innovation excellence weekly - issue 2

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Here is our second issue of Innovation Excellence Weekly. 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.


  • 1. October 12, 2012

2. Issue 2 October 12, 20121.The Driving Force in Healthcare Innovation Today.... LeAnna J. Carey2.Innovation is a Requirement Not an Option ..... Braden Kelley3.The Value Proposition Canvas .. Alex Osterwalder4.Beyond Product Innovation .... Rowan Gibson5.Innovation is a Belief System ..... Jeffrey Phillips6.The Jazz of Business ..... Peter Cook7.Remote Innovation Management Indefatigable ... Steve Todd8.The Virgin Atlantic Ice Cream Story ...... Paul Sloane9.Top 5 Things Employees Need to Hear from Management ..... Holly G Green10. 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 3. The Driving Force in Healthcare Innovation TodayPosted on October 8, 2012 by LeAnna J. Carey Do you know how to read the signals of change? In my recent interview with Dr. Indu Sabaiya, she could have said that the most significant drivingforce 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 tolisten 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 noteasy to spot the signals of change. This is true especially for larger companies because once they identify a market tipping point, making thejump from a declining business model to one that is on the incline is difficult. He pointed to the importance of looking for signal events likecompanies coming to the market with different offerings, legislative mandates like ACOs, companies buying products in different ways. Holtadded that the most difficult element of growth is discerning if the market is moving beyond those early adopters into a real tipping point, thenask, How is it different this time? 4. Dr. Sabaiya agreed by sharing that Health2.0 is observing three different behaviors from both inside and outside of their innovationnetwork:1. Notable activity in buying innovation and acquisitions; she used Aetnas recent acquisition of Healthagen, to leverage iTriage for its ACOoffering 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 matchmakingforums 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 capturesome aspect of a consumers health that is computable and integrates with the healthcare system in usable ways. Matthew emphasized thathealthcare innovation does not have to be hugely futuristic, but easier, affordable, and putting it in the right place. Innovative tools forunderstanding the best places to receive healthcare, doctor search, best outcomes, price, quality, and transparency that interface withproviders 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 segmentshould use Health2.0 to capitalize on their world view and experience of innovation. The relationship that both Matthew and Dr. Sabaiya havewith 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 driving innovation.Before closing, these founders took the time to mention several companies that will be showcased at this years Health2.0 conference. Onecompany that Ill give a shout out to as well is Audax Health. Its CEO is extraordinary and Im gonna love watching Grant Verstadig do hispart in transforming healthcare.image credit: showing tablet image from bigstockDont miss an article (4,800+) Subscribe to our RSS feed and join our Innovation Excellence group!LeAnna Carey is the Healthcare Editor for Innovation Excellence, the principal of TheHealthMaven, LLC, and co-founderof a mobile healthcare company, AuraViva. Lea hosts a radio show and can be found on iTunes where she interviewshealthcare entrepreneurs and innovators at 5. Innovation is a Requirement Not an OptionPosted on October 9, 2012 by Braden KelleyInterview Moises Norena Whirlpool CorporationI had the opportunity to interview Moises Norena, Director of Global Innovation,Whirlpool Corporation, about open innovation participation, strategies, andbarriers to innovation success.Here is the text from the interview:1. Do you feel that companies need an innovation strategy? If so, wheredoes open innovation fit in?I dont think that having an innovation strategy is an option for companies, it is arequirement, especially in consumer segments. Innovation is the path tosustainability and growth. Innovation can be seen differently depending onwhich 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 ofthe overall innovation strategy and tool kit. You can use OI in your discovery phase to generate ideas. You can also use OI to developtechnologies or even to commercialize something youve created that others can use. Companies should think of open innovation as anelement of their innovation strategy but not forget the internal organizational elements and management systems that are necessary to succeedin innovation.2. Why is it important for organizations to consider participating in open innovation or why did your organization begin its openinnovation effort?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, W hirlpool has worked onrefrigerators for many years. We create new organization, larger capacity, better cooling systems, etc. I am sure that food manufacturers seethe refrigerator in ways we dont. When you put those two together, new things can emerge. The real challenge with OI is to establish themechanisms that allow this interaction in a productive way in which theres a win-win situation AND that there are aligned goals both externallyand internally. 6. 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 thatwill be threatened. You got to be able to show the win and show that there is management of the risks associated with OI. Organizations shouldalso 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 boththe short term and the long term within business units. This is challenging given the business priorities and to have a balanced portfolio reallyrequires leaders to drive a change in their teams and organize in ways that allow this balance. The second thing I see, that is also veryimportant, is the shift in mentality to do experimentation this requires a big change because organizations have the tendency to expect theexperiments to drive a business results and in fact, they should be designed to learn. That is a big change.5. What are some of the biggest barriers to innovation that youve seen in organizations?I think one of the biggest barriers is that there are conflicting business priorities in organizations. To overcome this barrier, innovation has tobecome an imperative and a priority AND be managed as part of the business operations. When that is done, this alleviates some of the issuesthat emerge from working in silos, which is in itself, another barrier that innovation commonly faces. In todays world innovation is taught inschools and companies have their own app