innovation excellence weekly - issue 2
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DESCRIPTIONWe are proud to announce our second Innovation Excellence Weekly for Issuu. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
October 12, 2012
Issue 2 October 12, 2012
1. The Driving Force in Healthcare Innovation Today.... LeAnna J. Carey
2. Innovation is a Requirement Not an Option ..... Braden Kelley
3. The Value Proposition Canvas .. Alex Osterwalder
4. Beyond Product Innovation .... Rowan Gibson
5. Innovation is a Belief System ..... Jeffrey Phillips
6. The Jazz of Business ..... Peter Cook
7. Remote Innovation Management Indefatigable ... Steve Todd
8. The Virgin Atlantic Ice Cream Story ...... Paul Sloane
9. Top 5 Things Employees Need to Hear from Management ..... Holly G Green
10. A Race to the Top ....... Mike Shipulski
Your hosts, Braden Kelley, Julie Anixter and Rowan Gibson, are innovation writers, speakers and
strategic advisors to many of the worlds leading companies.
Our mission is to help you achieve innovation excellence inside your own organization by making
innovation resources, answers, and best practices accessible for the greater good.
Cover Image credit: ok hand lamp bulb from Bigstock
The Driving Force in Healthcare Innovation Today
Posted on October 8, 2012 by LeAnna J. Carey
know how to read the signals of change? In my recent interview with Dr. Indu Sabaiya, she could have said that the most significant driving
force in healthcare innovation today is a result of consumers becoming more interested in their own health, the explosion of sensors and
devices, or even technological possibilities but, she did not. Instead, she went to the to the core of the matter and said that the single most
important driving force is that the current healthcare system is not sustainable and that, healthcare for the most part is still a source of
frustration and heavy financial burden for the average person, and that force is causing healthcare stakeholders to innovate, change and
improve. Thats a true innovator talking opting out of the buzz.
I had the great privilege of interviewing the highly respected innovators and founders of Health2.0 this week, Matthew Holt and Dr. Sabaiya,
who have taken their business from an idea to the global arena. If you are wondering if this is your time to innovate, take a few minutes to
listen to their deep experience on how to listen for signals of change.
While there are some CEOs who have been successful at reinventing and innovating, like Aetnas Mark Bertolini, Holt admits that it is not
easy to spot the signals of change. This is true especially for larger companies because once they identify a market tipping point, making the
jump from a declining business model to one that is on the incline is difficult. He pointed to the importance of looking for signal events like
companies coming to the market with different offerings, legislative mandates like ACOs, companies buying products in different ways. Holt
added that the most difficult element of growth is discerning if the market is moving beyond those early adopters into a real tipping point, then
ask, How is it different this time?
Dr. Sabaiya agreed by sharing that Health2.0 is observing three different behaviors from both inside and outside of their innovation
1. Notable activity in buying innovation and acquisitions; she used Aetnas recent acquisition of Healthagen, to leverage iTriage for its ACO
offering as a key component for consumer engagement, as an example.
2. Interest in partnering strategies with ahead of the curve mobile app companies to accelerate growth. In fact, Health2.0 holds matchmaking
forums to provide larger organizations and retailers to explore the startup ecosystem, before making a decision to build internally.
3. The use of prize money to find the best and brightest developers to build a solution that does not exist yet; the Palo Alto Medical Foundation,
Kaiser Permanente and AT&T are successful users of crowdsourcing.
Both of the founders agree that the most disruptive and exploding innovations (whether devices, sensors or trackers) are those that capture
some aspect of a consumers health that is computable and integrates with the healthcare system in usable ways. Matthew emphasized that
healthcare innovation does not have to be hugely futuristic, but easier, affordable, and putting it in the right place. Innovative tools for
understanding the best places to receive healthcare, doctor search, best outcomes, price, quality, and transparency that interface with
providers and consumers is a huge growth area to watch. At this years conference, they will feature a panel specific to this growing interest.
For those needing to develop their innovation network, collaborate on crowdsourcing opportunities, or keep pace with the healthcare segment
should use Health2.0 to capitalize on their world view and experience of innovation. The relationship that both Matthew and Dr. Sabaiya have
with their community is a competitive differentiator and key to their success, but at the end of day, they are serving an unmet need in healthcare
Before closing, these founders took the time to mention several companies that will be showcased at this years Health2.0 conference. One
company that Ill give a shout out to as well is Audax Health. Its CEO is extraordinary and Im gonna love watching Grant Verstadig do his
part in transforming healthcare.
image credit: showing tablet image from bigstock
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LeAnna Carey is the Healthcare Editor for Innovation Excellence, the principal of TheHealthMaven, LLC, and co-founder
of a mobile healthcare company, AuraViva. Lea hosts a radio show and can be found on iTunes where she interviews
healthcare entrepreneurs and innovators at http://thehealthmavenblog.com/.
Innovation is a Requirement Not an Option
Posted on October 9, 2012 by Braden Kelley
Interview Moises Norena Whirlpool Corporation
I had the opportunity to interview Moises Norena, Director of Global Innovation,
Whirlpool Corporation, about open innovation participation, strategies, and
barriers to innovation success.
Here is the text from the interview:
1. Do you feel that companies need an innovation strategy? If so, where
does open innovation fit in?
I dont think that having an innovation strategy is an option for companies, it is a
requirement, especially in consumer segments. Innovation is the path to
sustainability and growth. Innovation can be seen differently depending on
which company you are looking at. There are companies like Apple that live innovation, that is what they do, Innovation is their strategy.
Companies like Whirlpool, that have existed for 100 years, require an explicit innovation strategy, that translates into actions that people take,
that force the change in behavior to stay relevant.
Open innovation (OI) is a way to exponentially expand your ability to generate ideas and develop them. I believe open innovation is a subset of
the overall innovation strategy and tool kit. You can use OI in your discovery phase to generate ideas. You can also use OI to develop
technologies or even to commercialize something youve created that others can use. Companies should think of open innovation as an
element of their innovation strategy but not forget the internal organizational elements and management systems that are necessary to succeed
2. Why is it important for organizations to consider participating in open innovation or why did your organization begin its open
It is important for organizations to consider participating in open innovation because having different perspectives creates new opportunities.
Also because you leverage the resources of others, increasing your ability to deliver innovation. For example, Whirlpool has worked on
refrigerators for many years. We create new organization, larger capacity, better cooling systems, etc. I am sure that food manufacturers see
the refrigerator in ways we dont. When you put those two together, new things can emerge. The real challenge with OI is to establish the
mechanisms that allow this interaction in a productive way in which theres a win-win situation AND that there are aligned goals both externally
3. What should an organization be aware of if they decide to pursue open innovation?
That this requires a shift in mentality. That is easier said than done. This involves the interaction of different people within your organization that
will be threatened. You got to be able to show the win and show that there is management of the risks associated with OI. Organizations should
also know that OI can provide real benefits but it should be managed in a way that complements with the internal efforts, not as a substitute.
4. What is the most important culture change for organizations to make in order to support innovation?
It depends on the organization. I see two important cultural shifts as necessary to make innovation work: The first is being able to manage both
the short term and the long term within business units. This is challenging given the business priorities and to have a balanced portfolio really
requires leaders to drive a change in their teams and organize in ways that allow this balance. The second thing I see, that is also very
important, is the s