THE GIL CHRONICLES TRANSFORMATIONAL GROWTH … · At GIL 2016: Silicon Valley, The Global Community of Growth, Innovation and Leadership, we brought together outstanding leaders,

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TRANSFORMATIONAL GROWTH STRATEGIESTO FUTURE-PROOF YOUR BUSINESS

Growth, Innovation and Leadership: Silicon ValleySeptember 11 - 13, 2016 | Hyatt Regency Santa Clara | Santa Clara, CA

THE GIL CHRONICLES

Growth, Innovation and Leadership 2016: Silicon Valley

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The Global Community of Growth, Innovation and Leadership September 11 - 13, 2016 | Hyatt Regency | Santa Clara, California, U.S.A.

Dear Colleague, At GIL 2016: Silicon Valley, The Global Community of Growth, Innovation and Leadership, we brought together outstanding leaders, innovators and visionary thinkers to discuss and share best practices around this year’s theme, Transformational Growth Strategies to Future Proof Your Business. In the following pages, we present the GIL 2016: Silicon Valley Executive Chronicles, a collection of all the important ideas and action items discussed at this dynamic event. These valuable summaries will help today’s most forward-thinking executives address current business issues and plan for the future as well. Highlights of these session summaries include keynote presentations from Jonathan D. Becher, Chief Digital Officer and Head of SAP Digital, SAP, as he discusses The Disruptive Customer: The Reinvention of Business and Industry Being Wrought by Digital Revolutionaries; Rosanna M. Durruthy, Chief Diversity Officer, Cigna Corporation, sharing insights about Investing in Diversity to Ignite Innovation and Growth and JC Quintana, Professor, Strategy & Innovation, Rutgers University Center for Innovation Education, addressing Humanizing Business: Putting Heart into the Digital Soul. You will also find enclosed valuable summaries from GIL Think Tank sessions like Monetizing the Internet of Things: How Organizations are Making or Saving Money with IoT; Get Smart About AI: Adopting Artificial Intelligence to Profoundly Transform Your Organization and Operations and Big Data in Healthcare, Hype versus Reality: What’s Big Today, What Will Move the Needle Tomorrow as well as a host of other Think Tanks on today’s most compelling business issues. The GIL 2016: Silicon Valley Executive Chronicles have been compiled to help you and your organization leverage insights from the best and the brightest. We hope you will learn from and use all the valuable knowledge shared at GIL 2016: Silicon Valley, The Global Community of Growth, Innovation and Leadership. I look forward to our continued partnership and welcome any feedback you might have. Sincerely,

Brian Fitzpatrick Partner, Frost & Sullivan


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Table of Contents Monday, September 12, 2016 KEYNOTE The Disruptive Customer: The Reinvention of Business and Industry Being Wrought by Digital Revolutionaries .......................................................................... 5

EXECUTIVE BULLETIN The Future of the United States: Fundamental Transformation in American Lives, Work, and Business ....................................................................................... 11

EXPERIENTIAL The Future of the United States: Building a Post-Election Future Scenario ... 16

DISRUPTIVE INNOVATORS Spotlight on Companies to Action .......................................................................... 22

VISIONARY INNOVATION THINK TANKS - Think Tank 1: Monetizing the Internet of Things: How Organizations are Making or Saving Money with IoT .......................................................................................................... 27

VISIONARY INNOVATION THINK TANKS - Think Tank 2: Get Smart About AI: Adopting Artificial Intelligence to Profoundly Transform Your Organization and Operations ......................................................................... 35

VISIONARY INNOVATION THINK TANKS - Think Tank 3: TechVision: Leveraging Sensor Innovation, Disruption, and Convergence to Drive Transformational Growth ............................................................................... 43

VISIONARY INNOVATION THINK TANKS - Think Tank 4: Zero Net Energy: Pioneering Growth Opportunities in the New Frontier for Cities and Buildings ................................................................................................... 56

VISIONARY INNOVATION THINK TANKS – Think Tank 5: Big Data in Healthcare, Hype versus Reality: What’s Big Today, What Will Move the Needle Tomorrow ..................................................................................... 63


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VISIONARY INNOVATION THINK TANKS - Think Tank 6: Intelligent Mobility: A Rapidly Transforming Ecosystem of Automotive and Technologies Companies .......................................................................................... 72

VISIONARY INNOVATION THINK TANKS - Think Tank 7: The Future of Financial Technology (FinTech): Cross-Industry Disruption and the Competitive Advantages of Early Adoption ................................................... 83

INNOVATOR SPOTLIGHT Visionary Cities Fueling our Futures ...................................................................... 93

CAPSTONE PRESENTATION Investing in Diversity to Ignite Innovation and Growth .................................... 99

2016 GROWTH, INNOVATION AND LEADERSHIP AWARD Using Business as a Force for Good ..................................................................... 104

Tuesday, September 13, 2016 KEYNOTE Humanizing Business: Putting Heart into the Digital Soul .............................. 108

SEISMIC SHIFTS Competitive New Business Models for a Sharing Economy ............................. 112

IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 8: Collaborative Innovation: Strategic Partnering in a Dynamic and Open Ecosystem ................................................................................................................. 116 IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 9:

Innovating the Customer Experience .................................................................. 120

IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 10: Strategic Planning to Capitalize on White Space and Adjacency Opportunities .................................................................................................................................... 121 IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 11: Creating Product Roadmaps to Deliver New Pools of Customer Value ......... 127

IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 12: Best Practices for Managing the Innovation Pipeline ........................................ 132


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IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 13: Monetizing in New Technology Spaces ................................................................ 135 IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 14: Scenario Planning: The Intersection of Innovation and the Strategic Horizon .................................................................................................................................... 139 IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 15: Disrupting Your Leadership Style ......................................................................... 146 CELEBRATING EXCELLENCE The Legends of Silicon Valley Forum and Networking Luncheon ................... 149

INSIGHTS FROM CISCO Igniting a Startup Culture with Co-Innovation Inside and Out ...................... 153

INNOVATION CULTURE Leveraging the Unique Capabilities and Mindsets of the Fortune 1000 and the Disruptive Startup ................................................................................................... 157

DISRUPTIVE INNOVATORS Spotlight On Companies to Action ....................................................................... 163

EXECUTIVE BULLETIN Customer Experience at the Heart of Disruption ............................................... 167

FINALE Future Lab: Powerful Transformational Growth Ideas to Take Away ............ 170


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___________________________________________________________________________ KEYNOTE The Disruptive Customer: The Reinvention of Business and Industry Being Wrought by Digital Revolutionaries PRESENTER LinkedIn Profile Jonathan D. Becher, Chief Digital Officer and Head of SAP Digital, SAP LinkedIn Profile TIME Monday, September 12, 2016 at 8:30am _____________________________________________________________________ VIDEO: https://vimeo.com/frostsullivan/review/184731184/e5a80f534b

https://vimeo.com/frostsullivan/review/184731184/e5a80f534b

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https://www.linkedin.com/in/jbecher




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SESSION ABSTRACT Disruption is not just for start-ups and new ventures; it’s an opportunity for everyone to transform. But transformation requires substantive change, including switching from incremental improvements to exponential thinking. The acceleration of digital/connected technologies changes consumer needs, expectations, and behaviors. This presentation delivered insight into the practical realities of driving digital transformation at a large, successful multi-national company. KEY TAKE-AWAYS

• A framework for recognizing true digital transformation • Insight into critical factors for driving change in your own business • Pitfalls to avoid

OVERVIEW Today there is destruction, collapse and transformation occurring across all industries. The solution to this collapse of industries is innovating to drive growth and leadership, guided by the following key insights: • 94% of CEOs today say that growth is their top objective

Competitive intensity will increase It will be difficult for retailers to thrive in the future

• 55% of the Fortune 500 companies have shrank in recent years

Examples of this include Oracle and Walmart Shareholders reward growth because it is one of the most difficult things to

accomplish now • 84% of CEOs claim that the innovation that they have does not meet their prime

needs • 75% of all truly innovative human connections are based on serendipity • The innovation model or “Innovation Engine,” looks like a vortex

o There are six different perspectives on it : 1. New business models such as Facebook, Google, Airbnb, Inc. are

pioneering more new business models


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2. Megatrends 3. Technologies 4. Digital technologies powering the big data 5. Career 6. Geography

• There is a “Journey to Innovation” which consists of five stages. These stages are:

1. Growth of the environment 2. Visionary scenarios 3. Understanding what might happen so that you are prepared 4. Identifying the friction in industries. Where are the opportunities in the

growth scenarios? 5. Implementation

Participants were encouraged to be proactive and ask, “Why are you here?” “What are you innovating?” Jonathan D. Becher, Chief Digital Officer and Head of SAP Digital, SAP shared his perspective on the Disruptive Customer. To start, he stated that, “So much change is happening now, that we call ‘now’ a “Digital Revolution.” He expressed that there are some fundamental differences between the Industrial Revolution and today’s Digital Revolution:

• Industrial revolution The fuel of change was natural resources: oil Pace of change: change came slowly; it was a natural extension of

what came before it • Today’s digital revolution:

The fuel of change today is technology and data Change is chaotic and hard to predict; not a linear extension of the

past but an exponential one • There will be more change in the next 100 years than in the last 20,000 years

The period known as the Middle Ages was 1000 years ago. Compare the difference between the Middle Ages and now

• The difference between the Middle Ages and now is analogous to how life will likely be 20 years from now


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• For example, in 1985, AT&T hired McKinsey and Company, a worldwide management consulting firm, to advise them about whether they should enter the mobile phone business

• McKinsey researched and looked at market trends and predicted that in 15 years, mobile phones would be widespread, but advised AT&T not to enter the mobile phone market

• McKinsey said that by the year 2000, there would be 1 million users, but they recommended not going into the mobile market because of the infrastructure. The reality is that by the year 2000 there were 1 billion users—more users than people on the planet. How did McKinsey get it so wrong? They suffered from linear thinking

• In fact, McKinsey got their prediction wrong by a factor of 10. They based their recommendation on natural evolution, instead of exponential growth!

• The mobile phone industry has grown exponentially, and this story is a cautionary one

• How could this have been correctly predicted? Perhaps exponential thinking is in order

• Thinking exponentially requires you to rewire, to change how you operate and disrupt Disruption is seen as a negative thing, but many times, disruption can

be a positive! • An example: The progression from analog to digital • Another example: Biotechnology

Extracting the human genome cost $3 billion dollars and took about 10 years

A home genome test became available for $400, and then later became $100

• Another example: CRISPR gene-editing tool A technology that can target and modify the DNA of a plant genome This technology is being considered for treating cancer cells

TAKE-AWAY

• Utilize innovation to drive growth and leadership • Be proactive • Think exponentially and rewire • Disruption can be a positive


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IMPLEMENTATION GUIDELINES Prepare for the “Reinvention of Business” 1. Change the customer experience

• Need to change fundamentally • Example of a change in the music industry: Music becoming portable Artists were not open to the fact that music in an album could be

played out of order With the use of iTunes, a customer can buy only one song, instead of

the whole album This was a disruption of the music industry

2. Change the business model

• Change how a company makes money • Music Industry

Spotify allows customers to pay a monthly fee of $10 and play many songs

Downside for customer: no more music library if the customer fails to pay the monthly fee

This was a disruptive business model 3. Change how you manufacture goods and services

• This is the most challenging step • Create a one-to-one relationship between the customer and the provider • Note the new models that are network-oriented • Maximize the size of the market, insurance against shares going down

For example, in the design world. The usual process is that you have a design in mind and have agencies bid, and you then choose from them

Now, with the digital world, more things get designed, the market gets bigger, more people are participating in the process

4. Answer the overarching question: How Do You Create Value? BEST PRACTICE

• Rethink the experience of customers and create a new business model that allows you to focus on the relationship between the consumer and the provider


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ACTION ITEM

• Each of us need to be a “disruption officer” Regardless of what industry, or what state your business is in, change has

to start now Where do you start your change?

o Start it anywhere. Doing something now is a million times better than doing something a month from now

How do I get my executive buy-in and have them agree to it? o We are in the midst of digital revolution. Change begins with you

FINAL THOUGHT Disruption is hard work. But you’d best remain agile and innovative and disrupt your company before someone else does it for you.


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_____________________________________________________________________________ EXECUTIVE BULLETIN The Future of the United States: Fundamental Transformation in American Lives, Work, and Business PRESENTER Richard Sear, Partner & Senior Vice President: Visionary Innovation, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 9:25am _____________________________________________________________________ SESSION ABSTRACT The world watches when the United States goes through an election cycle as we are in 2016. The Frost & Sullivan Visionary Innovation Group has risen above the day to day of campaign rhetoric to consider what the long term outlook of the world’s most influential economy will look like through 2025. This session offered valuable insights cutting across key elements of society such as health, mobility, infrastructure and the economy. KEY TAKE-AWAYS

• An assessment of the top eight issues affecting society in the United States through 2025

• Observations to implement in your company immediately to grow business in the United States and beyond

• Recommendations on key case studies and best practices to illustrate work in action

OVERVIEW Ten Frost & Sullivan team members conducted 1200 hours of research about the future of the United States. While conducting this research, they had two primary goals: 1. Intertwine issues 2. Create outcomes

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Here are the highlights of what they discovered and what they predict: Social Transformation and the Rise of Millennials

• As millennials rise, so will their influence. Do you have a millennial plan in place? • 13% of millennials still live at home with their parents • It is a challenge for many of them to afford a car and luxury items • 80% sleep with their cell phones and spend 1.8 per day hours on social media • 20% have posted a video of themselves online • 63% say benefits packages are important to them • To stay with an employer, they need more than just compensation • U.S. Median income is decreasing, shifting more people to lower earning income

brackets Student Debt Burden Will Increase Substantially

• 2013 student debt was second only to mortgage in US household debt • 2003 student debt = $240 Billion • 2013 student debt = 1.2 trillion • 2025 student debt predicted to = 2 trillion • The concern is that they won’t have money to spend

An Aging Population Faces New Challenges

• Not very well positioned with retirement – average retirement account is $20,000 • They don’t have enough money to live on • Millennials have an influence on the aging population; extending their ability to

work • Japan has a large aging population, they are investing in robotics

With Greater Connectivity Comes Greater Risk

• The Internet of Things will become pervasive, creating an era of sentient tools • If you fail to understand “sentient” within a ten-year time frame, your company will

miss out • IoT does not mean intelligence. We can connect stuff, but without intelligence, it

doesn’t make sense • There were 1.5 connected devices per person in 2014; the number of devices

already outnumbers people


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• Ipv6 can assign 100 IP addresses to every atom on the surface of the Earth Sensors

• The average selling price for sensors is currently near 60 cents • Costs will drop and they will be more pervasive

We Are Experiencing an American City Renaissance

• The city will be the most connected customer in 2025 • Smart cities will expand due to population increase and infrastructure

development • Mega cities like New York City and Los Angeles will form as smart cities engulf

nearby daughter cities • Mega Regions are created from two or more closely located mega cities • Mega Corridors, the infrastructure development interconnecting multiple mega

cities and regions, will increase • In 2025, the top 100 cities with the highest GDP’s will produce 75% of total US

GDP, wielding economic power • Boston’s SCOPE project embodies the Connected City • SCOPE is a smart-city, cloud based Open Platform Ecosystem

Automation Will Change Industries

• In the next 20 years, 47 percent of jobs will automate • All repetitive jobs will be replaced • Attrition will contribute to the erosion of these jobs • Where will these skills transfer? • Through Futurecasting, we’ll have a better ability to see where these jobs will go • There will be a middle class crunch • Try to understand the solutions that you offer. There is a need to evolve and

become more intelligent The Future of Industry

• The speed of computing will change so fast that the present will eventually look like the Middle Ages

• Industries in the US will be reconfigured • There will be precision-based technology • Every single industry in the room is dramatically unbundled • Most CEOs are behind the times


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• The focus of investment must be on innovation rather than the current way of doing business

We Are In the Cognitive Era

• Cognitive computing will change us • Future applications of cognitive intelligence will occur in

o Agriculture o Healthcare o Manufacturing o Automotive o Social media o Financial services

Healthcare

• Telemedicine will have a huge effect on healthcare • Wellness programs are now being given the credibility they deserve • The number one cause for workforce inefficiency is lack of water • Obesity is a chronic disease and half of our population will soon be obese • Wearable technologies can help

TAKE-AWAY

• A social transformation is taking place • Our aging population is not well-positioned for retirement • Student debt is strangling future opportunities

IMPLEMENTATION GUIDELINES

• Understand we are now in an era of expression • Speak to millennials in a personal way • Understand that cognitive computing will change us • Find a way to automate jobs and create intelligent solutions for those jobs that

are being replaced • The Internet of Things is a collaborative platform—hop on board and be part of

the integration • Map out a millennial journey all the way until old age. Imbed your brand into this

journey


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ACTION ITEM • Collaborate within your industry to create a strong platform in all areas—don’t

work in a silo • Provide fresh drinking water to all your employees for greater productivity • Offer millennials a great benefits package – this perk will help retain your

workforce FINAL THOUGHT Going forward, collaboration will define professional and personal lives. Only a few platforms will emerge. Your business will ultimately be a commodity. How quickly you understand how to create a collaborative platform so you can continue to innovate will determine your company’s fate.


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______________________________________________________________________ EXPERIENTIAL The Future of the United States: Building a Post-Election Future Scenario FACILITATOR Richard Sear, Partner & Senior Vice President: Visionary Innovation, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 10:25am _____________________________________________________________________ SESSION ABSTRACT The country will undergo dramatic change and you must have a clear vision of the effect this will have on your business. Through an inventive and interactive exercise you will identify new opportunities for growth, new partners in your ecosystem and define a unique value proposition for your company in the future. KEY TAKE-AWAYS

• Persona based scenarios • Clear actions identified based on each scenario taking effect • Top five implications for your company

OVERVIEW Participants benefited from a unique roundtable interactive exercise that helped them to combine the insights presented in The Future of the United States: Fundamental Transformation in American Lives, Work, and Business with possible new opportunities for growth and partnerships within their industry eco-system. They began to craft a unique value proposition for their company’s success in the future. All present were encouraged to keep examining their products and business models in this future framework and all organizations need to do this on a regular basis. INTERACTIVE EXERCISE Step 1: Each table selected one of 4 key issues:

1. Future Of Government 2. Millennials and the Future of Work

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3. Future of Manufacturing 4. Future of Primary Care

Step 2: Identify Core Building Blocks (Current)

• Core Influences that create a tangible difference in the way the issue behaves • For example, if the key issue is The Future of Mobility; compute power in cars

by removing the need for a driver Step 3: Futurecast your Top 5 Building Blocks By years

• 2017 • 2020 • 2025

Step 4: Re-imagine the Future and Identify Red Flags

• Describe the future on the sheet on each table o What will it look like? o How will people experience it?

• How does it differ in America today? • A red flag is a critical issue that if ignored will mean failure to win or compete

Step 5: Personal Step/Take-away; Tie this to YOU

• How it will impact you or your children? • How should you change the direction of your company?

GROUP DISCUSSION HIGHLIGHTS Group “A” The Future of Primary Care Step 1: The Future of Primary Care

• Taking the information attached to the device so the doctor can see the information

• More virtual doctors will drive lots of changes • Counterpoint: Being there in person, the doctor can have a better sense of

your condition Step 2: Top 5 Building Blocks

1. Mobile Network/Access Bandwidth


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2. Software/Tools/Video Apps a. 1 - to - 1 to Provider Ecosystem

3. Mobile Wearables 4. Security 5. Policy Regulation/Costs

Concerns: A concern would be liability on the doctor’s side in the case of misdiagnosis

Hackers Who will pay for the cost? Affordability Rules/Policy/Rules Factor in the different categories of elderly (there are some that are

concerned about fraud, or not ever having the interest in owning a mobile device)

Step 3: Futurecast Your Top 5 Building Blocks

• Mobile Network/Access Bandwidth o 2017: 4G o 2020: 5G o 2025: Everywhere

• Software/Tools/Video Apps o 2017: One-to-one o 2020: Provider ecosystem o 2025: Artificial Intelligence filtering, crowdsourcing, connection to deeper

sense of knowledge, finding the right match, multiple doctor consulting, predictive technology

• Mobile Wearables o 2017: Basic function: motion, sleep pattern o 2020: Richer data, more tests, virtual reality o 2025: Internal chip installation, proactivity, predictive technology that

would give an alert • Security

2017: Information technology security ensuring that all information is encrypted

2020: Identity & biometrics 2025: the more security placed on a person logging in, the more

inconvenient it is; then, it will become frictionless and easy


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Step 4: Re-imagine the Future and Identify Red Flags • Instead of healthcare being an event, it becomes a continual relationship with the

doctor. With a rich set of data being communicated in real time, it becomes a real time interaction, allowing for continual feedback in maintaining health, instead of an after-effect

• The information can go into the cloud and then be crowd-sourced • Convenience is increased dramatically • Move primary care from reactive process to a proactive real-time preventative

relationship with your health • Healthcare can move beyond communication with a person • Red flags

o Legal liabilities o Financial incentives o Patient trust/adoption

Step 5: Personal Step/Take-away

• Patient trust: Knowing who that person is when they first check in has to be done in person

• Knowing how to create this process takes people • Huge market on how these devices will be created. Certain considerations on

design • Voice recognition may be available, this feature can make this an even better

advancement • Adoption barrier: Big cultural barrier regarding people adopting this into their life:

Biggest driver was not ethnicity, education or income The big factors are age and environment, for instance, rural

Group “B” General Discussion Points and Insights

• Millennials and the Future Of Work o Bifurcation of work; Artificial Intelligence is becoming more intelligent o Flexibility of contract

Need for continuous education and training Robots will take over most jobs Retraining for jobs not being taken over

o Creative compensation Rent/housing


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o On demand flexible rewards o Me, Inc.

Person is responsible for own self o Red flags

Technology Establish corporations embracing these trends At-will employment shifting to psychological contracts Government stepping in and regulating

• Future of Manufacturing

o Red flags: Affordability Common platforms

• Future of Primary Care o Building blocks:

Everything is self: • Self-management • Self-diagnosis • Self-medication

Cognitive and machine learning Minimal family-care Focus on data and devices Ownership of own health Less guessing and misdiagnosis Seeing a physical doctor will become more and more expensive Corporate America moving to self-care driven

o Red flags: “Barbarian backlash” from doctors Regulatory framework Premium pricing, tiers of influence

• Future of Primary Care

o Physicians’ role will change vastly and will include prescriptive analytics. There will be great contributions aligning artificial intelligence and machine control. The human-centric component will still be very strong


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ACTION ITEM • Take on your traditional products and business models and challenge them

through exercises like this one • Regularly do these kinds of exercises • Keep challenging yourself by taking your evaluations into future years

TAKE-AWAY

• Increased mobility will result in a movement away from the 9-5 work week • A large part of the workforce will be independent contractors called the “gig”

economy • Many jobs will either be “dumbed-down” or will be high-tech jobs that require a

human IMPLEMENTATION GUIDELINES

• Offer millennials a creative compensation package such as one that includes paying down their student loans

• Make sure that your independent contractors are solid—otherwise they can walk away from the project without much notice

BEST PRACTICE

• Offer an alternative work schedule for employees • Get involved in the politics of governmental employee regulations • Treat your employees like entrepreneurs

ACTION ITEM

• Create a benefits package for millennials in collaboration with the employee so it resonates with them

• Make sure your employees know that education is a life-long effort and that they are responsible for their own careers

FINAL THOUGHT The workplace is changing. In twenty years half of all jobs will go away. There will be a very solid divide with two parts: One will be knowledge based and the other will be automation based. In essence it is a two-tiered approach or what’s known as bifurcation. The new “gig” economy introduces independent contractors into the equation in a very significant way.


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______________________________________________________________________ DISRUPTIVE INNOVATORS Spotlight on Companies to Action PRESENTERS Craig Hembrow, Co-Founder, Ayata IQ LinkedIn Profile Antoine Blondeau, Co-Founder and Chief Executive Officer, Sentient Technologies LinkedIn Profile Dan Sands, Managing Partner, agent3 LinkedIn Profile Steve Papermaster, Chairman and Chief Executive Officer, Nano Global LinkedIn Profile Sanjeev Gill, Head of Business Development and Strategic Partnerships, Zendrive LinkedIn Profile Russell Fradin, Chief Executive Officer and Co-Founder, Dynamic Signal LinkedIn Profile Stephen Paljieg, Vice President, Corporate Partnerships, Portfolia LinkedIn Profile Lars Barfod, Chief Executive Officer, Vapore LinkedIn Profile Sarah Cooper, Chief Operating Officer, M2Mi Corporation LinkedIn Profile TIME Monday, September 12, 2016 at 11:30am _____________________________________________________________________

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https://www.linkedin.com/in/stevepapermaster?authType=NAME_SEARCH&authToken=6YWC&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A7265376%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477592581018%2Ctas%3ASteve%20Papermaster

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https://www.linkedin.com/in/stephenpaljieg?authType=NAME_SEARCH&authToken=Jwa6&locale=en_US&srchid=288810681477592519879&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477592519879%2CVSRPtargetId%3A31790307%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/larsbarfod?authType=NAME_SEARCH&authToken=rdgh&locale=en_US&srchid=288810681477592100489&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477592100489%2CVSRPtargetId%3A8685157%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/drsarahcooper?authType=NAME_SEARCH&authToken=AtZB&locale=en_US&srchid=288810681477592236716&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477592236716%2CVSRPtargetId%3A234616%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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SESSION ABSTRACT If you are looking for transformational growth strategy ideas…this is the session where you may find some! We’ve invited some companies who are amazing catalysts to detail the action they are looking to spark with you, whether investment, partnering, technology licensing, or other creative ways to ignite innovation. KEY TAKE-AWAYS

• A variety of entrepreneurs discussed how they are disrupting business as usual. Please see below for inspiring highlights and details from their presentations and discussions

Ayata IQ: Pioneering battery-less hybrid technology in cost-sensitive automotive markets

• Ultra-capacitors instead of lithium ion batteries • OEMs are in a world of pain right now • How do we pass strict emission standards without compromising customer values?

o Lithium ion systems are limited by chemistry--20% of the battery is unused, increased weight & cost, overall system efficiency of 60%

• Ayata IQ’s systems are 90% efficient. The bigger the vehicle the bigger the inefficiency and more valuable our technology is to our customers • Carbon-based electrodes

o Less weight, less cost • Will this be a disruption for Elon Musk (Tesla)?

o We’re extending the relevance of combustion engines • Looking for strategic partners/investors

o Build on traction in India Sentient Technologies: Applying massively-scaled, distributed artificial intelligence to solve some of the world's most complex problems in areas including e-commerce, finance and healthcare

• Working on applying massively-scaled artificial intelligence • Any industry would be impacted by this company • Belief that every object is smart • In about 10 years out, your car will know where it needs to go on its own


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o The system will self-curate where you need to go, what restaurants are around, etc.

• Every single webpage can be curated to your needs • Building a business based on intelligence • This can disrupt any industry

agent3: We’re turning big data noise into commercially-valuable insights that can directly power growth

• Company has been amassing big data, solving problems in sales and marketing that is available across the web

• Will change the world by using big data to solve problems • Companies have a lot of noise out there • agent3 captures data from the internet. They reduce the noise and help

customers focus on what they will be more interested in • They give customers guidance on data • Will tailor that message the right way • What happens to companies that don’t use big data?

Nano Global: Leading the delivery of nanotechnology-powered innovations to heal the world and enable safe, smart lives

• In a transformational period • Employs the use of nanotechnology in healthcare, specifically in areas like

combatting the Zika virus, Ebola, acne, athlete’s foot, post-antibiotic era • They destroy harmful pathogens with zero toxicity • Research into microbes, viruses, bacteria, etc. • Applying nanotechnology to two things:

o Ability to destroy harmful pathogens on contact with complete zero toxicity, safety for humans on contact and done on a massive basis

o Platform to detect and sense basic bio life presence How do you find out if you have accumulation of microbes or

pathogens, which may be a problem? Upon doing this, introduce a nanotechnology that will protect you

• Precision platform and wide application in daily lives


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Zendrive: Leading the evolution of transportation safety through its vast mobile data and innovative analytics

• Platform for safety improvement for drives and passengers • Use of smartphone data and events to reduce issues to improve driver

behavior and therefore reduce fatalities • The amount of data mobile devices provide can affect drivers, pedestrians,

municipal parties and cities • Unbiased view of the driver. This is particularly important for insurance

companies • More people are using ride-share, car-sharing, autonomous car and are less

reliant on their own personal car • This platform can also be useful for automated cars because we can

determine which car is most reliable and safe .

Dynamic Signal: Revolutionizing the way employees engage with and advocate for their organization

• Invention of employee advocacy and engagement • Companies have an enormous amount of content and this should be

broadcast • It’s all about communication, and engaged employees are happier • Your product or service will sell more when company employees are on

social media • What happens to companies that never adopt?

Portfolia: Connecting women investors, consumers and opinion leaders with extraordinary women-led entrepreneurial companies to green-light and support them

• Connects women investors, consumers and opinion leaders with extraordinary women-led entrepreneurial companies to green-light and support them

• Diversity is a key element in innovation: background, thought, looking at the world in different lenses

• 2016 is a landmark year because women controlled more investable wealth in the U.S. than ever before

• Women are creating new businesses at a GREATER rate than men, yet they receive substantially LESS start-up financing …


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o Why less participation with men? • Teach women to be investors; learn by investing • Eight experienced women investors train others • More than 300 startups are involved with us • Women are investing more with the mindset of changing their world, so with

investing in this company, you also get a network of empowered, driven women

Vapore: Technology to create water vapor sterile in a simple way

• Application: sinus congestion cold, allergy • $20 billion industry worldwide

o Now in Target, Walgreens, Bed, Bath & Beyond o Lots of potential in this technology o No external boiling water, so there is no chance of scalding yourself; all

natural approach


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 1: Monetizing the Internet of Things: How Organizations are Making or Saving Money with IoT EXECUTIVE BULLETIN: IoT: Changing the Game and Creating New Opportunities PRESENTER Dilip Sarangan, Industry Principal, Internet of Things (IoT) Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT The Internet of Things is disrupting industries and transforming business models for companies and governments. With the promise of generating revenues or reducing costs, IoT has a lot to live up to. This executive bulletin leveraged Frost & Sullivan’s research on IoT with specific use cases to help your organization maximize its potential with IoT. KEY TAKE-AWAYS:

• An assessment of the relevance and importance of IoT • Key areas where IoT could help your organization save money • Use cases illustrating how organizations have maximized their potential with IoT

A recent Frost & Sullivan global survey of 1,980 IT decision makers across verticals revealed that 34% of companies have already invested in IoT solutions, and 39% plan to invest over the next 2 years. Over a third of the respondents are providing small trials and proof of concept; live services with customers, distributions, and suppliers; and deploying next-generation solutions. As the chart below illustrates, some industries are further along the IoT curve than others, but almost all are on the path:

https://www.linkedin.com/in/dsarangan?authType=NAME_SEARCH&authToken=Nig0&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A3001498%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477592842635%2Ctas%3ADilip%20Sarangan


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS – Think Tank 1: Monetizing the Internet of Things: How Organizations are Making or Saving Money with IoT ASK THE EXPERTS! PANEL DISCUSSION MODERATOR Dilip Sarangan, Industry Principal, Internet of Things (IoT) Frost & Sullivan LinkedIn Profile PANELISTS Sukamal Banerjee, Executive Vice President and Head of IoT, HCL Technologies LinkedIn Profile Jesse DeMesa, Venture Partner, Momenta Partners LinkedIn Profile Christoph Inauen, Vice President, IoT, GTM, SAP LinkedIn Profile Makarand Joshi, Director, Product Management, IoT Platform, Schneider Electric LinkedIn Profile Abhi Rele, Director, IoT Product Marketing, Samsung LinkedIn Profile Faraz Shafiq, Associate Managing Director, Global IoT Practice, Verizon Enterprise Solutions LinkedIn Profile Pavan Singh, Vice President and Business Head, IoT Security, Covata LinkedIn Profile TIME Monday, September 12, 2016 at 1:55pm

https://www.linkedin.com/in/dsarangan?authType=NAME_SEARCH&authToken=Nig0&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A3001498%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477592842635%2Ctas%3ADilip%20Sarangan

https://www.linkedin.com/in/sukamalbanerjee?authType=OPENLINK&authToken=HwZg&locale=en_US&srchid=288810681477592907830&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477592907830%2CVSRPtargetId%3A8563803%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK

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https://www.linkedin.com/in/christoph-inauen-7b22661?authType=NAME_SEARCH&authToken=fVen&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A3619574%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477592996761%2Ctas%3AChristoph%20Inauen

https://www.linkedin.com/in/makarandjoshi?authType=NAME_SEARCH&authToken=kn3o&locale=en_US&srchid=288810681477593024262&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477593024262%2CVSRPtargetId%3A1446916%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/abhirele?authType=NAME_SEARCH&authToken=Zjsi&locale=en_US&srchid=288810681477593066086&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477593066086%2CVSRPtargetId%3A334852%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/fshafiq?authType=NAME_SEARCH&authToken=sXja&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A40085579%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477593109556%2Ctas%3AFaraz%20Shafiq

https://www.linkedin.com/in/pavansingh?authType=NAME_SEARCH&authToken=bKfg&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A1284252%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477593150043%2Ctas%3APavan%20Singh


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_____________________________________________________________________ SESSION ABSTRACT IoT transcends industries and vertical markets with solutions that range from automotive to healthcare to energy. A panel discussion of industry leaders shared insights about how they work with organizations from planning stages to deployment and post-deployment with the goal of helping them save money and monetize their investments in IoT. KEY TAKE-AWAYS

• Proven ways that IoT could help your organization save money • Use cases illustrating how organizations have maximized their potential with IoT • An assessment of the relevance and importance of IoT • Key areas where IoT could help your organization save money • Use cases illustrating how organizations have maximized their potential with IoT

OVERVIEW This discussion was designed to help the audience gain a deeper understanding of monetizing on IoT deployments. Most of the panel believed that the easiest opportunities exist in the cost reduction cases. Revenue generation will be the next step. TAKE-AWAY Each of the panelists shared case studies to provide success stories around IoT to the audience. Below is a list of the key ones: Christoph Inauen, Vice President, IoT, GTM, SAP: Customer cases are categorized into 3 areas: 1) Increase capacity – Hamburg Port Authority (HPA)

• Germany's largest seaport maximized mobility to efficiently connect all stakeholders and processes, empowering a ripple effect of benefits for Hamburg and beyond

• Local port and city traffic impacted by up to 40,000 truck trips daily


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• Real-time data reveals exactly when containers are ready for shipping and receiving

• Train and truck routes for incoming and outgoing goods are optimized and organized

• Solution: by land and by sea, millions of details are managed instantly with cloud technology, helping the port that never sleeps run simple, avoid congestions and increase capacity

• Results: In the one year they have been up and running, they have improved conditions and enhanced capacity

2) Save cost – Trenitalia

• Problem – Trenitalia operates a fleet of nearly 30,000 locomotives, electric and light trains, coaches and freight cars, and runs over 8,000 trains each day. Trenitalia sought a way to prevent failures and perform maintenance during downtime while optimizing equipment lifecycles

• Solution – Trenitalia worked with SAP to establish a dynamic maintenance model, deploying the SAP Predictive Maintenance and Service solution to analyze sensor data and monitor equipment behavior remotely to decrease maintenance and service costs, while boosting availability and reliability of service for passengers

• Results - Trenitalia saves 8-10% of yearly maintenance costs

3) Change the business model – Under Armour

Under Armour was discussed as an example of a company that is reinventing itself. Under Armour has a vision (Connected Life) to embedding sensors into shirts and shoes to monitor health conditions and to offer each consumer tailored recommendations that are specific to their body. For example, we can envision that diet plans can be provided to each individual based on their personal data and fitness goals. Such scenarios can offer Under Armour an opportunity to create new revenue streams. Faraz Shafiq, Associate Managing Director, Global IoT Practice, Verizon Enterprise Solutions: “We, as in Verizon, can’t just focus on cellular; with IoT we have to be network agnostic.” The platform can take care of IoT needs for cellular as well as fixed lines with


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connectivity and security. A key question is “what do you do with the data?” Shafiq gave an example of a situation where there were hundreds of containers on a ship and fourteen people to monitor the containers. With a small form factor sensor attached to the container, they no longer need monitors on board, but only the mechanics to fix any problems when they are alerted. The devices also provide preventive information so problems can be fixed before they become huge ones. Another benefit of this solution is that any data can be sent to customers on their mobile phones. Customers can always check in on their shipments. This reduced operating expenses and capital expenditures. Makarand Joshi, Director, Product Management, IoT Platform, Schneider Electric: Schneider makes Uninterruptable Power Supply (UPS) products for data centers. Often these were returned to Best Buy because buyers failed to read the manual. Now, buyers have the capability to register their UPS purchase on theirs smart phones and Schneider can monitor their usage. This way, Schneider can tell the customer when the battery runs out and it needs to be changed. This prevents buyers from simply throwing the UPS’ out. Also valuable is that when there are a lot of UPS’ low on battery, the utilities can be informed. Sukamal Banerjee, Executive Vice President and Head of IoT, HCL Technologies: A medical devices company wanted to track and trace inventory and equipment needs for surgical cases. The ability to manage inventory and ensure all the equipment needed for the surgery, and for potential emergencies, is in the surgery room, is critical to maintain costs, and save lives. Previously, a lot of time was lost, when the right tools were not in the operating room when needed. TAKE-AWAY The barriers to deploying IoT include security risks, cost of integration, managing data protection and privacy requirements, cost of connectivity and the time it takes to develop the solutions. This should not deter companies in any industry from taking action today to capture the opportunities that lie ahead with the integration of IoT. Start with implementing solutions


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utilizing IoT to reduce costs. At the same time, start planning for how to create new revenue streams, or how to change a business model. The key drivers for investment include the ability to boost customer service and marketing programs, automate manual processes, collect customer usage data, and optimize field or on-site operations. Ecosystems are going to be critical for IoT to really take off. Below are some key quotes from the panelists: “If you can connect the ecosystems and work together, it can really make IoT implementations successful.” -- Jesse DeMesa “What’s different about Samsung’s IoT solution is its end-to-end solution, which includes hardware modules, IoT, cloud, and partner ecosystem. It is integrated (saves 9 to 24 months), interoperable (you don’t have to “do the plumbing”), and easy (everything is API driven).” -- Abhi Rele “Someone who understands the whole ecosystem is important for the solution.” Verizon has implemented a new strategy where the professional services group, rather than the sales team, is the front door discussing opportunities that IoT can create. These are multi-year engagements, so creating the right relationships is very important to the success of this solution. -- Faraz Shafiq ACTION ITEM

• Use the case studies you heard about as a starting point. Consider how these case studies can be applied to our organization

• Discuss IoT implementation costs with your executives – especially the ones that are no-brainers

• Plan for ways to utilize IoT to create new revenue streams or new business models

• Understand that every industry is already looking at IoT opportunities – now is the time to get started on your roadmap

• Talk to Frost & Sullivan if you have any questions – we can support you in a number of ways throughout your planning, implementation, and monitoring process


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FINAL THOUGHTS FROM THE PANELISTS “No one actually buys IoT. It’s a theme or slogan that we use in the industry to stimulate a discussion around use-case scenarios and technologies. It’s like in the nineties-no one bought the Internet back then, but individual services, such as e-mail or access for web-browsing. What a customer buys may be products such as actual devices, or connectivity, a platform or applications. And it’s vendors like SAP that brings it all together as a solution that addresses a specific use case, like predictive maintenance or asset tracking or waste management etc. .” -- Christoph Inauen “The common denominator is information; value of information depreciates with time. A parking spot won’t wait for you for a half hour. [The] right application and analytics in real time is critical.” -- Faraz Shafiq “Once you implement IoT, it’s critical to recognize that it has to be run in a very different way than you run IT because it has to be a much smaller percent of the cost for each transaction.” -- Sukamel Banerjee “Why now? [More] connectivity available, [the] cost of sensors down, cost reduction needs, [and] we can process a lot more data effectively. [We] need to position IoT based on industry trends. Data exchange is a big part that IoT will drive towards when the connectivity issues become resolved.” -- Pavan Singh


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______________________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 2: Get Smart About AI: Adopting Artificial Intelligence to Profoundly Transform Your Organization and Operations EXECUTIVE BULLETIN AI: Get Ahead of the Business Necessity of the Future PRESENTER Brian Cotton, Partner, Digital Transformation, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT Artificial Intelligence (AI) is here and it holds the promise to be a meta-solution for almost any challenge. Organizations are using AI to completely renovate their operations and in five years, AI will be a business necessity. This Executive Bulletin identified the business functions that will benefit from AI, including Sales, Marketing and Customer Care. Participants left with ideas about how to apply AI to equip their company to take advantage of the AI revolution and received hands-on practice to help them understand how to incorporate AI into their operations. KEY TAKE-AWAYS

• A strong grasp of the realities of what AI is, and how it will impact your business • A blueprint for building a case to enable your organization with AI and compete

more effectively • New ideas about how to be part of $45 billion in new economic value created

OVERVIEW This session covered the commercial aspects of AI as well as the innovative applications of AI.

https://www.linkedin.com/in/briancotton1?authType=NAME_SEARCH&authToken=SDI3&locale=en_US&srchid=288810681477593207064&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477593207064%2CVSRPtargetId%3A2685813%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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TAKE-AWAYS First, the technology definition: AI is intelligence displayed by a machine to learn from experience. There are three types of AI:

1. Domain Specific AI, like Watson 2. Artificial General Intelligence, like Google Deep Mind 3. Artificial Super Intelligence, like Skynet from the Terminator movie

Second, the transformative impact: AI has the potential to transform virtually every market by outperforming humans in speed, cost of labor and productivity. It may also decouple economic growth from employment. There currently 1200 companies in the AI space. AI is the brain behind the Digital Transformation. AI can directly enable $45 billion of economic value by 2020. Some people worry about their jobs, but rather than cause massive employment displacement, AI will enable new economic value. ACTION ITEM We think this value will be created, at least in the short term, by enhancing and improving on processes that require analytic reasoning and thinking – activities involving pattern recognition or deductive reasoning. FINAL THOUGHT Four key opportunities for AI

1. Understand Big Data – producing massive insight 2. Robots – making them skillful and intelligent 3. Creating compact powerful connected assistants

4. Understanding human emotion for more effective human interaction


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_____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 2: Get Smart About AI: Adopting Artificial Intelligence to Profoundly Transform Your Organization and Operations ASK THE EXPERTS! PANEL DISCUSSION: AI Is Transforming My Industry and This Is What My Organization Is Doing About It MODERATOR Brian Cotton, Partner, Digital Transformation, Frost & Sullivan LinkedIn Profile PANELISTS Rama Akkiraju, Distinguished Engineer, IBM Watson LinkedIn Profile Modar Alaoui, Founder and Chief Executive Officer, Eyeris LinkedIn Profile David Klein, Technical Advisor, AI Developer, Conservation Metrics LinkedIn Profile TIME Monday, September 12, 2016 at 1:50pm _____________________________________________________________________ SESSION ABSTRACT After learning about the business benefits and new revenue opportunities that AI can provide, participants heard from vanguard companies that are already embracing AI to transform themselves. Panelists from both traditional and non-traditional industries provided a view into the innovative ways AI enables business success. OVERVIEW/KEY QUESTIONS What are commercial opportunities for AI, what business functions is AI disrupting today?


https://www.linkedin.com/in/ramaakkiraju?authType=NAME_SEARCH&authToken=M3o4&locale=en_US&srchid=288810681477596543773&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477596543773%2CVSRPtargetId%3A2439341%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

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Transformation 1: Sales is moving into the AI Age The whole sales cycle can be automatically recorded, tagged, and prioritized. Machine learning assistants will soon intelligently route and respond to leads.

• Language o Emails and phone calls can be analyzed and compared to historical data

to prioritize leads and route accordingly o AI sales assistant can source leads and send marketing collateral o Emotion and sentiment analysis can be used on social channels to identify

potential customers

• Vision o Picking up on facial cues and emotional responses in real-time to

optimize sales pitches

• Planning o More accurate forecasts and ability to identify unseen patterns

Transformation 2: Machine Learning, Marketing, and Hyper Personalization Marketing will become more data-driven with sentiment and emotional cues as input. Segmentation will shift to personalization with individually targeted marketing to recipients in the optimal time, place, and mood.

• Language - Customer and competitive analysis can be completed in real-time, summarizing and visualizing different data formats including video, social media and voice

• Vision - Analyze viewers’ emotional response to collateral or ads to create

personalized and targeted outreach

• Planning - Marketing spend can be optimized for better ROI, more refined segmentation and targeting aiming at complete personalization


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Transformation 3: Better Customer Service Agents

AI customer service tools enable companies to have conversations with their customers and solve problems without the need for humans. Solutions with emotional understanding will be better than humans.

• Language - With natural language tools and humans (human-in-the- loop) to train AI agents, many companies will be able to fully automate customer service

• Vision - Gathering emotional data via video chats from customers further improves the customer service response

• Planning - A customer service AI will be proactive by automatically re-contacting unsatisfied customers and unfinished shopping sessions, offering incentives

IMPLEMENTATION GUIDELINES A Business Necessity, AI transformation examples: Customer Service: When a customer loses their luggage on a flight, the travel agent sends over solutions.

• Knows what hotel the customer is staying at, where to send the luggage • Suggests where to pick up clothes along the way from the airport to the hotel

Help based AI: Using employees to help identify ideas and trends.

• Employee written blogs • Employee chat, and instant messaging • Use AI to mine the data

Healthcare:

• There are so many medical articles published, that doctors can’t keep up • AI can mine journals, based on interest, and serve in more manageable bites

Shopping:

• Take chat and use AI to understand what the human is saying • AI can respond accordingly • Experience is natural, personal, and customized


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TAKE-AWAY Companies need an AI Strategy

• Analyze data from customers; AI can make sense of that • Use AI to solve problems, provide better value, and reduce friction • AI will impact every business small or large

80% of data generated will be images (people, places, and things)

• There is demand for AI scene recognition, and object recognition • Movidius (machine vision, scene recognition technology company movidius.com)

was just acquired by Intel Interactions with people

• As with Amazon ECHO, AI will be invisible, part of the fabric • Devices will detect emotion and respond accordingly

o If you’re sad, it might ask what’s wrong o If you’re mad, it might leave you alone

• Automobiles: when in autonomous mode, check that the driver is facing forward, hands are on the steering wheel, and person ready before handing control back to the driver

FINAL THOUGHT Will AI cause a loss of jobs?

• No, it’s collaboration between human and AI • The level of help is amplified, not replaced


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____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 2: Get Smart About AI: Adopting Artificial Intelligence to Profoundly Transform Your Organization and Operations INTERACTIVE Get a Head Start on Applying AI to Your Business Discipline FACILITATOR Brian Cotton, Partner, Digital Transformation, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 2:30pm _____________________________________________________________________ SESSION ABSTRACT Participants experienced hands-on practice developing plans to incorporate AI into their own operations. This interactive session allowed them to ideate with peers in similar job functions to discover how and where they might enable their organization with AI. Participants left with solid ideas to share with stakeholders about transforming their business with AI. KEY TAKE-AWAYS Start your AI project:

• Start with a small project • Work with people across divisions • Get lots of input and take a lot of notes • Build your case • Start with the CEO • Get it in your budgets so that you have funding

Moving forward, we need local experts, with distributed learning. Not just sharing data, but sharing information about the data too. To get from narrow to general intelligence, you need multiple types of data coming from multiple sensors. That’s why automobiles are an attractive area – a car has 300 sensors that all talk together.



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FINAL THOUGHT Beyond that, advancing to artificial superintelligence, and the possibility of that triggering runaway growth; singularity is a myth. Audience example: Delta Airlines customer service:

• Use AI to solve the person’s problem or to route it to the right person • AI provides automated real-time service • Improves customer loyalty, by providing better customer service • How can it improve the top line? By providing a better experience such that other

people will want to switch


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_____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 3: TechVision: Leveraging Sensor Innovation, Disruption, and Convergence to Drive Transformational Growth EXECUTIVE BULLETIN: Top 50 Multi-Billion Dollar Technologies Generating Opportunities of Strategic Imperative and Transforming Our World PRESENTER Rajiv Kumar, Senior Partner, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT Emerging and disruptive technologies across nine clusters are enabling powerful growth innovations by converging with other advanced technologies, ranging from AI to Lightweight Materials, Drones, 3D Printing, Biosimilars, Microgrids, Neuroprosthetics, Wearables and others to generate multi-billion dollar global markets across multiple industries. Bulletproof your future by getting ahead on the innovation cycle; engage with peers to generate insights and identify disruptive business opportunities. KEY TAKE-AWAYS

• Identify hottest technologies that are changing the direction and landscape of multiple industries

• Reveal convergence opportunities that will disrupt existing businesses in the near future

• Implement your own disruption radar leveraging insights from multiple perspectives

OVERVIEW TechVision: Focus on emerging technologies spread across 9 different technology clusters

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• Examples include IT, chemicals, robotics and automation, sensors, instrumentation

• Identify connection points between the top 50 technologies o If you look at the slogans of many companies, they mention the idea of

innovation Think different – Apple Innovation – 3M Value From Innovation – FujiFilm Sound Innovation – Plantronics

o On the edge of innovation - The companies that know what their customers want before the customers know what they want are those that are most successful

• Innovation Engine Kaleidoscope

o 4 rings –Think of these as 4 factors: Outermost: Areas of innovation Second ring: Mega Trends (large over-arching trends) Look at connection between what is affecting the fields;

technologies that can impact Technology clusters Innovation eco-system drivers Influencing the development of the industries

• How do we choose the Top 50 Technologies? A Mathematical Model

o Step 1: Scan Technology Pool Global tracking Hundreds of technologies Across 9 technology clusters Step 2: Formulate Sub-Constructs Step 3: Evaluate Constructs Step 4: Select Technologies

• Categories of Top 50 technologies o (handout)

• Some examples of the Top 50 o 3-D printing o Rapid charging o Self-fueling materials: can play a role in the longevity of a product


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o Waste-to-energy • Most interesting aspect is when these technologies are connected and the

solutions that come about from it • Charts provided:

o Strategic Opportunities Matrix o Technology Attractiveness Matrix

The top 50 are already the best of the best evaluated o Market Attractiveness Matrix

Evaluation of the market potential of the technologies o Waves of innovation – Leveraging points of innovation

A new business model can emerge from the combination of technologies

Technologies are generally developed in specific industry but can impact other industries

3-D printing, predictive data analysis, sensors fusion, lightweight materials can all be combined to make a new technology

• Applications: o Augmented Reality for Enhances User Experience

Augmented Reality Smart Haptics Wearable Electronics Energy Harvesting Lightweight Materials

o Automated Thera-Nostics Connected Healthcare: wearables, biosensors, smart sensors

o Future Utility: self-sustaining neighborhoods through localized energy production and management

o Connected Farming: enabling effective smart farming Making it a lot more profitable and efficient; productivity; sensing

water and fuel levels; soil and air moisture analysis; use of drones for certain applications

TAKE-AWAY Everyone is innovating! IMPLEMENTATION GUIDELINES A Mathematical Model of How We Choose The Top 50 Technologies

o Step 1: Scan Technology Pool


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Global tracking Hundreds of technologies Across 9 technology clusters

o Step 2: Formulate Sub-Constructs o Step 3: Evaluate Constructs o Step 4: Select Technologies

ACTION ITEM

• Identify hottest technologies and convergence opportunities that will disrupt existing businesses in the near future

• Use this information to implement your own disruption FINAL THOUGHT Look around because you never know who is looking for collaborative work. It is more possible now to find partners who want to use technologies that are not in use today.


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 3: TechVision: Leveraging Sensor Innovation, Disruption, and Convergence to Drive Transformational Growth ASK THE EXPERT! Leverage Top Technologies in Sensors to Inspire Billion Dollar Opportunities PRESENTER Peter Adrian, Principal Analyst, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 2:00pm _____________________________________________________________________ SESSION ABSTRACT Sensor technology is a vital enabler of a plethora of applications in industrial automation, consumer goods, defense, healthcare, etc. Participants learned about the key opportunities for top sensor technologies that could profoundly impact their business. KEY TAKE-AWAYS

• Understand the prospects and opportunities for the top sensing technologies • Discover the key, promising applications that could be exploited • Gain awareness of the disruptive potential, funding and convergence

opportunities for crucial, potentially transformative sensor technologies TAKE-AWAY There are 10 key sensor areas that are disruptive:

1. Bio-sensors 2. Nano-sensors 3. Commercial Drones 4. Hi Res CMOS Image Sensors 5. Energy Harvesting 6. Next Gen RTLS 7. Terahertz sensing

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8. Smart Haptics 9. Thermography 10. Sensor Fusion

The top sensor technologies: Biosensors

• Vital for more efficient, real-time monitoring impacting real-time point-of-care and home diagnostics

• Applications such as water-quality, indoor/outdoor air-quality, food quality monitoring, agriculture, automotive vital signs monitoring, opportunities for implantable glucose sensors

• The cumulative market opportunity is exceeding $96 billion from 2016 to 2020 • Significant amount of work in biosensors such as disposable patch to monitor

EKG, and nano-biosensors enabling miniaturized multi-parameter sensing devices

• Nanotechnologies have key opportunities in sensing Terahertz Sensing

• Enables improved sensing in the spectral region between radio waves and infrared radiation

• Enabled by lower cost high-power quantum cascade lasers and lower cost CMOS sources and detectors

• Provides opportunity to displace existing security scanning equipment for applications such as detecting explosives, concealed weapons, drugs, chemical or biological threats

• Safe, and non-ionizing; opaque to visible light; and safe for people • Cumulative market opportunity of 1 billion dollars from 2016-2020 • Applications include security and surveillance such as airport security, border

security, customs and homeland security and nondestructive testing, medical imaging, pharmaceutical development

• Real-time location systems o Allowing more precise, continuous location, tracking, monitoring of

people, objects, assets o Technologies used in RTLS include Wi-Fi, UWB, RFID (typically active

and externally powered), infrared, ZigBee, Bluetooth Low Energy (BLE)


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Ultra-wideband technology carries high data rates with low power and minimal interference

Continuous tracking and monitoring of assets and people reduces lead time, waste, labor cost

Key applications areas include healthcare (a major sector), safety and security, automotive and transportation, industrial manufacturing, retail, hospitality, agriculture

In addition to security/defense, promising new or emerging markets for RTLS include retail, livestock tracking, entertainment

MEMS inertial sensors, magnetometers and MEMS pressure sensors have potential for more accurate indoor location for location-based services

Cumulative market opportunity of $15.5 B from 2015-2021 Smart Haptics

• Uses touch or force feedback to provide a more enjoyable interaction and interface between the user and the device. The iPhone 7 uses vibration haptics in the home button, which allows for a slimmer phone device

• Applications include capacitive touch screens used in mobile phones; video games; healthcare (simulation/training, remote minimally invasive surgery, rehabilitative robotics; aerospace/military (training/simulation, aircraft touch controls); automotive (displays, instrument clusters, interiors, gesture control systems), wearable electronics (e.g., footwear, jackets, or wristband navigation, shirts that convey emotions, smart watches); homes (e.g., kitchen) appliances

• Cumulative market opportunity for 2014-2020 is $117 billion dollars • Key innovations in Haptics: include: ultrasonic waves that enable

manipulation of virtual objects in air; surface haptics enabling real-time control of force between fingertips and touch surface via ultrasonic waves; bending surface wave sensation haptic feedback; microfluidics to create buttons on a screen; piezoelectric sensing and haptics technology; virtual simulation of haptic buttons use force feedback and surface vibration; electroactive polymer actuators

• Thermography/Infrared Thermal Imaging • Thermography detects infrared radiation emitted from objects or people • Cumulative thermography market potential from 2016-2020 is 25 billion


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o Key applications for IR thermal imaging: Building diagnostics, night vision, surveillance and security, firefighting, search and rescue, law enforcement, non-destructive testing, chemical/gas imaging, medical imaging, thermal weapon sights, drones, auto night vision, civil infrastructure

o Smaller pixels and higher pixel density in an array enables smaller, lighter IR cameras

o Opportunities for IR thermal imagers with smaller dimensions, lower power lower cost in smart phones

Smart Sensors

• Able to provide signal conditioning, self-diagnostics, communications interface

• Easier integration in an OEM’s product system; helps spearhead IoT • Wireless allows proliferation for IoT

o Wireless Sensing o Enables proliferation of sensor networks for IoT o Boosted by low data rate personal area networks and smaller, lower-

power sensors, microcontrollers, RF transceivers o Ease of sensor installation and reconfiguration, access to greater

amount of data. o Impacting machine condition monitoring, defence and security,

healthcare, structural health monitoring, and so on Energy Harvesting

• Key enabler of large scale wireless sensing networks and wearables • Reduces dependence on batteries and battery disposal • Applications: Building and home automation, industrial, automotive,

healthcare, military and defense, consumer electronics , environmental

IMPLEMENTATION GUIDELINES To exploit opportunities, organizations can explore collaborations with providers or developers in the sensors addressed. Possibilities to explore could include, for example, Stanford University (biosensors), TeraView (terahertz sensing), Sonitor (RTLS), Ultra-graphics, (haptics), FLIR Systems (infrared thermal imaging). .


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FINAL THOUGHT Though connections and collaboration, you can envision how the convergence of sensors and other technologies can enable disruption within the market.


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_____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 3: TechVision: Leveraging Sensor Innovation, Disruption, and Convergence to Drive Transformational Growth INTERACTIVE: Generate Sensor Scenarios for Disruptive Innovation MODERATOR Rajiv Kumar, Senior Partner, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 2:20pm _____________________________________________________________________ SESSION ABSTRACT Push the boundaries of your thinking about the future. Connect and collaborate with colleagues from other industries and career functions to envision how the convergence of advanced sensors with other emerging technologies can enable large-scale, disruptive opportunities within multiple market applications. KEY TAKE-AWAYS

• Leverage the Innovation Engine Kaleidoscope to spark ideation and creation • Apply workshop tools that let you generate actionable business insights • Differentiate yourself and your organization by thinking out of the box about

disruptive opportunities enabled by advances in sensor technologies OVERVIEW Everyone is innovating, as evidenced by their company tag lines:

• 3M: Innovation • Apple: Think Different • FujiFilm: Value from Innovation • Toray: Innovation by Chemistry • Plantronics: Sound innovation • NEC: Empowered by Innovation

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• DOW Corning: We help you invent the future • BAE Systems: Innovating for a Safer World • Nissan: Innovation that Excites • Hitachi: Inspire the Next

Participants Generated Sensor Scenarios for Disruptive Innovation Group 1:

• Objective: Come up with one sensing technology after combining 3 technologies on the Convergence Grid and one solution

• Task 1: Technology Convergence Grid o Possible Issue: Vehicle problem on the field or military; using analytics in

the field is very difficult. How do you diagnose something with exponential data?

o Combination: 1) Additive Manufacturing 2) Predictive Analytics 46) Commercial Drones 49) Next Gen RTLS: find the location of the problem

o Focus: Real-time field diagnostics of critical assets to feed information using information from the field to diagnose vehicle issue and produce and deliver the solution

• Task 2: Put together a business plan on [Worksheet (Company Name, Product/Services Name, Value Proposition; source of funding)]

o Company Name: Drones to the Rescue, Inc. o Product Name: Drone-It-Yourself o Value Proposition: Quick Diagnosis, Production Repair o Technologies converged:

1) Additive Manufacturing 2) Predictive analytics 46) Commercial Drones – for the delivery of the products 49) Next Gen RTLS: find the location of the problem

o Region of Focus North America

o Target Markets: Automotive, private planes o Time to market/Launch: 6 months

Get the network going


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o 5-year Revenue Target $5.42 billion

o Strategic Alliance or partners needed to build it Acquisition Capital funding or finances IP licensing Partnerships: connectivity in wireless connection

o Amount of Funding Needed: must hire people who can put together algorithms/analytics

o Funding Source: $10 million in the first round; micro-financing; crowdsourcing

o Target Customer/End-user: consumer, cars, trucks, private planes, boats; small businesses

o Tag Line: “Drone-It-Yourself” Group 2: Visionmate–Assess to help construction workers see issues through buildings; commercial building application; diagnostics; preventative and prioritization TAKE-AWAY

• The Innovation Engine Kaleidoscope sparks ideas and the tools learned in this Think Tank session will enable you to generate action towards your business

• By thinking out of the box about disruptive opportunities, you can enable your business in utilizing the advances in sensor technologies

• Innovation is driven by emerging technologies

ACTION ITEM Explore business opportunities with event participants or others who are involved in the sensor technologies profiled


• Task 1: Technology Convergence Grid o Real-time field diagnostics of critical assets to feed information using

information from the field to diagnose vehicle issue and produce and deliver the solution


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• Task 2: Put together business plan FINAL THOUGHT Biosensors, terahertz sensors, RTLS, haptics and infrared thermal imaging are proliferating and impacting a wider array of markets and applications. They can include, depending on the technology, healthcare, automotive, consumer electronics, security, and so on. Such technologies can represent key opportunities for savvy companies to access and find opportunities in.


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 4: Zero Net Energy: Pioneering Growth Opportunities in the New Frontier for Cities and Buildings EXECUTIVE BULLETIN: Evolution of Energy Efficiency Opportunities: Looking Beyond Mandates to Customer Needs Roberta Gamble Partner Energy & Environment Frost & Sullivan PRESENTER Roberta Gamble, Partner, Energy & Environment, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT Regulations and mandates drive a significant aspect of energy efficiency changes, but how are these changes viewed, and acted upon, by construction companies and building owners? Where are the opportunities for suppliers to differentiate themselves from the competition? Frost & Sullivan's on-the-ground research with the entities and industries that will be making these investments was presented, with a focus on key ways to leverage the new business environment. OVERVIEW Multiple states in the U.S. have been embracing zero net energy (ZNE) policy goals as a measure to curb carbon emission and attain sustainability goals. The DOE defines zero net energy (ZNE) as “an energy efficiency building where, on a source energy basis, the actual annual delivered energy less than or equal to the on-site renewable exported energy.” In other words, to bring energy loads so low so that the remaining can be met by renewable power. The primary objective behind the ZNE initiative is to reduce carbon emission by reducing overall energy consumption and adopting renewable power. Until recently renewable power source was considered cost prohibitive. A survey conducted by Frost

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& Sullivan in 2010 showed that residential customers had solar panels at the bottom of the list in terms of participating in green activities. This scenario is largely changing today due to the falling cost of renewable power as well as alternative financing and payback options. The price of solar arrays has dropped by 75% since 2006. Furthermore, customers of a newly purchased home can bundle the cost of distributed generation into the price, sign up for lease agreement, and receive credit for excess energy produced through net metering utility sponsored programs. While there are approximately 36 states that have adopted some form of policy goal for ZNE, California has been furthest along in terms of implementing energy efficiency standards and delivering positive results. Since 1978, California Building Energy Efficiency standards have helped protect the environment by reducing more than 250 million metric tons of greenhouse gas emission. These standards have also saved consumers billions in reduced electricity and natural gas bills. These standards help to reduce energy consumption by installing better windows, improving insulation, and lighting. California Code of Regulation Title 26, Part 6, aims to have all new residential buildings be ZNE by 2020 and all new commercial buildings by 2030. This title is updated every three years and the state is hoping that the last update scheduled for 2019 will bring California much closer to its ZNE targets. Homebuilders such as KB Homes look at ZNE as an opportunity to differentiate and provide higher value to its customers. Their Double Zero House 2.0 not only provides zero net energy but also freshwater irrigation. Another notable homebuilder, Shea Homes, is building ZNE communities specifically for baby boomers dealing with shrinking budget. The company has built 11 ZNE communities so far. As ZNE is projected to further flatten electricity consumption, utilities still play a vital role in the market. These developments are presenting new business opportunities for designing smart electrical equipment, particularly systems that can tie to the grid, measure, and manage loads. The journey to ZNE will be gradual and in the interim utilities will continue have to deal with load variability and possible power quality concerns.


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To address these issues, technologies such as smart meters provide customers the ability to better track its consumption in real time basis and enroll in power curtailment type programs hosted by a utility. Customers can also self-direct their consumption via a smart thermostat, by programing the device to adjust temperature during peak power loads periods and therefore avoiding excessive consumptions. TAKE-AWAY

• Early adopters of ZNE are drawn to the possibility of lowering their electricity bill • Regulatory mandates are necessary for accelerating demand • It is not too late to join the movement for ZNE as it has barely begun • Most of the policies address new construction. Hence, companies have an

opportunity to take the lead in the retrofit market

FINAL THOUGHT • Participate in early pilot projects • Be involved in standards to take the lead in the market


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 4: Zero Net Energy: Pioneering Growth Opportunities in the New Frontier for Cities and Buildings PANEL DISCUSSION: Zero Net Energy: Revitalizing Building Infrastructure and Serving Unmet Customer Needs MODERATOR Farah Saeed, Principal Consultant, North America Energy and Power Systems, Frost & Sullivan LinkedIn Profile PANELISTS Joel Cesare, Sustainable Building Advisor, City of Santa Monica LinkedIn Profile Mindy Craig, Principal, BluePoint Planning LinkedIn Profile Gil Friend, Chief Sustainability Officer, City of Palo Alto LinkedIn Profile Pete Horton, Vice President, Market Development, Watt Stopper / Legrand LinkedIn Profile Ron Thompson, Director of Business Development, Global Marketing, Electrical Sector Eaton LinkedIn Profile Peter Turnbull, Principal, Commercial Buildings and Zero Net Energy Program Manager, Pacific Gas & Electric LinkedIn Profile TIME Monday, September 12, 2016 at 1:55pm

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https://www.linkedin.com/in/gfriend?authType=OPENLINK&authToken=snyk&locale=en_US&srchid=288810681477598660736&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477598660736%2CVSRPtargetId%3A51359%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK

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SESSION ABSTRACT Multiple states in the U.S. have been embracing zero net energy policy (ZNE) goals as a measure to curb carbon emission and to attain sustainability goals. California has been on the forefront of this initiative and as result implemented ZNE policy goals for all new residential construction by 2020 and all new commercial construction by 2030. Participants benefited from an engaging, live panel discussion on technology advancements for zero net energy and its potential for the overall economy. Industry experts discussed the progress made to date as well as the issues surrounding implementing ZNE. The group also identified the key stakeholders for implementing ZNE and discussed how to best collaborate across these groups. KEY TAKE-AWAY

• Identification of ZNE opportunities relevant to your business • Success factors and strategies for capturing market share • Pitfalls to avoid

OVERVIEW An expert panel discussed the great potential for ZNE buildings and homes, and that ZNE is not the end-all solution, but a step toward more expansive environmental footprint reduction for businesses and cities. SUMMARY AND HIGHLIGHTS The progressive cities represented on the panel – represented by Gil Friend from Palo Alto and Joel Cesare from Santa Monica – both stressed the criticality of looking beyond upcoming ZNE targets. They emphasized that cities, companies and building owners and operators should prepare for a future with higher levels of carbon restrictions, energy efficiency targets, and overall water and waste control measures that will be more stringent than what is anticipated by current goals set for 2020 and 2030. They underscored how their cities, through strategic foresight and action plans, have already exceeded the goals set before them, and are engaging with other cities and municipalities around the country to help show the way. They acknowledged that a city such as Santa Monica, with a small population, low environmental footprint and a high task base, will have different challenges than, for example, a city such as Detroit.


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However, they also noted that all cities need to plan for improving their energy and environment goals, not only to improve their carbon footprint but also to help lower long term infrastructure and energy costs. Peter Turnbull from PG&E, who represented utilities on the panel, concurred and noted the importance of cities and businesses working hand in hand with local utilities to help make ZNE and post-ZNE goals a reality. PG&E’s territory is widely diverse, including cities, industrial areas, and agricultural zones, each with their own unique energy and environment challenges. All utilities, from large IOUs to small municipalities and wide spread rural cooperatives, can empower the future of zero net energy by helping create policies and interconnectivity standards that enable easier implementation for homes and buildings. Working with regulators is an important way to help standardize and move forward on ZNE and relate goals. However, a one-size-fits-all regulatory scenario is not always practical or effective. Regulators, as noted by Mindy Craig from BluePoint Planning, have a key role to play but they must do so hand in hand with cities and utilities. One option that was suggested by the audience was outcome-based, rather than process-based, initiatives. For example, LED lighting was noted as both a success story and a limitation for energy savings: on the one hand, the governmental moves to promote more efficient LED lighting have been very successful getting the industry to switch from less efficient incandescent lights to LEDs. On the other hand however, these moves have not also been directly tied to an overall energy reduction mandate, and hence total energy usage from lighting may not have decreased as much as a more outcome-based mandate could have achieved. The panel seemed to generally agree on this view, though there were some dissenters in the audience who suggested stronger government intervention would be beneficial. However, across the panel and audience, everyone seemed to concur that striking a balance was critical and that cities and manufacturers would continue along the ZNE and post-ZNE path. The manufacturers on the panel, represented by Pete Horton from Legrand and Ron Thompson from Eaton, were also quite excited about the prospects they saw in the market. It was clear that from a technical aspect, that the possibility to do wide spread ZNE, both for new build as well as retrofit, already exists. Manufacturers were continuing on the path looking at exciting new solutions being brought to the table


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through data analytics of the Internet of Things, as well as more efficient technologies and potentially a more widespread use of direct current generation and storage at the building level. TAKE-AWAY

Key items that the panel and audience generally agreed upon were: • ZNE is readily implementable through existing technologies and solutions • Cities, companies, building owners and construction companies need to plan for

a post-ZNE world rather than just meeting 2020 and 2030 goals • We need a balance between regulations and the public and private sectors to

help define and drive energy and environment footprint reduction, while not trying to create a one-size-fits-all scenario that could have the reverse effect

BEST PRACTICE • Palo Alto and Santa Monica lead the field in ZNE and energy efficient/low

footprint cities IMPLEMENTATION GUIDELINES

• Get heavily involved with regulations and legislation • Plan for 2050 and beyond

FINAL THOUGHT ZNE is here and ready to go – let’s make it a reality!


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS – Think Tank 5: Big Data in Healthcare, Hype versus Reality: What’s Big Today, What Will Move the Needle Tomorrow EXECUTIVE BULLETIN: How Big Data Will Transform Health and Healthcare in 2020 - Where Are the Sweet Spots? PRESENTER Greg Caressi, Senior Vice President, Healthcare & Life Sciences, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT Frost & Sullivan will provide a brief overview of the big data solutions that we see having a real impact on the healthcare industry by 2020. This overview focused on the reality of how big data and analytics will be implemented - what will deliver the ROI to get past the hype cycle to implementation. KEY TAKE-AWAYS

• Where will big data solutions be implemented in the near term to deliver ROI in health outcomes and investment?

• What are the signposts along the road that indicate we are moving to the reality of seeing these solutions implemented?

• Three big predictions regarding big data in healthcare The holy grail of big data and digital health is analysis of all personal health data and relevant clinical information. The goals of big data include bringing actionable insights to the edge and using information for process and behavior change. Sources of data include clinical data, biological data, clinician data, social media, etc. The presence of AI across applications, for automation of clinical care via deep learning systems is growing.

https://www.linkedin.com/in/gregcaressi?authType=NAME_SEARCH&authToken=c1Mk&locale=en_US&srchid=288810681477599493445&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477599493445%2CVSRPtargetId%3A523473%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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So, who is in the ecosystem? Big data in health is a team sport. Players include IBM, Intel, Walgreens, GE, AHIP Innovation Lab, etc. Integration is also king via players like Validic, Illumina, Amazon Web Services, Cerner and others.


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 5: Big Data in Healthcare, Hype versus Reality: What’s Big Today, What Will Move the Needle Tomorrow CASE HISTORY: The Industry Shift from “I Don’t Want Your Fitbit Data” to “Please, May I Have Some More?” PRESENTERS Dr. Martin Entwistle, Executive Director for Health Systems Innovation, Sutter Health LinkedIn Profile Drew Schiller, Co-Founder and Chief Executive Officer, Validic LinkedIn Profile TIME Monday, September 12, 2016 at 2:10pm ______________________________________________________________________ SESSION ABSTRACT As the volume of patient-generated data expands and care continues to move outside of the four walls of the hospital, health systems are increasingly leveraging PGHD in remote monitoring and chronic disease management programs in impactful ways. In this session, Sutter Health and Validic delved into best practices for integrating PGHD into the physician workflow, deriving actionable health insights, and communicating remotely with the patient in a meaningful way - all in an effort to prevent negative health events and improve outcomes and engagement. KEY TAKE-AWAYS

• Guidance on navigating changes in patient and physician demands, government and industry regulations, and shifting payment models

• Techniques to overcoming business and technical challenges associated with integrating patient-generated health data successfully in remote clinical programs

• Technical recommendations for implementing wearables, mobile apps and remote clinical devices into provider workflow and processes

https://www.linkedin.com/in/martin-entwistle-546111?authType=NAME_SEARCH&authToken=uHvq&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A272070%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477599761683%2Ctas%3A%20Martin%20Entwistle

https://www.linkedin.com/in/drewschiller?authType=NAME_SEARCH&authToken=V2Z1&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A24036103%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477599811556%2Ctas%3ADrew%20Schiller%2C


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OVERVIEW In healthcare, very little has changed over time in terms of how we engage with consumers. Patient portals are not an ideal customer engagement tool. This case study focused on how Sutter Health has actually engaged with its patients providing personalized care leveraging patient generated health data, to engage with them and support their journey to an improved healthcare experience. Their partner, Validic, is a digital health data connector, taking all the data from apps and various sources and making it meaningful for the provider or patient. With this approach, Sutter is re-imagining the model for the management of hypertension. However there is no existing business model for this type of innovation within the health system. TAKE-AWAY

• Digital health engages people in their everyday lives allowing them to actively and passively collect relevant insights for care teams

• Data solutions connect physicians, researchers and patient, enabling an increased focus on vitality, health management, and personalized medicine

• Patient-generated health data that is actionable and systemized within healthcare enables improved care delivery, processes, workflows and points of engagement

IMPLEMENTATION GUIDELINES So how did Sutter Health reach their goal of re-imagining the framework to manage hypertension? As background, Sutter Health is a large Integrated Delivery Network with 3 million patients, 8000 physicians, and numerous hospitals and physician groups. Of the Sutter hypertensive population, an estimated 55% were not under active management. To be effective in population health Sutter needs to engage and manage the whole population for which it’s responsible. Part of the challenge faced is a change in attitude in people to be consumers of healthcare. Less people want to be a patient in a traditional healthcare system; they are moving to seek care elsewhere (via retail health, prevention and wellness programs for instance). So Sutter has had to rethink how they engage with their population. The challenge is how to meet patients where they are at in terms of engagement journey. Sutter implemented a system model for Patient Generated Health Data (PGHD) based on personalized care. The model has been spurred by various processes to either drive “care managed” or “self-managed” populations according to individual patient needs


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and profiles. While ultimate success is driven by shifting more of the population to a self- managed population, the general approach allows for scalability across populations (including other chronic diseases). Four processes were developed for each of the population groups:

• Process for onboarding and referral • Process for case management • Process for outreach and engagement • Processes for physician and/or care team workflow

Sutter also used the “Mpower model” (Motivating Patient Online with Enhanced Resources) - a system outside of Electronic Health Record (EHR) that uses information within EHR, such as information on referrals and medications. Validic derived data to track patient activity, glucose, etc. Important in this is how the data is visualized back to the individual. Also important is to provide information to care team at a care team view. BEST PRACTICE Best practices include not using a one size fits all approach to chronic disease management but instead analyzing clinical and personal health data to better understand the individual and their propensity to manage their condition. Individual care processes can then be tailored to the groups that tend to self-manage and those that don’t, providing a scalable, personalized approach to the active engagement of a wide population in their own health and outcomes. Success is also driven by the use of a partner, such as Validic, to standardize the data and make sure it is more reliable to support these processes. FINAL THOUGHT There is no one stakeholder that can deliver all the goals driving health….the ecosystems are really the key to success. The one size fits all approach leads to initiatives with low adherence and failure to meet milestones. A more comprehensive view of the individual allows for better, more effective, engagement.


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 5: Big Data in Healthcare, Hype versus Reality: What’s Big Today, What Will Move the Needle Tomorrow ASK THE EXPERTS! PANEL DISCUSSION: Big Data in Healthcare From the User Perspective - Here's What We Need? MODERATOR Greg Caressi, Senior Vice President Transformational Health, Frost & Sullivan PANELISTS Rahul Dubey, Senior Vice President, Innovation and Solutions, America's Health Insurance Plans, (AHIP) LinkedIn Profile Vipin Gopal, Enterprise Vice President, Clinical Analytics, Humana LinkedIn Profile Bob Janacek, Co-Founder and Chief Technology Officer, DataMotion LinkedIn Profile Kaushik Raha, Principal Scientist, Data Sciences, Johnson & Johnson LinkedIn Profile Maulik Majmudar, Associate Director, Healthcare Transformation Lab, Massachusetts General Hospital LinkedIn Profile TIME Monday, September 12, 2016 at 2:30pm ______________________________________________________________________

https://www.linkedin.com/in/rahuldubey1?authType=NAME_SEARCH&authToken=e2F1&locale=en_US&srchid=288810681477600097111&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477600097111%2CVSRPtargetId%3A64800588%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/vipin-gopal-536aa8?authType=NAME_SEARCH&authToken=traR&locale=en_US&srchid=288810681477599926991&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477599926991%2CVSRPtargetId%3A2710266%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/bobjanacek?authType=NAME_SEARCH&authToken=T3wi&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A4389748%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477600150440%2Ctas%3ABob%20Janacek%2C

https://www.linkedin.com/in/kaushik-raha-phd-03913b1?authType=NAME_SEARCH&authToken=5vtS&locale=en_US&srchid=288810681477599978840&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477599978840%2CVSRPtargetId%3A3316077%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/mmajmudar?authType=NAME_SEARCH&authToken=eN_e&locale=en_US&srchid=288810681477600029006&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477600029006%2CVSRPtargetId%3A15779849%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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SESSION ABSTRACT This discussion with a panel of potential users of big data solutions - healthcare providers, payers and pharmaceutical organizations – provided insights into the adoption and highlighted use cases from those who will implement these solutions. KEY TAKE-AWAYS

• How big data can impact user organizations in terms of care delivery, operations, etc.

• What are the expected timelines and priorities for putting big data solutions to work within healthcare organizations?

• What are the key capabilities and needs from the buyer side to make these solutions feasible in delivering value and usability to match expectations?

Moderator Greg Caressi opened the session with the following question: What data are you trying to put together and how do you integrate it? Vipin Gopal: Many years ago, much of the data was sourced from claims. But now we are using a broader set of data including EMR, lab data, internal care manager notes and customer service data. The power of analytics comes when you integrate such diverse data sources. There is no shortage of tools to pull these together. It’s really about making the right decisions with the right data. Kaushik Raha: From (the) pharma lens, we don’t actually own the data. We are getting it from payors, for example. While integration is a challenge, it’s also an opportunity to ask is (this) the right cohort? At the end of the day, it’s not as integrated as we want. Maulik Majmudar: As providers, we are not very sophisticated about leveraging all available data sources. Furthermore, a significant amount of validation needs to go into making sure it is the right data. Moderator: When we look at areas of common interests across payors, providers…what are the big problems they are trying to tackle? Clinical, costs? Rahul Dubey: There is still a trust issue between these two essential stakeholders that has to be replaced by collaborative efforts. There are many proven and viable innovative options that currently exist in the ecosystem, such as FraudLens for FWA


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and Best in Class Care for driving outcomes while lowering cost per unit of care, yet we do not take advantage of them. We are, unfortunately, waiting for remedies around sector and macro-level challenges such as interoperability, need for effective vendor management practices and completing an IT infrastructure overhaul and foregoing frugal innovation. This non-action strategy will create paths for new entrants to lead in the much needed transformation. Maulik Majmudar: There is significant variation among patients in terms of disease presentation, progression, and response to therapies. There’s also significant variation in regards to practice patterns among physicians. Could one use big data to better understand variability as well as use sophisticated modeling techniques to predict utilization? Vipin Gopal: I’m more optimistic about the future as the incentives are starting to be more aligned among various stakeholders. There are different pieces of data about a patient that exist within the stakeholder community. Bringing the data together allows for a more comprehensive view of the patient. This drives the value of collaboration. Looking at the entire spectrum, ranging from individual patients to populations, that holds true. Maulik Majmudar: I see this within specialty pharmaceuticals. Could one use big data to figure out which parts of the population would most benefit from these therapies? Bob Janacek: From an individual medicine point of view – why does a drug work with one patient but not another? They need rich medical information to make these decisions. FINAL QUESTION Moderator: Taking one minute each - on the infrastructure side, what are some fundamental steps to take? Rahul Dubey: Go out and get the right person, use open source in the beginning, be micro-targeted with a smaller population (i.e. 5000). Kaushik Raha: Have the concept well defined. Really evaluate data needs and strategies.


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Maulik Majmudar: Most large academic medical centers as well as integrated delivery networks have an internal shop to be able to get involved in big data analytics. But the average community hospital may not have the capabilities or access to the sophisticated tools. However, even internal IT shops may not be well qualified to do this, given the rapid pace of change in analytical methods and techniques. Bob Janacek: We are now at a stage where early adopters are those organizations with deeper pockets. But this will eventually be commoditized via the cloud, etc. There are thousands of other healthcare organizations such as Community hospitals that will benefit and it will not be long before they can get on board. Vipin Gopal: The key is you don’t need lots and lots of money to get going. Start by defining problems you want to solve, and the data you want to get access to. Leverage open source tools.


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______________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 6: Intelligent Mobility: A Rapidly Transforming Ecosystem of Automotive and Technologies Companies EXECUTIVE BULLETIN: Intelligent Mobility to Usher in the Age of Innovative Service Models PRESENTER Brian Drake, Vice President, Intelligent Mobility, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT This session focused on the opportunities arising out of a combination of autonomous driving, electrification and shared mobility models that for the first time present an opportunity to change the product-oriented mindset of the automotive and transportation market with new service models. The participants explored case studies of successful implementations by automotive and technology companies and provide best practices to identify the right business models, partners and winning solutions. KEY TAKE-AWAY

• Assessment of the features, services and pricing policies adopted in the intelligent mobility solutions currently available in the market

• Sharing best practices on positioning new solutions taking into account the needs of cities, smart homes and the connected car

• Provide a framework around a successful intelligent mobility ecosystem and the important stakeholders in that model

During this session, we looked at the opportunities arising out of a combination of autonomous driving, electrification and shared mobility models. Every meter, every household, every person will be connected by 2025. In 2016, more smartphones will be sold than there are cars on the planet. Gadgets multiply five times faster than people.

https://www.linkedin.com/in/brdrake?authType=NAME_SEARCH&authToken=xkJI&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A25325222%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477600264629%2Ctas%3ABrian%20Drake


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The connected device universe is expected to explode from less than 5 billion today -- to 80 billion by 2025. This will facilitate connected car communication as well as new mobility services. It will serve as the foundation required for all future digital services. Next, we looked at the Cognitive Era and the evolution of Artificial Intelligence. In a world of cognitive artificial intelligence, machines will be able to make decisions simply because there will be more insightful real time data, giving them the context to make sense of it and react like a human would. In the future, cars will be cognitive – not only will they recognize voices and be able to optimize the journey, they will also incorporate other cognitive technologies of AI - computer vision and machine learning. This will change the future of cars, challenge traditional business models, and create immense potential for innovation. The first step in this journey is the automation of cars. There is still a lot of ambiguity concerning legislation of autonomous vehicles, which will determine commercialization of the technology. Fully automated cars are predicted to be commercialized by 2030 which is a $60 billion per annum market opportunity. Once the commercialization of autonomous driving kicks in, it will have far reaching impact. In trucking, 300,000 truck drivers could lose their jobs. The entire landscape as well as the future of cites will change. Consider how demographics are changing. By 2025, 50% of the global workforce will be Millennials. One of the biggest trends in this demographic is how people are driving less; about 18 percent less per day. Since 1980, driver’s license ownership among the 20-25 age range has dropped 20 percent. Around 9 percent of Millennials don’t drive because they are worried about the environmental implications. These changing attitudes will drive the growth of shared mobility business models as well as greater utilization of existing infrastructure in cities as more people are turning toward public transport. We are also seeing a shift in attitudes where people prioritize access over ownership, making more sustainable decisions. In response, there is an emergence of a wide range of platforms to enable collaborative consumption like peer-to-peer platforms for car sharing and parking as well as shared marketplaces. The concept of “smart” is evolving in various industries. Looking at the automotive industry, in the future, cars are only part of the equation. In a truly smart city, cars will


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talk to each other as well as the roads, crosswalks, toll ways and parking structures. Vehicles will know they need to keep a safe distance from each other, crosswalks will tell the car to slow down if there is a pedestrian. Cars will update each other on real time traffic. Technology underpins this movement toward smart -- be it smart cities or smart mobility within those cities. An example of the first step toward smart mobility is a pilot project in Manila. The city is collaborating with the World Bank and Grab Taxi to analyze Grab Taxi’s GPS traffic data and provide accurate, real-time information for initiatives that can help reduce traffic congestion and improve road safety Looking at mobility of the future, there is a change in the urban mobility landscape. What we are starting to see is a big gap in the middle between distance travelled and the cost and convenience. We see solutions like public transit, while they may be cheap, they are sufficient only where there is infrastructure available. On the other hand, taxis and on demand door-to-door services are the most convenient but traditionally have been the most expensive. Between these two, new models evolve, whether it be first and last mile solutions like bike-sharing or micro mobility -- to the other end -- long distance car-pooling services that are cheap on a cost per mile basis. These services are solving some of the core challenges we face in our cities and driving the growth of the car sharing market. “Integrated mobility” has a role to bring some of these solutions together and operate a new business model to deliver value from these services. Let’s look at some of the solutions in more detail. Opportunities exist in traditional car sharing, where the operators own the fleet and rent the car by the minute or the hour. On one hand, private investment is continuing, but it tends to be the larger providers that are now growing into new markets like Zipcar, Car2go and Drive Now. We have seen the exit of some of the start-ups in Europe, certainly Cite Car and Twist. Hertz 24/7 also left the US market, so we are seeing a consolidation. Today, the market has around 7 million members. By 2025, we expect that there will be an opportunity for 35 million members globally. The advances in vehicle sharing technology is one of the biggest drivers for car sharing. Connectivity plays a big role in making it more convenient for customers. Data analytics is used to predict where demand will arise and ensure more effective rebalancing of the fleet. In some cases, customers are incentivised to drop off cars in specific locations.


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When we look at the impact that autonomous driving will have on the model, in the mid-term, automated parking will make the customer experience more seamless, but the real impact will be when vehicles become fully automated, at which point car sharing will merge with other business models. How do we bring all this together into integrated mobility? Global car sales might be around $2.3 trillion but the market opportunity for bringing together all forms of mobility is around $5.4 trillion. We see three main service opportunities, including Journey Planning, Booking and Payment. The holy grail of integrated mobility is to bring together these three aspects. We are seeing start-ups and B2C apps such as Citymapper and Moovit that are free at the point of use and targeting that high-growth B2C opportunity. Millions of members using that app can drive increased valuation. Secondly, once they have coverage globally, they can monetise advertising and partnerships. To realize the full potential of shared mobility, we need to transform how connectivity and autonomous will link. Each of these three business streams today have individual benefits and challenges. The growth potential of each is likely to plateau unless there is a convergence between them. Mobility by itself can only penetrate into the market where the consumer prefers to get the balance between shared and personal mobility. Even connectivity has its own barriers in terms of network and bandwidth and the benefit it can bring to the consumer, apart from convenience. If we look at autonomous as an individual entity, convenience and congestion can only be leveraged if there is a connected ecosystem. The autonomous car by itself is not enough; it needs to be underpinned by an intelligent transport ecosystem that makes it autonomous wherever it goes. If we look at shared mobility as another example, the potential of cost savings from a fleet of taxis or car sharing can benefit only if the car can capably drive itself. But for this cost savings to happen, we need to have both autonomous driving and connectivity benefiting mobility. Hence, the sum total will be greater that the individual entities. This is why we view this as a convergence rather than silos. Finally, these key trends are leading to a convergence, and the output can impact some of the business models. In the long term, the lines between these models will blur, there will cease to be a distinction between a ‘drive yourself’ model like car sharing and a ‘be driven’ model like taxis. At some point, when autonomous becomes fully


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commercialized and the price point falls, these business models will also begin competing with public transport and the entire transportation landscape will see a paradigm shift. Companies embracing the three pillars together stand the best opportunity for success.


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_____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 6: Intelligent Mobility: A Rapidly Transforming Ecosystem of Automotive and Technologies Companies ASK THE EXPERTS! PANEL DISCUSSION: Automated Driving and Connectivity: The Rise of New iTunes-like Opportunity for the Transportation Industry MODERATOR Veerender Kaul, Vice President, Automotive & Transportation Growth Consulting, Frost & Sullivan LinkedIn Profile PANELISTS Adrian Albus, Director, Business Innovation & Strategy, Zipcar LinkedIn Profile Pavana Jain, Chief Executive Officer, SHIFTMobility LinkedIn Profile Powell Kinney, Chief Technology Officer ,Vinli LinkedIn Profle Scott Kubly, Director, Seattle Department of Transportation LinkedIn Profile Sandeep Ohri, Director of Strategy & Partnerships, NextEV LinkedIn Profile Zafer Sahinoglu, Ph.D., Senior Business Strategist, Senior Principal Scientist, Mitsubishi Electric Research Labs LinkedIn Profile TIME Monday, September 12, 2016 at 2:00pm

https://www.linkedin.com/in/veerenderkaul?authType=NAME_SEARCH&authToken=oqCx&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A10387177%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477600335719%2Ctas%3AVeerender%20Kaul%2C

https://www.linkedin.com/in/albus?authType=NAME_SEARCH&authToken=qvHt&locale=en_US&srchid=288810681477600401869&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477600401869%2CVSRPtargetId%3A9581380%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

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https://www.linkedin.com/in/powellkinney?authType=NAME_SEARCH&authToken=cGbo&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A15798921%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477602311397%2Ctas%3APowell%20Kinney

https://www.linkedin.com/in/scott-kubly-b1932bb?authType=NAME_SEARCH&authToken=LfNd&locale=en_US&srchid=288810681477602368227&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477602368227%2CVSRPtargetId%3A33654405%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

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https://www.linkedin.com/in/zafer-sahinoglu-476a472?authType=NAME_SEARCH&authToken=GTGV&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A8555994%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477602481058%2Ctas%3AZafer%20Sahinoglu%2C


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_____________________________________________________________________ SESSION ABSTRACT Imagine having the ability to summon an uber without a driver and be driven in that vehicle where you can use the time to make utility payments, watch an episode of Netflix or even arm your home security system remotely. This is not mere science fiction, existing and new technology companies in the automotive ecosystem are striving hard to achieve the vision of a safe car that can drive itself and leave less carbon footprint and will let you focus on being productive for example. This is not merely a vision that automakers can achieve by themselves because the key competency here is software and solution selling, something that is still nascent to automakers. This panel discussion featured multiple industry players explaining how they see different opportunities emerging from this intelligent mobility ecosystem. KEY TAKE-AWAYS

• An understanding of the current status and roadmap of connected services and autonomous driving g Identification of the opportunities of value creation from these services and their ability to mitigate the mobility challenges - emissions, safety, traffic/congestion, and time lost driving

• Map the ecosystem and business model for realizing the full potential for value creation

• Help conceptualize the vehicle ownership and driving experience in 2025 OVERVIEW This is an exciting time in the automotive industry, we’re moving at lightning speed. The goal: impart information from Frost & Sullivan about the next 10 – 15 years. Frost & Sullivan monitors research, advanced energy solutions and collaborate cross-industry megatrends that are driving change. KEY OBSERVATIONS

• Every person will be connected by 2025 • In the future, cars will be cognitive • All cars will be fully automated • The trucking industry will lose 300,000 jobs • Nine percent of millennials don’t drive because of environmental reasons • Smart (technology) is the new green


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Opening comments from the panelists: Adrian Albus, Zipcar Focus on strategy: corporate growth, as growth stalls how do you incubate new business? Their mission is precise yet broad. Zipcar is a car sharing company in twenty-six cities in North America. Car sharing is profitable. What are the new things we’ll do to increase mobility? How do we grow our industries with partners? I get to define the strategy. My team has P & L authority that we’re bringing to market. This is working, and that is not. Pavana Jain, SHIFTMobility Their mission is to build service and maintenance for cars. Build a massive service network. They are B2B side. Connect the car to the network in a connected world. When the car beeps it will tell the user what’s wrong. Parts are ready. Mechanic is ready to go. It’s the problem of today. I’m part of the panel because of the service angle. Powell Kinney, Vinli Goal is all data in one place. Goal data broker for models. Lower the barrier. Largest ecosystem for a connected car. Scott Kubly, Seattle Department of Transportation Policy perspective: Autonomous vehicle safety, affordability and access for all. Focus on the environmental footprint of transportation system. What are outcomes from shared vehicles? What does the future look like around public transportation? He is responsible for use of public space. The #1 reason people move to Seattle, is because they want a good pedestrian experience. Sandeep Ohri, NextEV Focus is on user experience and what it will do for consumers. Look at the user experience first. Look at the future. Form partnerships, look at strategy for the next five to ten years. Zafer Sahinoglu, Ph.D., Mitsubishi Electric Research Labs Focused on business strategy and aligning technology with business.


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Question: Is there a common glossary of the space? There is so much new information. We struggle with understanding. Answers and discussion highlights: It’s the Wild West. We’re moving toward categorization. Usability is a huge issue. The way people react to the technology. Self-driving cars become so comfortable that people fall asleep. Autopilot seems like it knows where it’s going, but it means driving down the lane. Another problem: People need to pay attention. You can’t be vigilant if you have nothing to do. The most difficult part is that people should know the difference between autopilot and self-driving. Public at large is looking for Level 2 & 3. There is a lack of awareness of the technology. Anyone but a Luddite will want nothing less. There is a convergence of technology and industries. In Europe you can rent out the seat of your car at “Spotblocker.” They bring drivers and riders together. Sort of like an Uber pool for rideshare. There are four pillars of innovation. They are transformational and destructive to many industries. It’s a paradigm shift in how cars are used. We’re moving away from a single mode of transportation. How we approach it must be nuanced. How we want to live will be impacted. The challenges include pollution, congestion, safety. What’s the impact? Pollution: electric vehicles will help – they will be connected. Prime importance is safety. Step by step approach. Is it easier to manage electric? Architecture is based on same system. With electric, it is easier to control speed. Right now in the US – 5 percent of cars are electric, in 2025 there will be 25 percent electric cars. If you look at it, 95 percent will be hybrid. It’s going to get better. We are marching toward autonomous cars being the primary vehicle. Electric is easier to build as a self-driving car. Autonomous will be more utilized, yet cars will depreciate faster. Fleet companies need to get new ones. We need to look at manufacturing. End to end life cycle of vehicles. We will have an emission problem.


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There will be an increase in pollution. Cars will get a lot of mileage. Cars are staying on the road ten years are longer. Rental car companies buy huge fleets. A big profit is the timing in the disposal of cars. Zipcar has seen a huge shift. Members are demanding hybrid cars. They leave because there are not enough hybrid cars. They will pay $1 more an hour for a Prius. The speaker did not own a vehicle. Inflection point: His car got totaled. He didn’t buy a new one. It is sometimes easier to take bus, bike, walk, or Uber. He can get around with shared mobility. Roughly 1 of 8 people in Seattle is car sharing. What will happen when they invent a drone that can carry 300 pounds? It will change the landscape. No stop lights. Average US car drives one hour per day. If the business moves from B2C dealerships we need a B2B model. What is the long-term forecast for cars that will be used but not owned? To grow a business, you look for consumers. Uber—I use it more than I would a taxi. How do we get a lot of people into one pod? Car buying is increased. Autonomous will come, but it will be a use case. Self-driving car takes me to work, but then it goes other places. Right now if I drive myself I leave the car in my parking spot. Won’t there be more congestion? Security—what level, engineering concern, risk mitigation? Security begins with sharing wifi. It has to exist with all cars. Safety is a big concern. TSA takes the approach that you need to have support from vehicle to vehicle. Unless they all come together it won’t be seamless. Security: Reinvent the wheel, like banks. Some cars manufacturers will create their own. Self-driving cars can crash if there is hacking. We don’t know how secure this is. As we get into it. We have to regulate it. You must follow best practices. Increased traffic: How much traffic is generated by people circling the block looking for parking spot? AV = Autonomous Vehicles. Municipal income will change because we charge $40 million per year for parking meters and tickets. There will be a city. You cannot enter our jurisdiction unless you an AV. Pedestrians and bicyclists are the dangerous ones no metal around them.


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How will we raise money to pay for our public transportation? Charge by peak hours. We are blurring lines between public transportation – buses versus autonomous vehicles. Uber has thorny issues. Growth is up and profit down??? How long can they sustain the bleed? TAKE-AWAY

• It’s the Wild West in the Autonomous Vehicle space • There will be always a need for regular vehicle • Interiors will be sturdy because they will be fleet cars • Every person will be connected by 2025 • In the future, cars will be cognitive


• Raise money for public transportation by charging for use during peak hours • To grow your business, look for customer input

BEST PRACTICE

• Change all automobiles to either a hybrid model or electric • Look at manufacturing as an end to end life cycle of vehicles

ACTION ITEM

• Collaborate across industries to ensure security issues are addressed. Do not work in silos

• Expand your vision of what a rideshare program looks like FINAL THOUGHT Sometimes it is easier to take a bus, bike, Uber or walk, than it is to actually buy a car. There’s a reframe going on in the consciousness of millennials. Eleven percent of them don’t own a car for environmental reasons.


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___________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 7: The Future of Financial Technology (FinTech): Cross-Industry Disruption and the Competitive Advantages of Early Adoption EXECUTIVE BULLETIN: Fintech: A Cross-Industry Game Changer? PRESENTER Lauren Taylor, Principal Consultant, Visionary Innovation, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 1:40pm _____________________________________________________________________ SESSION ABSTRACT Once the domain of niche start-ups, Financial Technology, or “Fintech,” is rapidly being co-opted by mainstream financial services firms that are investing billions to harness its power. Participants were introduced to key fintech concepts such as the blockchain, (a permission-less distributed database based on the bitcoin protocol) crowdfunding, and alternative payment solutions. They explored how these technologies are being applied outside of financial services by savvy early adopters. KEY TAKE-AWAYS

• Insight into the leading Fintech trends poised to transform business • Examples of how these technologies are being successfully applied across

industries OVERVIEW Fintech, or financial technology, is an area of investment that has recently experienced an explosion of growth. Investment in the sector has, unsurprisingly, been led by financial services firms. For example, in the second half of 2015, thirteen major financial services firms made their first investments in the digital currency and blockchain spaces, doubling the number of financial institutions invested in the space.

https://www.linkedin.com/in/lauren-taylor-a06a7b3?authType=NAME_SEARCH&authToken=mg6K&locale=en_US&srchid=288810681477602598666&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477602598666%2CVSRPtargetId%3A11611878%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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Financial services firms are investing in these technologies in order to gain competitive advantages, comply with changing regulations, and to find cost efficiencies. By investing in start-ups with innovative fintech offerings, traditional financial services companies elevate these technologies with legitimacy, an entrenched infrastructure, and expanded customer base. Revolutions are happening in the financial services industry that range from pay-as-you drive models in insurance, to artificial intelligence applications, to financial business support, and peer-to-peer lending in the (loan) space. This session focused on the fintech areas that are expected to have the greatest impact outside of the financial services industry. We see the application of these technologies as the next step in their evolution and the place where savvy companies can begin investing to get in front of competitors and disruptors. TAKE-AWAY The Power of Blockchain Total Bitcoin and Blockchain venture capital funding has almost reached $1 billion. These are the impact points and venture capitalists are people putting money where their mouths are. At this point you shouldn’t be asking IF there are really going to be blockchain products in the next few years, but WHAT sorts will there be and how will they affect you? Peer-to-Peer Transactions, Decentralized Control On a blockchain, participants can send data, assets or tokens without the need for a central party. This lowers costs and speeds transfers. Trusted History A blockchain’s architecture allows it to become a type of centralized trust repository. Anything that’s happened in the past on the blockchain, any data that’s been submitted as part of a transaction is tamper-proof and censorship-proof. Smart Contracts This is the key to the wider applications of blockchains. While bitcoin and many cryptocurrencies allow a certain type of transaction to take place and with simple rules: e.g. X pays Y if X has enough balance, done. You can create many more complex types of transactions and assets. Smart contracts allow you to create rules. More broadly this gives a type of flexibility to a blockchain to facilitate the transfer of any data or asset. It


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allows you to remake business agreements in code, self-enforcing and out of the hands of either party. From contracts to compliance and financing, this again could reduce a number of frictions related to business. Shared data between companies and interconnections There are loads of industries which would benefit from shared data in various formats. Shared data is often built with all entities having their own stores of data, and with hacked-together systems designed to give them links. These links get exponentially harder with each new participant as they each need interconnections to each other. With the single trusted centre model, we can create a system which does away with this, linear scaling instead of exponential. This encourages the kind of data synergies we’re seeing in the automotive industry, for example- companies sharing large data sets for mutual benefit. Security By the very nature of a block chain, it is a decentralized register. No one single entity controls the ownership ledger of an asset. If one register is broken into or erased, the other members of the block chain can verify and validate ownership of an asset. Blockchain Applications Across Industries: Healthcare - Patient records will be stored in regional/national digital ledgers. During diagnosis a regional clinic will be able to pull the medical history and previous diagnosis of the patient to provide more accurate solutions to the patients. Data from wearable devices can also be stored in the digital ledger to be collected for a wider perspective. No centralized database where records can be hacked and released. A blockchain can help prevent this with multi-signatures and cryptography. The data is hashed onto the blockchain and then, using multi-signatures, people can gain access only if there is approval from the appropriate number of people. Using this technology, there could be a rule that for patient records to be accessed, the doctor, nurse and patient must all approve; or, perhaps, two of three have to approve access. Consumer appliances -Home washing machines can be programmed to send notifications to suppliers when consumables such as detergent are needed. Periodic notifications will be pushed over the internet to inform owners of maintenance requirements and parts required. Usage of electricity will also be recorded and managed through the Internet of Things.


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The Growth of Crowdfunding Crowdfunding is essentially the opposite of the mainstream approach to business finance. Traditionally, if you want to raise capital to start a business or launch a new product, you would need to pack up your business plan, market research, and prototypes, and then shop your idea around to a limited pool or wealthy individuals or institutions. These funding sources included banks, angel investors, and venture capital firms, really limiting your options to a few key players. Crowdfunding platforms, on the other hand, turn that funnel upside down. By giving you, the entrepreneur, a single platform to build, showcase, and share your pitch resources, this approach dramatically streamlines the traditional model. Traditionally, you’d spend months sifting through your personal network, vetting potential investors, and spending your own time and money to get in front of them. With crowdfunding, it’s much easier for you to get your opportunity in front of more interested parties and give them more ways to help grow your business, from investing thousands in exchange for equity to contributing twenty in exchange for a first-run product or other reward. Done properly, crowdfunding gives you not only the capital you need to start your business on a sound footing, but also an already-committed audience who have stuck through thick-and-thin with you from the very beginning. Crowdfunding is a great way to test the market, to figure out whether the product you want to sell really has potential. You’re going out directly to your fans and customers to see if anyone is willing to pay for a great idea. By 2025, the global crowdfunding market could reach between $90 billion and $96 billion — roughly 1.8 times the size of the global venture capital industry today, according to a 2013 study commissioned by the World Bank. Crowdfunding Applications across Industries Indiegogo has already worked with General Electric on a countertop ice maker that raised over $2.7 million earlier this year. It is interesting that GE only loosely related itself to the project, launching it under a partnership called FirstBuild. Several other companies, including Hasbro and Anheuser-Busch, have already expressed interest or launched their own campaigns. At this point, the marketing larger companies can bring to the crowdfunding space probably shadows any negative effects for smaller projects. Projects by super-large companies might also lend some credibility to crowdfunding, bringing more backers and business owners to the platforms.

http://www.infodev.org/crowdfunding

https://www.indiegogo.com/projects/opal-nugget-ice-maker

https://www.indiegogo.com/projects/opal-nugget-ice-maker


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For example, IBM started internal campaigns that gave employees some funds to invest in each other’s crowdfunding initiatives. They had great results and the innovative approach brought light to some great employee ideas, that otherwise would have gone unnoticed. IBM has been experimenting with such “enterprise crowdfunding,” where the company gives its employees a small budget and encourages them to commit it to each other’s’ proposed projects. Employees got to determine what projects were funded, not their bosses - crowdfunding may help improve morale, for instance. What are some of the alternative payments? Alternative payments encompass a wide-ranging set of systems enabling payment. Many have been on the market for some time, but some are poised for substantial growth in the coming years. Alternative payments enable more personalized payment options for companies to offer customers. They provide companies with richer data opportunities to create more engaging and profitable experiences.

• 100% increase on mobile payments in 2015 • 331% YOY growth of contactless payments in 2014 • $501 billion in wearables transaction volume through 2020

http://www.research.ibm.com/social/projects_1x5.shtml


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_____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 7: The Future of Financial Technology (FinTech): Cross-Industry Disruption and the Competitive Advantages of Early Adoption ASK THE EXPERTS! PANEL DISCUSSION: Cross-Industry Disruption and the Competitive Advantages of Early Adoption MODERATOR Lauren Taylor, Principal Consultant, Visionary Innovation, Frost & Sullivan PANELISTS Jim Borzilleri, President, CrowdEngine LinkedIn Profile Dan Elitzer, Blockchain and Digital Identity Lead, IDEO coLAB LinkedIn Profile Vinny Lingham, Co-Founder and Chief Executive Officer, Civic Technologies LinkedIn Profile TIME Monday, September 12, 2016 at 1:50pm _____________________________________________________________________ SESSION ABSTRACT The next frontier of Fintech adoption is beginning to take place outside of financial services among savvy companies in industries such as healthcare, logistics, and consumer products. A panel of experts discussed Fintech applications across industries, illuminating the benefits and advantages that many companies have not yet begun to exploit. KEY TAKE-AWAYS

• Perspectives from an expert panel on key Fintech applications across industries • Best practices, insights, and case studies of successful cross-industry Fintech

adoption

https://www.linkedin.com/in/jimborzilleri?authType=NAME_SEARCH&authToken=CF-O&locale=en_US&srchid=288810681477602855865&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477602855865%2CVSRPtargetId%3A1314761%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/delitzer?authType=NAME_SEARCH&authToken=E_lN&locale=en_US&srchid=288810681477602756871&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477602756871%2CVSRPtargetId%3A8212534%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/vinnylingham?authType=OPENLINK&authToken=1zll&locale=en_US&srchid=288810681477602806611&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477602806611%2CVSRPtargetId%3A220984%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK


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• Predictions on the next wave of Fintech applications Question: How is Fintech being successfully applied to industries outside of financial services today? It is changing things dramatically by streamlining the amount of paperwork and time flow. Allowed to advertise but don’t see anyone doing it. Why is it not taking off? “Early adopters are ‘killing me’, especially on the equity side, only 1.5 years since title 2 rules changed.” Information like deeds, land docs, records, and the like, is being stored digitally, digitizing the world but what’s really happening is low volume and fintech is high volume. World is moving from silos, like Airbnb. What are your predictions on changes? It is moving from firm infrastructure to global. It is hard and expensive but moving from all these different ledgers to bumping up shared ledgers, records, etc. Audience – What’s the incentive as a bank? Be leading the charge than rather waiting. If you are not able to make money tomorrow on what you are doing today, you need to re-evaluate what you are doing. The banks role is still being defined but you need to be proactive. Every bank is engaging with blockchain and moving forward, slowing, but typical for big companies. Core business of banking is not going to change for a while, keeping core business, banks should not be fearful but it’s all commoditized. How can blockchain assist companies in proving security? The way we use blockchain to decentralize information at a device level, but the network does not sit on the information.


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We see people doing it for audit trails. Lottery tickets for example, reduces liabilities in many cases, Car-sharing, driver applies and every company pays for background check, if data was stored, every company would not have to spend the money for the same data, making it reusable. How can companies use crowdfunding to adapt to the peer-to-peer economy? Through donation based platforms where 70% are through Facebook sharing. Peer-to-peer to raise money for micro-causes, projects for a water pump in Africa, for example.


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____________________________________________________________________ VISIONARY INNOVATION THINK TANKS - Think Tank 7: The Future of Financial Technology (FinTech): Cross-Industry Disruption and the Competitive Advantages of Early Adoption INTERACTIVE WORKSHOP: The Future of Fintech at Your Company FACILITATOR Lauren Taylor, Principal Consultant, Visionary Innovation, Frost & Sullivan LinkedIn Profile TIME Monday, September 12, 2016 at 2:35pm _____________________________________________________________________ SESSION ABSTRACT This interactive mini-workshop enabled participants to begin conceptualizing fintech applications unique to their own company. Participants collaborated on an exercise to identify fintech strategies that will allow them to outpace competitors. KEY TAKE-AWAYS

• Identification of fintech applications and benefits specific to your industry and company

• Disruptive solutions generated via cross-industry collaboration and ideation After some discussion, these strategic priorities were identified:

1) Short term: Partnerships with niche application vendors working in your industry or with cross-vertical solutions. This will net some quick wins in the fintech space and help you position yourself as a thought leader and help you start to set the agenda in your industry.

2) Medium term: Industry consortiums to work through challenges together and create alignments between companies which set the stage for these trusted data repositories which allow you to harness data at a new level and simplify business arrangements and agreements.

https://www.linkedin.com/in/lauren-taylor-a06a7b3?authType=NAME_SEARCH&authToken=mg6K&locale=en_US&srchid=288810681477602904590&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477602904590%2CVSRPtargetId%3A11611878%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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3) Long term: Create an internal roadmap to address the opportunities and meet the

challenges of Fintech. These are the long-term considerations, how to compete? This might not be an issue for all of you immediately but will be an important consideration. Is there a way to integrate Fintech systems and outpace competitors?


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______________________________________________________________________ INNOVATOR SPOTLIGHT Visionary Cities Fueling our Futures MODERATOR Maya Zuckerman, Consultant, UIXGlobal PANELISTS Deborah Acosta, Chief Innovation Officer, City of San Leandro LinkedIn Profile Otto Doll, Chief Information Officer, City of Minneapolis LinkedIn Profile Lisa Gillmor, Mayor, City of Santa Clara LinkedIn Profile Dan Hoffman, Chief Innovation Officer, Montgomery County Maryland LinkedIn Profile John Mirisch, Mayor, City of Beverly Hills LinkedIn Profile TIME Monday, September 12, 2016 3:40PM _____________________________________________________________________ SESSION ABSTRACT Forward thinking city leaders and emerging public-private partnership models are laying the groundwork for new Innovation Ecosystems Development models, strategically capitalizing on emerging technologies and creative thinking to provide a locally customized transformational roadmap for making our cities greener, smarter, and more resilient. This thought provoking session explored the opportunities for companies to collaborate with cities to drive innovation.

https://www.linkedin.com/in/deborahacostacio?authType=NAME_SEARCH&authToken=k8se&locale=en_US&srchid=288810681477603007141&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477603007141%2CVSRPtargetId%3A851782%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/ahmed-abdulle-82aa4049?authType=name&authToken=w9z2&locale=en_US&srchid=288810681477603051849&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477603051849%2CVSRPtargetId%3A172773538%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Afalse%2CauthType%3Aname

https://www.linkedin.com/in/lisa-gillmor-5358218?authType=OPENLINK&authToken=2DM_&locale=en_US&srchid=288810681477603097506&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477603097506%2CVSRPtargetId%3A25922489%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK

https://www.linkedin.com/in/dan-hoffman-806bb953?authType=NAME_SEARCH&authToken=jXTv&locale=en_US&srchid=288810681477603149704&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477603149704%2CVSRPtargetId%3A191098950%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/john-mirisch-0893b22?authType=NAME_SEARCH&authToken=Q13o&locale=en_US&srchid=288810681477603243446&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477603243446%2CVSRPtargetId%3A6950121%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH


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KEY TAKE-AWAYS • Insight into how municipal offices of innovation and public sector Chief Innovation

Officers are harnessing the private sector to transform legacy economic planning approaches into next generation civic innovation platforms

• New thinking on civic hacking and culture hacking, fast becoming viable tools for local economic development, activating under-utilized human creative capital and leveraging private sector investment resources for community-scale public good

• Examples of how advanced data networks, smart grids, and micro grids, fueled by sophisticated public-private partnerships, are transforming urban landscapes, infrastructure development models, and economic revitalization techniques

OVERVIEW “We are called to be architects of the future, not its victims.” -- R. Buckminster Fuller The 21st century will be dominated by the city. There is no acceptable definition of a smart city because it means different things to different people. Let’s hear how our cities are innovating: Deborah Acosta – City of San Leandro

• Our city is looking at the bigger picture of transformation through fiber optics, renewable energy, art, culture, and the 3D maker movement

• As a symbol of this technological revolution, the have a 55-foot tall, lighted, steel sculpture from Marco Cochrane, Truth is Beauty at the San Leandro Tech Center

• Their goal is to have 25% of the city’s electric needs could be met by local solar electric panels, and could come from the 25% of the rooftops of local businesses.

• Fiber optics infrastructure is critical to provide data and to manage the micro grid for the San Leandro Tech Campus

• The city has 87,000 people Otto Doll – City of Minneapolis

• We wanted to get to better decisions, and today’s world has big data • Using the Intelligent Operations platform by IBM to manage and mine the data

from 250 systems


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• Similar to a painting, our canvas is multi-jurisdictional data, and includes data from the city, state, federal government

• We bring that together to provide a better environment for decision making • The brushes we use are analytics, to understand what do workers do and what

do they think • Example: Anyone can create a heat map, usable by anyone, not limited to just

one department • Just another tool they have on their desk, so that people can make better

decisions Lisa Gilmor – City of Santa Clara

• We created the “Smart Permit” center containing up-to-date information about property for residents, businesses and visitors

• The system is available on any device • Contains property reports, maps, street view pictures • Also contains critical information such as zoning, general plan, and flooding

areas • We are moving things online, things like property reports, permits • We have story maps that tells the story of the city through maps – contains

development projects, parks, pools, historic homes, art, live traffic feeds • The city has 130,000 residents • It started with the university and agriculture, and changed over time. So now we

have a new tag line, “The center of what’s possible” • Wanted to create a downtown – City Place Project. Lots of other cities around us

have one. Ours is a 239 acre, 9.2 mile square foot downtown, with offices, retail, residences, hotels, and parks. All built atop a 239 acre garbage dump

Dan Hoffman – Montgomery County, Maryland

• Most people don’t know where we are, so I say we are just outside of the District of Columbia

• There are 1.1 million people here, so the county acts like a city • Like many cities, most people don’t actually live in the city - they live in a ring

around the city • How to find out what is possible? We operate test beds for our institutions:

correctional, transit, schools. We open up those places for universities and private businesses


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• We have a new light rail, a new transit system John Mirisch – City of Beverly Hills

• The goal is to use technology to help people • We run 1GB fiber to every household • How do people get into the city?

o We are looking to provide first mile and last mile transit solutions o Wants to create a municipal autonomous transportation system o Vehicle capacity will be demand based (maybe 2, 4, 8, 12 seats)

• Considering replacing HOV lanes with AV only lanes • For some, transit is creating a 9-mile tunnel for $10B. But that is thinking

backwards, we should focus on mobility IMPLEMENTATION GUIDELINES Question: How to fund projects?

• Deborah Acosta – City of San Leandro o A private-party funded 10GB fiber optic network to the city. He needed

greater connectivity than the city could provide, so he paid for it himself

• Otto Doll – City of Minneapolis o Save money from somewhere o In our case, we had heavily outsourced IT, we re-sourced and saved $3M

• Lisa Gilmor – City of Santa Clara

o Silicon Valley Power is owned by the city o Receives 25-30% revenue from their data center o City also leases out property to make money

• Dan Hoffman – Montgomery County, Maryland

o Ironically, we put bonds on parking garages, but over time they will become obsolete

o Things with obvious benefits go first, the rest are political o You need to time bonds with voter sentiment o Projects like LED lighting systems pay for themselves


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• John Mirisch – City of Beverly Hills o The project can pay itself back with only 30% usage over 15 years. o The money is there

Question: How to build resilience in our cities?

• Deborah Acosta – City of San Leandro o By investing in solar/renewable energy o The US has three electrical regions with 55,000 transformers. If nine key

transformers go out, it could shut down the power for the nation

• John Mirisch – City of Beverly Hills o We need to lead, not lag o For affordable housing, if you create it, more people will want to move

there, that is not sustainable. You need to look at the overall picture o People will come no matter what you do

• Lisa Gilmor – City of Santa Clara

o Massive growth puts the planning department in a reactionary mode o We need to be forward thinking

• Otto Doll – City of Minneapolis

o Resilience lies in the residents o Our strength comes from our residents. We have 412,000 residents, plus

another 350,000 outsiders Key issues and opportunities include:

• Instrumentation of regulation, infrastructure sensors, IoT • Policy and economic development, reconfiguring capital, governance,

transportation • Social innovation, activism, information technology, better informed citizens

TAKE-AWAYS

• There are many opportunities for your company to collaborate with cities to drive innovation

• A smart city means different things to different people


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• The City of San Leandro is looking at the bigger picture of transformation through fiber optics, renewable energy, art, culture, and the maker movement

• The City of Minneapolis gets information from private sources, and this richness of data provides a greater environment for the environmentalist to drawn upon

• We cannot afford to wait around looking for solutions to provide for our residents

• Funding Visionary Cities requires adjustment with the political world; the availability and ability to spend funds wisely; use of city’s property to generate finances; and the search for private citizens who are willing to play a role

• Resilience in cities will depend on renewable energy, workforce and education, housing, and the overall picture

FINAL THOUGHT There are many opportunities to collaborate with companies to maintain the resilience of cities. We need to start understanding how we can make aging in place easier for residents. Any jurisdiction needs to figure these things out in order to remain relevant and vibrant.


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___________________________________________________________________________________

CAPSTONE PRESENTATION Investing in Diversity to Ignite Innovation and Growth PRESENTER Rosanna M. Durruthy, Chief Diversity Officer, Cigna Corporation TIME Monday, September 12, 2016 4:30pm _____________________________________________________________________

VIDEO: https://vimeo.com/frostsullivan/review/184731181/2a5286a94e

https://vimeo.com/frostsullivan/review/184731181/2a5286a94e




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SESSION ABSTRACT In today’s complex, disruptive and fast changing environment, invoke the phrase “diversity and inclusion” and word associations unrelated to growth, customer intimacy, or competitive advantage are likely to come to mind. In Silicon Valley, innovation and growth are prevalent industry characteristics, despite the low numbers of women, African Americans and Latinos in tech and leadership roles. Therein lies the paradox - research shows that diversity is increasingly a growth driver for business, and a critical differentiator for the thriving enterprise. The opportunity: Leaders who understand how to operationalize diversity will be best positioned to successfully ride industry maturity curves, navigate market disruptions, and sustain profitable growth. KEY TAKE-AWAYS

• Transform diversity from a compliance objective into a performance tool that drives dynamic growth and strategic agility

• Enable cross-cultural competence as an enterprise capability and avoid the common pitfalls that lead to failed diversity strategies

• Design agile social networks and build cultural ecosystems that induce the alchemy for innovation agility and customer-centricity

OVERVIEW We need disruption of thought, patterns, and the ordinary way of addressing the way we run things. For years, companies have made major investments by attracting talent, but have failed in keeping that talent and cultivating an environment for those talents. The effectiveness of a leader is the ability to create and cultivate relationships and diverse solutions for the future. Why is diversity so important?

o Attracting talent into opportunities. This is personal for the people that are recruited and the people that we sell to

o Diversity is disruptive. As human beings, we seek likeness, commonality to find comfort. Unless we are prepared to challenge, we risk not creating diversity

o Raw matter of alchemy for creativity and talent o Diversity is global


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o Diversity is about relationships This event is about cultivating new ways of thinking and new

relationships, but it is also about creating relationships with people we don’t know and with people with vastly different experiences from ours

• Don’t repeat the same mistakes in recruiting diversity (such as going to the same schools)

• Diversity: People, Thought, Culture • Ask: Where is the diversity strategy in the business plan or construct? Will it

make sense to the customer that you interact with? The Essence of Inclusion

• The opposite of withholding • I’m all in • I choose to be a part of this because I trust you • We co-create our future

TAKE-AWAYS Three Demographics 1. Women

• 51% of the workforce • 51% of care givers and breadwinners • 85% of brand purchases • 80% of healthcare decisions • 60% of undergraduate and post graduate degrees • Control 93% of the trillion dollar food spend • 2/3rds of consumer wealth in the next decade • Start the majority of new businesses annually

Women are driving financial growth

• Fortune 500 companies with more gender balanced leadership teams outperform their peers financially

• Companies with greater than 30% female leadership can expect a +1% to net margin

• That 1% translates into a 15% boost to productivity


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2. Latinos in America • 25% of the US population by 2025 • 35% of those in the U.S. are younger than 18 years old • Accounts for half of the US population growth since 2000 • They are the fastest growing minority population in the U.S.

3. LGBT in America

• 4% of the US population • 45% self-identify as lesbian or gay • 47% self-identify as bisexual • 0.6% of the adult US population, 1.4M people

Companies didn’t talk about LGBT before. Like how to treat Transgender? The medical profession is not really trained on that. Building the innovation ecosystem: “People who live in the intersection of social worlds are at higher risk of having good ideas.” - Ron Burt Value of the social network:

• Provides access to new, innovative ideas • Foster collaboration • Promote knowledge sharing • Help navigate complexity of new and emerging ecosystems • Forge alliances • Influence organizational outcomes

BEST PRACTICE

• If people around you are all in agreement with you, then you should seek other people - you should seek diversity

• Diversity and inclusion are essential to creating sustainable growth • They feed the mechanism for the disruption that leads to innovation • Leaders who capitalize on diversity manage the context and nurture an

“operating mindset” for inclusion • Create networks that are inclusive of people, thoughts, and cultures that are

different, unfamiliar, and engage in contexts other than the scripts you are familiar with


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ACTION ITEM The diversity and inclusion investment, or Actionable Intelligence 101:

• Put yourself into the narrative • Understand the role diversity is playing in your growth and customer experience

strategies • Get comfortable with being uncomfortable • Create networks that are inclusive of people, thoughts and cultures that are

different, unfamiliar, and engage in context other than the scripts you already know

FINAL THOUGHT Evaluate the diversity strategy in your business plan. Inclusion will improve our business model and our lives.


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______________________________________________________________________ 2016 GROWTH, INNOVATION AND LEADERSHIP AWARD Using Business as a Force for Good PRESENTER Kim Riether Coupounas, Director, B Lab LinkedIn Profile TIME Monday, September 12, 2016 at 5:00pm _____________________________________________________________________ SESSION ABSTRACT This is a story about the future of capitalism, a future in which companies harness the power of business to solve social and environmental problems and compete not only to be the best in the world, but the best for the world. A future where we work together to pave the way for a shared and durable prosperity. This future may not be so distant: the global community of Certified B Corporations are already changing the rules of the game and shifting the future of our civilization. KEY TAKE-AWAYS

• A vision for how capitalism - and your business - can be used as a force for good • Specific examples of companies that are not only winning in the marketplace but

are using their business to solve social and environmental problems • Action steps for what you can do to be a change agent within your company and

to join this growing movement OVERVIEW

• Activity: Stretch, close eyes and think of these questions: What is the true purpose of business? What is the true purpose of the business that you work for? What is your purpose? Why are you here? How are you going to

change the world? • Homo-sapiens, commerce and trade, life-enhancing products are available for

everyone, better education, more democracy, more wealth, but it has also

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caused us to become a society of “things” and brought about massive income inequality, greed, and scandal • The purpose of the corporation is to maximize shareholder wealth. This

runs contrary to how we can run companies to provide for social change • What we then have is system failure, with issues that need to be fixed

o There is a need for a global shift; this shift requires systems to change, changing the rules of the game

• What if we could harness the power of business to address these societal issues?

o Compete, not only to be the best in the world, but the best for the world

• The evolution of business – Enter the certified B corporation o Certified B corporation is like fair trade is to coffee o B corporations are verified o A company that is connected with itself o 1800+ certified B Corporations; 50+ countries; 140+ industries; 1

unifying goal • Henry Ford is the original conscious socialist businessman

o He wanted people to have access to the car o The original payer of the living wage

• Ground Floor Media o Women-owned, women-led o Started a new foundation that contributes to the youth

• How does a company certify? o 1) Meet performance requirement o 2) Meet legal requirement

Adopting the B-corp legal standard entails filing the company as one

o 3) Make it official

• Challenges: o Can we empower all businesses to be like a B Corp?

Reach out to partners, chambers of commerce, unicipalities around the world, so that they can invite them to improve the impacts of their shareholders

Change the law so that companies can have a broader set of fiduciary responsibility


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Invest in benefit companies o Institutions using the B Impact Investment

Systemic Impact • Workers • Customers • Communities • Environment • Investors • Policy matters

o Can we inspire billions of people to support business for good? Collective voice; launching a social media platform that tells

stories, people are motivated by good stories Unifying brand; building awareness and preference People are demanding better

• Reduce inequality, alleviate property, build stronger communities and companies with dignity and purpose

TAKE-AWAY

• Inspire the public to support business for good through collective voice, unifying brands, and demanding better


• Reach out to partners, chambers of commerce, municipalities around the world, so that they can invite them to improve the impacts of their shareholders

• Change the law so that companies can have a broader set of fiduciary responsibility

• Invest in benefit companies BEST PRACTICE

• Reduce inequality, alleviate property, build stronger communities and companies with dignity and purpose

ACTION ITEM

• Spread the word and let people know about this • Catalyze change from within


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• Get on the path: take the B impact Assessment online • Improve impacts within your control

FINAL THOUGHT

• Learn more at www/bcorporation.net


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__________________________________________________________________________ KEYNOTE Humanizing Business: Putting Heart into the Digital Soul PRESENTER JC Quintana Professor, Strategy & Innovation, Rutgers University Center for Innovation Education Author, Speaking Frankly About Customer Relationship Management Author, Serious Relationships: How to Build the Relationships That Build Your Business LinkedIn Profile TIME Tuesday, September 13, 2016 at 8:30am _____________________________________________________________________ VIDEO: https://vimeo.com/frostsullivan/review/184731183/e57b9f0045

https://vimeo.com/frostsullivan/review/184731183/e57b9f0045

https://www.linkedin.com/in/jcquintana?authType=NAME_SEARCH&authToken=J9NR&locale=en_US&srchid=288810681477603638145&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477603638145%2CVSRPtargetId%3A386209%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH




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SESSION ABSTRACT In an increasingly digitized world, it is imperative to develop and nurture the most important components of business relationship-building. In order to effectively drive growth, a foundation for leveraging our digital advancements to regain human connection with customers, employees, and partners is fundamental to driving growth in an evolving business landscape. KEY TAKE-AWAYS

• Insights into the behavior that leads to stronger connections with relationships that build your business

• New thinking and ways to leverage studies in close relationships and normative behavior

• Actionable steps to building business strategy and behavior around foundational relationship strategies that leverage digital methods while winning creating stronger human bonds

OVERVIEW In an increasingly digitized world, it is imperative to develop and nurture the most important component of business: relationship-building. In order to effectively drive growth, a foundation for leveraging our digital advancements to regain the human connection with customers, employees, and partners is fundamental to succeeding in an evolving business landscape. What are the expectations for future growth in the next 50 – 100 years? Expect encryption to be a natural progression and the use of biological instruments to store information. There will be better leveraging of 3-D printing. We will record our lives from birth to death. In the future, recording your entire life will not only be natural but expected. People will see your life in its entirety. There will be life-long avatars. There are nine foundational business concepts:

1. Value Proposition 2. Channels 3. Customer Relationships 4. Customer Segments 5. Key Partnerships


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6. Costs 7. Key Resources 8. Key Activities 9. Revenue

We’re all trying to build the customer and employee relationships. They are not about innovation, but they are about a beating heart. When I met my wife, I wanted to build an experience. Attraction—mutual interest leads to self-disclosure. Does it have the right value, the right investment? It may have risks, but there is value. If one is making too much investment, the risk may not yield results. Exercise: Take a sheet of paper, how well am I doing in this area of my business? Be realistic. Does what I do for my customers and their employees, help them? Ask questions about engagement. Start thinking about what this is. When gears come together, they create movement. We need to define this better. Engagement takes communication. It requires that both parties engage in values process. The number one reason people don’t engage is because it is one-sided. Centricity: Personalizing, make things relevant. Service and support: You are 100 percent committed and accountable to build that relationship. Empathy is a requirement to the needs of people. Transparency: Partners are not looking for trust immediately, they are looking for transparency. We keep trying to build trust, but we need transparency. If you’re not building transparency in your company, customers will find out no matter what. We’ve gone beyond the era of hiding what we are doing. If you use the work experience, to keep analytics and metrics, it’s all about how we measure what we’re we are doing. If you’re not asking people what they need, or making it easy for them, then you are you completely missing out. The most important thing is the human element. There’s a quote by Lao Tzu. “Do the difficult things while they are easy and do the great things while they are small. A journey of a thousand miles must begin with a single step.” Use these fundamental steps. Start where you are.


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IMPLEMENTATION GUIDELINES Ask yourself: How well am I doing in these 7 areas within my company: definition, engagement, centricity, service, support, transparency, experience. Best practices for collaboration include all these factors TAKE-AWAY

• There are nine fundamental relationships • The foundation is people • Engagement takes communication • If you’re not asking people what they need, or making it easy for them, then you

are you completely missing out BEST PRACTICE

• Maintain transparency in business • Build a two-sided engagement model • Add the human element in all communications • Ask people what they need • Provide a good user experience

FINAL THOUGHT Customers and partners are human beings with a beating heart. It’s important to add the human element in all communication. Trust begins with transparency, and eventually a relationship will be built. For more information, visit JC Quintana on LinkedIn, Twitter, and on YouTube.


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___________________________________________________________________________________ SEISMIC SHIFTS Competitive New Business Models for a Sharing Economy PRESENTER Adrian Albus, Director, Business Innovation & Strategy, Zipcar LinkedIn Profile TIME September 13, 2016 9:15am ______________________________________________________________________

SESSION ABSTRACT Since its founding 16 years ago, Zipcar has not only revolutionized urban mobility – by letting people share a car rather than own one – it also ushered in a new type of business model – the sharing economy. Today, Zipcar is the world’s largest car sharing company, with more than 10,000 cars, nearly 1 million members and programs in more than 400 cities around the world. This discussion focused on how Zipcar continues to leverage technology, partnerships and acquisitions to continue to innovate and expand to new markets. KEY TAKE-AWAYS

• Here and now versus “The Future”: How to deal with the natural tension in established companies between allocating funds to further the core business (positive NPV) or invest in “riskier” new business model investments that could address future liabilities/opportunities

• Build versus Buy. How Zipcar looks to M&A, partnerships, acqui-hire, resource sharing, etc. to achieve strategic goals, and how the company is operationalizing these approaches within its innovation activities

• Keeping pace. Established companies must participate in startup ecosystem to track emerging business models – learn from Zipcar how to do that

OVERVIEW Zipcar is the largest car sharing company in North America. We are in this sharing economy together, and should all think as broadly as possible about our business and industry. We are not here for short-term profits but for a longer-term view. That is, building a bigger pie for everyone.

https://www.linkedin.com/in/albus?authType=NAME_SEARCH&authToken=qvHt&locale=en_US&srchid=288810681477660594891&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477660594891%2CVSRPtargetId%3A9581380%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH.%20


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Zipcar was formed in 2000 in Boston, Massachusetts, based on a model from Germany and Switzerland. It was a pioneer in the sharing economy back when AOL was big. Our first Zipcar was a Volkswagen Beetle. Avis bought us in 2013. We just got to their one millionth paying customer, and are operational across 400 cities. For the shared economy, convergence is here. We have:

• Bike sharing • BRIDJ, a shared bus network • LYFT • Zipcar

In thinking about our customer base, here are some examples:

• A person going to work. They might take BRIDJ to get to work, then a Zipcar for lunch

• A trip to a game at Fenway Park. A person might get a bike share to go to the game, then LYFT home after having some drinks

Our business doesn’t just stop at technology. It includes the automotive mechanics, making sure the vehicles are clean, that the vehicles are locked. Technology is just one piece. The future is autonomous, but you still have to take a customer-centric view. We will still need to handle a dirty car, or when someone brings a dog into a car. TAKE-AWAYS

• The natural tension between the core business and “riskier” new business model investments

• Looking to mergers and acquisitions, partnerships, acqui-hire, resource sharing, etc. to achieve strategic goals

• Navigating your organization often means building new trails • It is important to participate in the start-up ecosystem to track emerging business

models IMPLEMENTATION GUIDELINES Things to consider for the future business model:

• How do we define our industry, and look at prospects in a new way • What is the future of manufacturing?


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• What is the future in terms of build versus buy? • What is our mission? • What is our responsibility? – Not just saving money, but saving carbon as well • Where do we fit in all of this?

BEST PRACTICE Navigating the organization can be a challenge. It can sometimes be hard to get funding for your disruptive projects at a big company. It might look good on paper, but this is a team sport. Adrian suggests using strategyzer.com by Alex Oserwalder. It is an efficient but delicate way to plot out new business models. ACTION ITEMS Here and now versus the future:

1. Conducting job interviews a. It’s more than where you went to school or your work experience b. Are you excited about the mission?

2. Know the Ecosystem

a. Talk to customers: Are they using your products, are they using competitor’s products, and why?

b. Get into your competitor’s ecosystem

3. Get started today a. Build from bottom up b. Spend 80% of team time in operations c. Think about what your mission is d. Is the market good enough?

TAKE-AWAY If we get the shared ecosystem right, Zipcar will be contributing to the parks / city balance. That is for our children, our future. But, please give a break to our politicians. It’s difficult to navigate the special interest matrix.


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AUDIENCE QUESTION Q: Zipcar was bought out by AVIS, how is your relationship with them, aren’t they your competitor? A: No, we see our primary competitor as car ownership. The target market for Zipcar is one day or less. If you are going to need a car for 2 or more days, then you’ll be better off with a traditional rental car.


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______________________________________________________________________ IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 8: Collaborative Innovation: Strategic Partnering in a Dynamic and Open Ecosystem PRESENTER Trevor Cornwell, Founder and Chief Executive Officer, appbackr inc. LinkedIn Profile TIME September 13, 2016 at 9:55am _____________________________________________________________________ SESSION ABSTRACT Innovating often demands creating partnerships, but whether it is a start-up; an incubator; or a company in your peer-group, collaborating outside your walls sounds great but can be a real challenge. In this interactive session you will learn both how to get the ball rolling and how to avoid the pitfalls of partnering. KEY TAKE-AWAYS

• Real life case histories • A meaningful framework that can act as your blueprint • Fresh perspectives and best practices

OVERVIEW Trevor has founded multiple startups, and has much experience with strategic partnerships. As a startup, a strategic partnership is a great validation that you are doing things right. And if you are a large company, you get to tap into a seed of innovation. The first step is doing a strategic partnership, but they are challenging:

• For the large company, they typically spend a lot of time working inward, so it can be challenging to work with an outsider

• For the startup, you get used to working quickly, and in many cases, the larger company has a slower timeline. It’s not just the small company fast, big company slow paradigm

• For the large company, risk is a significant factor

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• For the small company, they are not worried about risk, they want to move quickly. Example: a small company might employ just 5 people, and they meet up with 10 people from a large company, like Samsung

INTERACTIVE GROUP TASKS

• Come up with a situation with a real world example, where you were looking at a strategic partnership

• Come up with 3 challenges with that initiative • Come up with 3 strategies to address those challenges

IMPLEMENTATION GUIDELINES Broke into four groups to tackle 4 different subjects:

• Finding or selecting a partner • Intellectual property and technology • Process of coming up with a strategic initiative • Working with a startup

TAKE-AWAY Group 1: Finding or selecting a partner

• For the small company, issues: o Which horse to bet on? o What are the criteria to select a group of potential partners?

• How to educate the partner on what the small company can do • What are the potential commercial / business models for the partnership

o What’s the right one for a win-win? • Small company’s founder is often in love with technology, not necessarily the go

to market perspective • Find a company that understands that you are a startup • Stay true to you values • Evaluate sourcing versus in-house build • How to leverage partnership for growth • Why partner now, what has changed? • Selecting the right bilateral partnership

Group 2: Intellectual property and technology

• Situation – IP/Technology, joint product development


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o Ownership of IP when enhancement of one party’s standard party Example: a product enhancement is on the 5-year product horizon,

but the partner needs is sooner o Commercialization of joint R&D o Inability to realize value of joint IP through structure of the deal

Example: agreement with partner to roll out a POS system, but client has large visibility and feels they bring much more to the table

• Protecting IP in a collaborative ecosystem • Need to get legal involved early to minimize misunderstandings later • One key is getting partners who truly understand your technology

Group 3: The process for coming up with a strategic initiative

• Situation – Large Company has requested small company to integrate small company’s technology for an important initiative

• A challenge is getting the large company to take action o Small company asks for something o Large company drops ball and doesn’t answer o Later, large company wants to know the status

• Alignment of interest and value proposition • Are we working with the right person

o A different person is the one who signs the agreement o Then, another person is in charge of the go to market strategy

• Managing the process in small company, and managing the process in the large company

• Establish a quid pro quo that people will accept Group 4: Working with a startup

• Strategic partnership timing o Timing on revenue o Timing on engagement o Timing on implementation

• Communication and contracting o Power imbalance between large company and small company o Risk imbalance o Roles, titles, & authority are more complex in the large company

• Support model


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o Startup incented to product model versus service model ACTION ITEMS When selecting a strategic partner:

• You want to know that your partner will still be around • Consider that you are going to spend 90 days working on the deal • Focus on bringing up as many ideas as possible • Come up with real world scenarios • Come up with the ways to address it

FINAL THOUGHT What we tried to address were some of the key issues in a strategic partnership. I hope that I’ve tickled your mind to think about it. I’ll follow up with you with some of the best practices we’ve tried to address. You may also want to stay in contact with everyone here. This can be a brain trust for all of the people in the room.


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IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 9: Innovating the Customer Experience FACILITATOR Dr. Setrag Khoshafian, Chief Evangelist and Vice President of Business Process Management, Pegasystems LinkedIn Profile TIME September 13, 2016 at 9:55am ____________________________________________________________________________________ SESSION ABSTRACT This interactive session focused on how to leverage digital transformation best practices to address the challenge of the increasingly demanding customer. Participants explored how to effectively use analytics, evolved customer experience solutions and end-to-end digitalization of customer values streams that are completely disrupting the customer experience. KEY TAKE-AWAYS

• Examples of how Connected Devices/IoT are transforming the customer experience

• Insight on how other organizations are leveraging predictive and machine learning technologies to treat different customers differently: with contextual next best actions

• New responsive methods to resolving customer requests or issues with this new generation of evolved CRM that is connecting the customer to the rest of the digital enterprise

Due to circumstances beyond our control, no additional notes are available for this session.

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IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 10: Strategic Planning to Capitalize on White Space and Adjacency Opportunities FACILITATOR Larry Quick, Chief Executive Officer, Resilient Futures LinkedIn Profile TIME Tuesday, September 13, 2016 at 9:55am ______________________________________________________________________ SESSION ABSTRACT Investing in the right capability, at the right time, to maintain competitive advantage and a solid ROI is a constant challenge for business strategists. This is especially so when considering the rate and volume of change and disruption that is emerging over the next five years. In these circumstances, it is vital to use a reliable process to quickly identify the potential white space or adjacency opportunities prior to investing in complex business cases. With a strategic investment framework, case studies, participant examples and discussion, this interactive session provided insight into how identification and rapid decisions can be made that vet white space and adjacency opportunities prior to more rigorous business case analysis. KEY TAKE-AWAYS

• Insights into the basis for what constitutes a valid, adjacent or white space opportunity

• Appreciation of the acceptance and management of strategic risk in the identification and pursuit of strategic opportunity

• An understanding of four lenses to balance the investment in existing business and new opportunities

• Examples of ‘blind spots’ that deceive organizations into investing in the wrong opportunities

https://www.linkedin.com/in/larryquick?authType=NAME_SEARCH&authToken=x2mO&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A13757618%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477661026024%2Ctas%3ALarry%20Quick


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OVERVIEW Capability Matrix Model: Investing in the Right Capability

• The Capability Matrix is an easy to use framework to understand what capabilities in which to invest

• The Capability Matrix provides a simple framework for: Defining: Understanding capabilities in 3 forms: generalized,

specialized, and value-adding Valuing: Understanding what capabilities require what investment in

the context of changing conditions, and white space and adjacent opportunities

• The role of capability is to maintain value • It’s all about the conditions that you operate inside

Focusing: Ensuring capability is fit for purpose and time • Our capabilities have very short-term life cycles; ensure that it’s

fit for the purpose in time Targeting value lock-in: Investing in value-adding capability to lock-in

sustainable value generation • Sustainable Value Generation

The whole point of the matrix The role of capability: to generate sustainable value, inside the

conditions that impact the organization Context The conditions disrupting your industry Understand immediate and emergent conditions to maintain

sustainable value generations Example: Immediate conditions were largely understood but emerging

conditions were unseen territory. It’s what will happen in the emergent future that will destroy your business. Steve Jobs is really good at realizing the emergent future

• Capability Generalized capability Every organization has this The fundamentals: HR, accounting Not necessarily competing; not a risky investment; compliance and

financial systems have to be right, but these capabilities are pretty much everywhere; transferrable


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Low strategic opportunity risk Specialized capability Industry standard Specific to your industry Ability to compete High risk opportunity risk; if you don’t get this right, you get problems Value Along other Industry Standards Having a choice to disrupt the market place If you’re not in a self-induced disruption mindset, then you are in

trouble Common Blindspots: CAVE

Cash cows Arrogance Vendor lock-in Entrepreneur State of Mind, State of Management The current times The biggest challenge Disruption if a state of mind in management: Why is one organization’s

innovation is disruption and another’s is not? Team Exercises Exercise 1: Identifying emerging change; Identify key, priority emerging disruptors (examples: digital, physical technology, non-technology)

• Group 1: Medical technology 3 big drivers:

1. Personalization of healthcare 2. Big data 3. Information between all the players; rapid development of new technology by

smaller entities by outside provisional players because of risk acceptance

• Group 2: Air travel Potential disruptors: data integrations; transparency; location sensors;

integrated data platform


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Alternate energy, reliance on oil as energy source Automation, interaction with humans while travelling. Will it change? New engine technologies that will change? Airspace/airport restrictions

• Group 3: Automotive Space Advent in the move of self-driving cars Continued shift to electric and other mode of electric technology Shared economy Emerging market: Acceptance of new technology, new mass transit, better

logistics and delivery options (for example, drones) Dealership model may potentially be disrupted

Group 4: Data security

More biometric identification; identity linked through government records Wearables, biosensors in terms of DNA

Exercise 2: Discovering white space and adjacent opportunities; from these disruptors, identify one white space opportunity, and one adjacent opportunity – with their associated risks

• Is there anything that you have not heard before in that industry? • It is not what you know you know that becomes a disruptor. • The diversity conversation was excellent because diversity plays a role in “far

future value” • In this type of exercise, you have to kind of “un-know” what you know • To get to adjacent opportunity is just one step, but to get to white space

opportunity takes a bigger leap • Opportunity never comes without risk: “strategic opportunity risk” • Allows you to measure the amount of opportunity and risk • Take a break from thinking “American”

Group 1: Adjacent opportunity

Area of big data, and patient self-care; start to link all these together in a much more comprehensive way and provide real time feedback

White space


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Preventative-approach

Group 2: Adjacent opportunity: using data and virtual data analysis; establishing a plan B for the trip

White space: long-distance door to door transportation; all integrated from luggage to all transportation options

Risk: overcoming restrictions being placed by the airline; who is responsible when luggage gets lost or something goes wrong

Group 3: Adjacent opportunity: Lot of electric cars coming into play

Alternate fuel (for example, solar), or other means of storing electricity Road sensor networks Energy capture on the road itself White space: Eliminate need for on-ground automotive more movement of goods and people through air; travel via VR More about mass move to mass transit; restriction on the road; huge policy

shift Group 4: Adjacent opportunity: Data security and how you authenticate yourself in a system

White space o Preference-driven technology

Risk o Privacy o Identify a blind spot in your organization

TAKE-AWAY

• The Capability Matrix model is the analysis of investing in the right capability • The whole point of the matrix is to define the sustainable value generation inside

the conditions that impact the organization • Every organization has generalized capability whereas specialized capability is

an industry standard BEST PRACTICE

• Utilize the Capability Matrix model to understand generalized, specialized, and value-adding capabilities, and what investments are required for them


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• Always have a self-induced disruption mindset FINAL THOUGHT

• Test available online: resilientfutures.com • Book: Disruption Readiness Test


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______________________________________________________________________ IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 11: Creating Product Roadmaps to Deliver New Pools of Customer Value PRESENTER Jonathan Brill, Principal, Special Projects Agency LinkedIn Profile TIME Tuesday, September 13, 2016 at 9:55am _____________________________________________________________________ SESSION ABSTRACT What are the best practices for identifying new value while developing your product roadmap? It is essential that the roadmap aligns market, business and product at each stage of development. Equally essential is choosing the right value identification, road mapping and risk management approach for your unique situation and goals and balancing organizational stability and product adaptability. KEY TAKE-AWAYS

• Experiential learning in building a rugged Pivot Plan that blends long-term thinking with continuous delivery

• Insight into the right metrics to pivot against • Early access to our road mapping best practices report

OVERVIEW Jonathan Brill opened this session by observing that most of the participants were product managers or involved in engineering. Most were also innovation leaders. He noted that everyone’s businesses would change in the next 5-10 years. And that everyone will experience road-mapping as a great change. He asked the audience: What is your experience with roadmaps? What are your goals? What about significant changes or obstacles? Brill explained that his agency does lot of scenario trends, identifying when milestones are achieved. He previously worked in the pharmaceuticals industry. He recommended

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that you identify trends and needs and marry them with things that you are good at. Create a vision that’s three to seven years out. If you are selling a wiper system, or alternator, you can commoditize it, for example. Change is constant. He feels an increased tempo in change; it is everywhere. What are the global things that have happened to change business? These events are larger and they are global. What’s your experience and why? He explained that his agency struggles with development, it’s not cost effective, and there are obstacles. They lose projects. Most of our big growth projects are that way. They go back to R&D. They started a few years ago and often get pulled in ten different directions. It’s a matter of balancing the opportunities they are good at and expressing these decisions to people of influence. He believes that product road-mapping is the key dynamic that is driving that change. In the last ten years, they have been focusing on the consumer and automotive industries. They iterate every year, and things keep changing. The way we they do product planning is slow and iterative. Now there is vehicle connectivity, ridesharing. So many things are changing. How do you plan for that? Where will we be in 2030? KEY QUESTIONS

• How do we continually upgrade to keep up with technology? • Is that part of your roadmap? • How do you keep it updated? • You can lose sales to ruthless competitors • Everyone is bumping into Amazon and Walmart; they are near monopolies • Technology convergence is here • New markets • Acquire new customers • Practice incremental innovation

10 KEY TAKE-AWAYS

1. Faster pace of product requirement. This is changing based on the faster change of technology. You need to be in touch with change in product development. That cycle is spinning so fast. By the time you’re done they have


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another problem. Access to information is so much faster. Access to technical development is so much faster. Prototype is so much faster while in the development stage.

2. Globalization distribution—this world is much more competitive. Localized is

gone. World market. You can get stuff quickly. Before you might not get them there at all. And there is a constant need to find out what’s happening around the world.

3. Converging consumer electronics with automotive. Expectation that your vehicle

is not static. Tesla’s a good example—pushing software 0 – 60, ten seconds faster.

4. Before you had years to develop new products. Now, the level of competition is

intense. You have to launch as soon as possible. So much quicker now. Time is compressed—you have to act faster.

5. Every year it gets faster, tools are advancing.

6. Changing business model driven by consumerism, expectation, rapid speed of

development. Different competitors. Health care is transition based. Customers demanding more of those kind of services.

7. Heed technologies and their potential to disrupt business, i.e. the Internet of

Things.

8. Non-traditional competitors. In the past, if you were an automotive business you didn’t go and make rockets.

9. Acquiring information to make decisions. How do we develop fast enough to

compete? Where do you partner for speed?

10. Competition – there are ruthless competitors. Moving at different speed. Technology convergence. Changing markets.


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How can you make product road-mapping more responsive to change? You might just as well be your own startup. You have to present product or service ideas with market research for your business idea. As is you were in an incubator. They’ve created that competitive approach .For example, the automotive industry. There’s no sure winner. They are all are hedging their bets and developing their own technologies to spread the risk. Find ways to be more iterative with the process. It’s cost effective to get to the next level to get that customer feedback. That seems to be a pervasive strategy. Open source ecosystem. It helps you speed up the process. IMPLEMENTATION GUIDELINES Specific practices:

• Imagine the utopian world. Practice a way of thinking, i.e., where will we be 15 years from now? Transportation. The ideal way for people moving around. Work backward. What’s possible or not. Huge leap in innovation. Create the vision and then create the steps to get there. That’s a big, big goal

• Implement human-centered design around experiences. Put products in market to perform a certain function. Satisfy and create new experiences. 5 – 10 – 15 years out. Raises the stakes – hard to do. Example: airline space. Southwest changed the experience of flying. Before there was no profit. Now they are profitable. They didn’t change the airplane, more of the example of flying

• Design thinking to bring out ideation phase. It’s working for Hyundai but may not work in other places

• Universally across the group: Pull a team together from the real world; partner with internal teams solving the problems together

• Engage in continuous evaluation of the process, kindness is more important • Shark think; we’re dealing with change because we’re dealing with uncertainty • Partner with additional internal teams to solve the problems together • Imagine the utopian world as a way of thinking where will we be 15 years from

now • Find new ways to be more iterative with the road-mapping process


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BEST PRACTICE • Pay close attention to competitors from all areas of business, not just your

traditional ones • Get customer feedback as quickly as possible • Partner with internal teams and problem-solve together

ACTION ITEM

• Continue to create roadmaps, just do it quick! • Gain customer feedback quickly • Innovate at any opportunity • Engage around human centered design experiences • Be kind to others • Advance your prototype in the development stage faster

FINAL THOUGHT The level of competition is intense. In the past, you had years to develop. Now you have to launch as soon as possible. This creates a level of anxiety. Creating a roadmap must be thoughtful, yet at the same time iterative because no one knows what will be happening in 10 or 15 years.


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_____________________________________________________________________ IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 12: Best Practices for Managing the Innovation Pipeline FACILITATOR Doug Collins, Vice President, Innovation Architecture, Spigit LinkedIn Profile TIME Tuesday, September 13, 2016 at 11:40am _____________________________________________________________________ SESSION ABSTRACT Managing the innovation pipeline is one part art and one part science. There is art in discerning which innovation to bring to market in which form and factor. There is science in mapping specifications to customer needs, managing development resource, and estimating payback. KEY TAKE-AWAYS:

• An understanding of what makes for compelling advantage in managing the innovation pipeline in both its art and science

• Key findings on which advances in pipeline management have led to the biggest paybacks in terms of going to market

• Insight on which advances have required the greatest level of effort to conceive and implement

• Lessons learned: If we had the chance to do manage our pipeline over again in the same way, would we? What have we learned?

INTRO/OVERVIEW This group was very interactive. The session opened with this question: “What enhancements and advancements, or what in the backend of innovation has made the biggest difference to you and your organization?” Innovation backend means different things to different people. Dawn Murphy, the thought leader for the session, shared her organization’s journey through innovation. She works for a 350-year-old French company called Saint-Gobain.

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They manufacture materials, security automotive glass, wine bottles and beer bottles. They are risk adverse, very conservative, but enter into different growth markets. As part of their innovation program they give $10K to groups to play with—it encourages entrepreneurship and open innovation. They have been doing this since 2006. New markets new technology. They are looking at adjacent spaces. Doug Collins, the facilitator, asked. “How does this affect taking things to concept and market?” Dawn: “We’re able to pivot and move faster. Core business and open innovation are separate but work together. There is value in putting things together collaboratively in order to learn a new perspective on an old problem.” Dawn asked the group, “What will you be doing now, and ten years into the future? Answer: There will be more speed and time to market with quality products. Key discussion points:

• Organizational structure: What is the right organizational structure to effectively get the most out of your innovation goals?

• It’s necessary to develop a culture and governance to better support the innovation pipeline. Define internal initiatives and the roles different teams are expected to play in the ideation process

• Is it important to find a high impact, high effort project for strategic gains as opposed to smaller innovation goals?

The group then reflected upon the following:

• Think back over the last two years or so and your role in managing the innovation pipeline for your organization.

• What systematic change, with hindsight, has yielded the most benefits in terms of your organization being able to deliver value to your customers? Specifically, the right value to the right customer at the right time?

• What was the primary lesson that you, personally, learned from effecting the change?


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Highlights of discussion as teams shared from their roundtable discussions: Group 1 Each of our organizations feels the pain of managing the pipeline and transition to appropriate units. Some units are better than others. It’s important to engage people along the way. Co-create with innovation team. The people part is so important. You need to educate people about innovation Provide benefits and reward. Reinforce something. Most are new to the innovation journey. Give people general direction and trust that they will get it done along the way. Group 2 Lots of effort, but payback could be higher. We are not attacking the low hanging fruit. Everyone is trying to do the hard stuff first. Organizational structures and function need refining. What is the right research and development structure? Group 3 We have different companies that have a common thread – culture and governance to support the innovation pipeline. It’s important to enhance the culture through internal initiatives. Set goals for teams. Provide payback for innovation. Acknowledge that they are doing something good. TAKE-AWAY

• Encourage internal entrepreneurship within your company—offer a prize • People want to put money on a sure thing • A lot of companies are risk-adverse and so they don’t innovate

FINAL THOUGHT There are many ways to feed the innovation pipeline. The one that resonated with the audience members was paying your employees to come up with brilliant ideas. They know the product and the audience. It inspires out of the box thinking.


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______________________________________________________________________ IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 13: Monetizing in New Technology Spaces FACILITATOR Mark Benson, Chief Technology Officer, Exosite LinkedIn Profile TIME Tuesday, September 13, 2016 at 11:40am _____________________________________________________________________ SESSION ABSTRACT The Internet of Things trend is forcing organizations out of their comfort zones to rapidly innovate new technology and business offerings in order to remain competitive on the global stage. However, to succeed at monetizing in new technology spaces, organizations must overcome internal barriers to change such as technology debt, rigid business models, outdated user experiences, incumbent processes, skill gaps, and in many cases (sadly), a lack of strategic vision. This dynamic session used interactive group discussion, frameworks, lessons learned, best practices, metrics, and business model case studies to help participants address these challenges at their organization. KEY TAKE-AWAYS:

• Insight into the most common patterns of organizational change and maturity that occur when monetizing in new technology spaces

• Lessons learned from organizations that have failed at implementing technology innovation initiatives and corresponding business models

• An organizational alignment blueprint that includes best practices for monetizing product and service offerings in new and adjacent markets

OVERVIEW

• The world is turning digital • Digitization is becoming table stakes • Fast is the new big. It is no longer about the big fish eating the small fish, it is

about the fast fish eating the slow fish • Forward-looking organizations disrupt traditional business structures

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• Stagnant organizations become historical case studies o 70% of change programs fail in large organizations o Leaders tend to make changes based on experience; many leaders today

don’t have the experience necessary to take their organization in a new direction, and this lack of knowledge results in unconscious learning that ultimately drives risk averse behavior

• Innovation is a strategic decision • Think big, start small • Embrace the emerging digital ecosystem

Group exercise #1: Top challenges companies face when monetizing in new technology spaces Introduction: In a June 2016 Fortune survey, all CEOs in the Fortune 500 were asked, “What is your company’s greatest challenge?” What was the top answer? Here are the top three:

1. The rapid pace of technological evolution 2. Increased regulation 3. Cybersecurity

The half-life of a company entering the Fortune 500 list has decreased from 40 in 1955 to 15 in 1995. The rate of technology evolution has skyrocketed. As we’ve stated earlier, fast is the new big, but changing quickly is fraught with problems. DISCUSSION QUESTIONS:

1. What are the top challenges that companies face when monetizing in new technology spaces?

2. To what extent are internal challenges (such as gaps in skill, organizational misalignment, lack of strategic clarity, lack of industry expertise) more or less difficult than external challenges (such as investor relations, market credibility, business model, supply chain dynamics, customer acceptance)?

3. How does the motivation for change (revenue growth, expense reduction, competitive positioning) and the maturity of the organization (small versus young, large versus old) affect what challenges the organization will face?


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Group exercise #2: Creative solutions for maximizing the chances of success Introduction: If we look at the time it takes for a new technology to reach 50 million customers, we find:

• Telephone - 75 years • Television - 13 years • Facebook - 3 years, 8 months • Whatsapp - 15 months • Angry Birds - 35 days • Pokemon Go - 19 days

Although monetizing in new technology spaces is difficult, there are companies that are making it happen. GE, John Deere, Uber, Netflix, Air BnB. DISCUSSION QUESTIONS:

1. What are best practices for solving the problems that have been stated? 2. Are there standard processes or frameworks that an organization can use as a

guide for monetizing in a new technology space or adjacent market? 3. What metrics and measurements are useful in showing early warning signs that

an innovation program is either in trouble or on the path to success? Group exercise #3: Practical takeaways for implementing insights upon return to the office Introduction: Based on research by John Kotter, organizations that are faced with a change initiative always have 8-15% strong resistors, 8-15% champions, and the remainder is what we might call bystanders. And we know that fear always trumps opportunity when presented side by side. So, in this final section, we’ll discuss how to implement practical takeaways upon return to the office. DISCUSSION QUESTIONS:

1. Explain how the monetization of new technology spaces applies to your company and devise a strategy to approach the challenges you identified.

2. What internal barriers will you face as you enact your strategy?


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3. What can you do to foster your personal support network (inside or outside your organization) of people and groups that can help you navigate the challenges we’ve identified today?

ACTION ITEM Implement:

1. Clarity and executive sponsorship of corporate vision 2. Organizational alignment around corporate objectives 3. High cross-departmental participation and preparedness 4. Mature understanding of competitive differentiators 5. Robust business model influenced by customer buying behaviors

FINAL THOUGHT Organizations that are able to get aligned around a clear vision, facilitate cross-functional collaboration, focus on competitive differentiating activities, deploy low-friction business models, develop cultures that adapt and change quickly, and seek early and frequent market feedback on product ideas are best suited to successfully monetize in a new technology space. What organizations need is people who can think critically, challenge the status quo, and provide pragmatic solutions to the challenges that we’ve identified here today. Change is hard for people. Organizations are made of people. And so it’s difficult for organizations to change. The answer to the challenges we have here today have less to do with process and tools and are more about the people. As we might say, it is less about “doing,” and more about “being.” Be the change agent that your company needs you to be.


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______________________________________________________________________ IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 14: Scenario Planning: The Intersection of Innovation and the Strategic Horizon FACILITATOR Erik Glitman, Chief Executive Officer, Fletcher/CSI, LLC LinkedIn Profile TIME Tuesday, September 13, 2016 at 11:40am _____________________________________________________________________ SESSION ABSTRACT Deciding between innovation pathways and strategic options is too significant to be left to intuition. Scenario Planning puts intuition into context and allows companies to determine which innovations and strategies are most likely to succeed in a range of possible futures. An effective Scenario Planning workshop delivers strategic guidance by clearly connecting market and competitive insights to the decisions executives need to make when evaluating innovation pathways, developing strategies, and assessing planned investments. The key to a Scenario Planning workshop is knowing what analysis and strategy tools to use and when to use them. This interactive session immersed participants in the tools, methods, analyses, and presentation skills needed to be proficient in the use of these tools. KEY TAKE-AWAYS:

• A familiarity with frameworks for driving strategic and tactical actions using Scenario Planning exercises that will clearly add value to the business

• A guide to identifying and presenting the key strategic and tactical insights gained through the Scenario planning sessions and link those insights to strategic actions

• Insight on methods used to garner support for and present your insights, analysis and recommendations for actions or responses to leadership

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• Best practices for building strategies that drive innovation and are based on variety of potential futures and are robust enough to work in multiple future scenarios

OVERVIEW Scenario Planning is an open-end solution strategy to facilitate long-term plans. It is a dynamic tool that can be used to drive innovation. By a show of hands, 50% of the audience was already doing scenario planning. In Scenario Planning, we take a certain trend of interest, and extend to the future using three different scenarios:

1. High probability, low impact 2. Low probability, high impact 3. Normal, things continue the way they are with no changes

Then, we determine the best, common strategy that works across all the three scenarios. Once we know the trajectory, let’s identify what sort of innovations need to occur for this to happen. We’ll also further refine our plan after considering competitor actions. BREAK OUT SESSION In this session, we have three different kitchenware companies for our scenario, and the participants have been grouped into three different tables accordingly:

1. A low end, mass market, low margin, made in China. 2. A high end, luxury manufacturer, featuring multi-layer pans, made in US. 3. A middle of the road company that most people buy from, with facilities in US,

Asia, and Europe. The key trend we are looking at is the world of 3D printing

• Used to be called rapid prototyping before • Now used to create jet parts, prosthetics, and implants • Costs are going down, and prices are going down • It’s pervasive, UPS has 3D printers and can custom print parts for customers

Assumptions:

• Material types are increasing: ceramics, metals, plastics


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• Capable of doing multiple materials per layer • Cost of shipping is going up, containers coming from China have gone up triple in

price • There are new recycling efforts • Populations are demanding local, customized, personalized products

What does your scenario look like? TAKE-AWAY

• A familiarity with frameworks for driving strategic and tactical actions using Scenario Planning exercises that will clearly add value to the business

• A guide to identifying and presenting the key strategic and tactical insights gained through the Scenario planning sessions and link those insights to strategic actions Insight on methods used to garner support for and present your insights, analysis and recommendations for actions or responses to leadership

• Best practices for building strategies that drive innovation and are based on variety of potential futures and are robust enough to work in multiple future scenarios

IMPLEMENTATION GUIDELINES In Scenario Planning, Step 1 is setting the stage itself:

• What are the key trends today? • What does the current market look like? • What is the development trajectory today and what is it going forward? • What is it going to look like next year and beyond? • Consider more and more things are getting connected to the internet

Step 2 is to think about what are things going to look like in 5 years or 10 years? To facilitate this phase, we apply and build out the scenario using STEEP:

• SOCIETY o Analyze the socio-economic environment of its market via elements like

customer demographics, cultural limitations, lifestyle attitude, and education.

o Example: Fewer people cook at home


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Kitchen is a showcase • TECHNOLOGY

o Assess how technology can positively and negatively impacts the introduction of your product or service.

o Example: Cooking technology requires fewer steps Custom made items are more complex

• ECONOMICS o Examine economic impacts such as inflation, interest rates, economic

growth, unemployment, and business cycles o Example:

Cost of custom made items dropping • ENVIRONMENT

o Consider the present-day situation of physical and biological environments that you face

o Example: More desire for locally sourced items

• POLITICS o Assess how government regulations and legal factors affect the business

environment and trade markets o Example:

New trade tariffs adding costs to imports Food supports (SNAP) favoring raw ingredients

For the last step, we use the strategy diamond:

• ARENAS o Where will we be active? o What product categories, channels, market segments, geographies? o What core technologies? o What value-creation strategies?

• STAGING & PACING o What will be our speed and sequence of our moves?

• VEHICLES o How will we get there? o Internal development, joint ventures, licensing, acquisitions?


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• DIFFERENTIATORS o How will we win? o Image, customization, price, styling, reliability, speed to market?

• ECONOMIC LOGIC o How will we make money? o Lowest cost through scale, scope? o Premium prices dues to service, proprietary features?

BEST PRACTICE When discussing possibilities, it’s easy to get lost in the debating the details, Get back up and look at the big picture; that is what strategy is! BREAK OUT DISCUSSION:

• Low End o Sees their market as shrinking o Shipping costs going up, lowering margins o Will need to compete against local 3D printing o Need to upmarket, establish a new brand o Wants to see what competitors think before finalizing a plan

• High End

o Says cooking is trendy, spans both genders o Technology increases ease of use, maintenance, connectivity o Each tool is multifunctional o Costs are dropping, people have more disposable income due to having

no children o They are good for the environment, locally sourced, help people to cook at

home, a US brand, a US company o Would partner with high end home / kitchen developers to better integrate

products o Would seek to be the trend setter o Would expand market by dropping to toward the mass market – the upper-

mass market – to capture the aspirational consumer

• Mid-market o Sees fewer people cooking at home o People are wanting multifunctional utensils


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o A trend in communal kitchens resulting in less demand for utensils o People will 3D print their own utensils o Would like to be a platform where consumers can share their designs o The new materials, and UPS local 3D printing is attractive to consumers o Need to make sure the recycling is there, because people are printing

more and more

Now that you have identified the environment and how things will look, let’s move on to: 1. What will your company look like? 2. How can you compete? 3. How will you get there? 4. How fast are you going to get there? 5. What makes you different from the competition? 6. Why will someone pick you over someone else? 7. How will you make money?

For these questions, we will use the Strategy Diamond to assess, how you will beat the other players. As a best practice, I recommend starting with the Arenas. BREAK OUT DISCUSSION

• Mid-market o Going to focus on everything without a plug, because we don’t anticipate

3D printing of electronics o Going to sell directly to consumers o Use existing network of retailers as a showroom o Focus on urban and suburban markets, not the rural o Focus on design, on partnerships, not so much in-house o Partner with 3D printers, raw materials o Differentiate by creating guidelines for 3D printing o Will make money by being a platform provider

• High End

o Will target younger couples who have more income o Collaborate with high end builders to match the look of the kitchen and

ensure product mesh nicely o Focus on high end, trend setters, leading the design o Will have their own website to demonstrate how their tools are used


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o Get celebrity chef endorsements for marketing o Will retain high margins due to perceived value o Use 3D printing to keep little to no inventory o Wants smart kitchenware with multi-functions, and low maintenance

• Wants to 3D print titanium cookware as a differentiator Low End

o Could not discuss due to time constraints ACTION ITEM Do a Scenario Planning and Strategy Diamond for your area

• Get ideas • Use to challenge others • Develop stronger strategies

FINAL THOUGHT The discussions identified some of the quick outcomes we can get with Scenario Planning. After running through this exercise, you may find out that you need to:

• Change the distribution model • Change the manufacturing model

If you are going to innovate, you need to get input from users, and partners. If they had more time they would have had each table further challenge the ideas of other tables.


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______________________________________________________________________ IMPLEMENTATION EXCELLENCE THINK TANKS – Think Tank 15: Disrupting Your Leadership Style FACILITATOR Daniel Kimble, Chief Executive Officer, Resonance Executive Coaching LinkedIn Profile TIME Tuesday, September 13, 2016 at 11:40am _____________________________________________________________________ SESSION ABSTRACT Approximately 70% of employees who quit do so because of dissatisfaction with their immediate boss. At the same time, 86% of business leaders report that leadership is urgent or important, while only 13% report doing an excellent job of developing their leaders. There is clearly a huge gap in leadership importance versus leadership effectiveness in today’s high paced business world. It all comes down to the leadership style of you and your organization. This interactive discussion helped participants uncover their current leadership abilities and those of their team, and discuss the costs and benefits of really moving the needle on your leadership capabilities by disrupting your leadership style. KEY TAKE-AWAYS

• An assessment of your leadership style, your organization's leadership style, and the costs and benefits associated with it

• An understanding of creative mindset versus reactive mindset, and how a creative mindset drives better business results Insight into your opportunities for growth are individually and as a company

• An immediately actionable personal to-do list of how you can be a better leader OVERVIEW Every leader goes through an evolution in their leadership style and skills. Leaders can drive better business results by showing up in a way that empowers, inspires and motivates people to be their best. Yet leaders have to traverse an often steep learning curve when it comes to learning how to lead in the most effective manner. Leadership

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is very much an inside game. With more experience, introspection and training comes a more inspiring leader, one who is much more consistently coming from a proactive and creative leadership mindset versus the much more common reactive mindset. TAKE-AWAY

• The common perception is that vulnerability shows weakness, yet vulnerability can actually draw people in and give them more reason to trust you when they see you as a fallible human being just like they are

• Leadership starts at the top, and everyone in the organization needs to be bought in and evangelizing the vision because they believe it so strongly

• Communication is key, over-communicate rather than under-communicate • Leaders need to be better at managing in all directions: upwards, sideways and

below them IMPLEMENTATION GUIDELINES

• Don’t try to boil the ocean, take tangible, achievable steps toward evolving your leadership style and skills

• Leadership is an inside game, improve your mindset one step at a time • Practice meditation and mindfulness • Take a breath before responding to a difficult situation • Invest in your leadership by coaching your direct reports

BEST PRACTICE

• Look inside – how good an example are you setting with your behavior, choices, and communication?

• How often are you taking time out of your day for the critical strategic thinking about your organization, your leadership and how your team can perform even better?

• Consciously approach each relationship in a way that recognizes everyone’s strengths and weaknesses, rather than a one size fits all approach to leading

• Develop a clear vision of where you’re taking your organization and break it down into tangible achievable steps that you actively enroll everyone in

ACTION ITEM

• Everyone in the session spent some reflecting on their own personal action items for leadership development, and were asked to write down a tangible and


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actionable list • Action items included:

o Insist on a clear agenda in all meetings o Show more of my personal side, that’s a part of how we connect with

people o Ask others more about their personal lives o Do better at managing downward by coaching direct reports, and co-

creating their development plans o Be the change I want to see in my organization o Be more candid and open in all conversations, especially managing

upwards FINAL THOUGHT Leadership is a crucial piece of organizational success and bottom line business results. Those who lead most effectively are the leaders that have evolved their own leadership style and skills to the point where they are consistently inspiring others through the way that they communicate, tell stories, ask questions, and emotionally connect with everyone around them. Leadership is a never ending inside game. What are you doing on a daily basis to continually evolve, disrupt and grow your leadership ability?


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______________________________________________________________________ CELEBRATING EXCELLENCE The Legends of Silicon Valley Forum and Networking Luncheon HONOREE William H. Draper III, Co-Chair, Draper Richards Kaplan Foundation TIME Tuesday, September 13, 2016 at 12:55pm _____________________________________________________________________ The GIL event participants honored the 2016 Legend of Silicon Valley, presenting an opportunity to hear from a true visionary who has shaped the future of Silicon Valley and growth, innovation and leadership. William H. Draper III is one of the West Coast's first venture capitalists and is currently co-chair of the Draper Richard Kaplan Foundation. The Foundation believes that with early funding and rigorous support, exceptional leaders, tackling some of society's most complex problems, can make the world a better place. The Foundation is now launching their third fund of $65 million to support the next generation of 100 social enterprises that can change the world. Mr. Draper is a recipient of Silicon Valley Fast 50 Lifetime Achievement Award and was inducted into the Dow Jones Venture Capital Hall of Fame. Industry leaders and practitioners hosted a menu of luncheon discussions on pertinent industry issues. OVERVIEW William H. Draper: “We were the first venture capital company.” You’ve got to mix business guys with these wonderful engineers that come out of Stanford. The essence of what he did was to introduce Hewlett to Packard. He left Draper to start his own ventures. He found that there was so much to do and so little time that we would get the word out where we were. My partner and I each rented a blue Pontiac. And we looked at orchards and looked for barns. We’re in venture capital. What’s that? Let me explain it to your president. We invest money in your company.


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Questions and Answers: What types of companies did you talk to then? My first company was Gorman Farnsworth. What is a defibrillator? I asked. Lie down and show me. I said no, I get it, that’s the first one in the world. We did a lot of intel chips. We backed some of these companies, like disk drive companies. A number of early companies, all around this new technology made out of silicon. That’s why we’re called Silicon Valley. What do you look for in entrepreneurs? I want to look in on men or women and really know what they are doing. Do they know the territory? What research have they done to understand where they are going? I look for energy and education. Would I want to work for this person? Are they the kind of person that inspires you? Will they take you down the road to victory? You want someone who has some imagination—some vision. Not a second version of what’s out there. You want a visionary but not too impossible to follow. There’s a practical side and a visionary side. Not everyone has this. You want the personality that will attract a balanced team. Lots of hotshot engineers that want to start a business. Where does this money go? You want to make sure this person understands that building a team is very important. And then you want a person who has some willingness to share the spoils. If they want to keep 90 percent and give 10 percent away, that’s not good. What’s your favorite company/entrepreneur? Social entrepreneurs. A favorite is Little Kids Rock. A man started it for schools. It is a music program. The creator shopped it around and now he’s in 500 schools. He got a fourth-grade and sixth grade teacher. You learn how to play in a band, play a horn or violin. We would supply all the instruments to this coach or teacher and he would distribute it to kids. If the kids stay with it all year, they could keep their instruments. It’s just blossomed.


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You invested in India 20 years ago. What gave you that crazy idea? I was in the venture capital business for about 20 years and went to Washington to run a bank for Reagan and the United Nations World Bank program, which lends money to large bridges and dams and buildings. It helps to fund nurses training programs and teachers’ coaching, economic programs that help steer governments into a more private sectored direction. I love that job in the U.N. When I came back to Silicon Valley, I met a young lady. I learned that Asia was growing so rapidly. There was no venture capital. Come to Stanford. There’s a gal that will give a report. We knew we would go to Asia, but didn’t know where. We looked at China, Vietnam, a variety of Asian countries. We decided with India because they spoke English. We set up shop in Bangalore, Mombai and Bombay. We made a lot of money. After the money, then we said give some back. That’s how we started the foundation. I look for energy, dedication, intelligence. What can we do in this space to help you? Buy my stock. The Startup Game is my book. Sponsor innovation. Get things going. Start with variety. Think bigger. If you try to do things well and it works that would be fantastic. My foundation does at least 100 things. I think we need to do 1,000 things. The more we do, the better. Life is short, but you can do a lot in it. Have I really done enough? You want to leverage other people’s time. TAKE-AWAY

• Opposite attracts – you really want to have that balance in your team • Invest with people that you can look in the eye and trust


• Hire a leader with a practical side and a visionary side • Look for a leader who has energy, dedication, intelligence • Hire a leader who can inspire a team


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BEST PRACTICE • Ask, have I really done enough?

ACTION ITEM

• Put together a balanced team FINAL THOUGHT William H. Draper III is an “old-school” venture capitalist. He began in the Silicon Valley when farmlands were still plentiful. He believes in hard work. He credits his success to knowing people. Equity is important to him. He believes that everyone on the team should benefit from a transaction, not just the leader. He thinks everyone should think big and try to accomplish more than what they’ve set out to do.


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______________________________________________________________________ INSIGHTS FROM CISCO Igniting a Startup Culture with Co-Innovation Inside and Out PRESENTER Alex Goryachev, Senior Director, Corporate Strategy and Innovation Group, Cisco Systems LinkedIn Profile TIME Tuesday, September 13, 2016 at 2:15pm _____________________________________________________________________ SESSION ABSTRACT No company – no matter how big or established -- can dominate innovation by itself anymore because of the hyper-accelerated pace and complexity of change. Mass disruption of industries and business models are the new and chaotic normal in this era of mass digitization. Today, it’s imperative that companies co-innovate customer solutions to keep up and succeed at a time when unforeseen competition can come from anywhere, any time. At Cisco, the most valuable co-innovation comes from synergies realized by two vital and interdependent sources: external startups, partners or even customers, and the entrepreneurial talent already inside the organization. KEY TAKE-AWAYS

• Success factors in developing a dynamic external ecosystem of innovation partners, including accelerators, incubators, startups, entrepreneurs, and application developers

• Insight on igniting a startup culture within by unleashing the full potential and passion of employee talent

• Proven ways to synergize both external and internal co-innovation experiences to become more competitive, retain and attract top talent, and to shape the workforce of the future

Alex Goryachev: Our company was founded 30 years ago. It was two cables and a desire to connect. Large companies are made for scale. Some companies missed out—the companies that died. Listening to employees, customer and market trends is best.

https://www.linkedin.com/in/alexgoryachev?authType=OPENLINK&authToken=UsX9&locale=en_US&srchid=288810681477661487523&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661487523%2CVSRPtargetId%3A7290005%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK


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In 2020, most of the Fortune 500 companies will be gone. What’s driving that is a shift in consumer behavior. We’re seeing new business models everywhere. The pace of change in increasing, and there are new business models, like UBER, LYFT, AirBnb, Amazon, Prosper, and LiquidSpace. Amazon transformed the book market, then electronics, and how we buy things, now they have retail pop-ups. It doesn’t cost a lot of money to start a business. There are way more businesses starting up than 10 years ago Disrupt or be disrupted:

• The speed of innovation is accelerating • Ideas can come from anywhere • If we don’t act, our employees will leave and act on their own • If we don’t act, our employees will leave and act on their own • Competitive landscape shifts constantly • Leaders are confused • It’s a challenging environment • Talent is essential • Focus on the innovators not the innovation

TAKE-AWAY Lending has changed. People are no longer buying storage or infrastructure. Now, with technology, you can start a business anywhere. It’s a low entry point. Or you can crowdsource a business. Every day we wake up in a different world. We don’t know who our competitors are. There are more consumers because of globalization. We’re noticing everything is super-fast. Our employees leave and start their own businesses. Our competitors go in and out of business every day. In the past we had dominant players we would compete with. Now there are small companies are chipping away at our wallet. We are now competing with hundreds of companies. This causes so much confusion. Everything is changing. This is the new normal. What is the solution? Think like a startup! We establish pockets of startups within the company so we can move faster. Everyone has a common purpose. When people are highly engaged and focused they can sometimes change the world.


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Cisco Innovation Strategy Traditionally we were building stuff. We were selling to customers. Now, we buy companies for three reasons:

1. We like the team 2. Intellectual property 3. Route to market/relationships

When we buy a company, we hope that we acquire all three of the above. We move into partner mode. Today we think of partnership as a model. We are investing in our partner companies. Right now we are accelerating. You get to work with startups. As we discover startups, we don’t want to acquire them. We want them to develop on top of Cisco. It can be a university too. We have shifted from building to a solutions world where we partner with many people. Cisco Innovation Centers Our goal is to get an idea, customer, or startup and see if we can partner with them. We’ll make money, we are quick to monetize. We have 9 of these centers. They are all over the world. The goal is to create a strategic presence. There are 5 – 10 people in these centers. Innovating with Employees In the past, there was no way to innovate outside the box, which led to many silos. We put together a program that’s structured. We work with our employees. We give them themes to innovate. We give them resources and tools. Time off to implement their ideas. The goal is to give everyone a role in innovation. How do you get everyone aligned to innovation? Angel personas are important. We’re building a role for coaches, mentors, judges etc. We want them to focus on the business outcome. If we think about drones, focus their ideas on this area. We encourage people to form teams. The goal is to get people thinking about their daily jobs. We follow a structured process and it has been successful: 52 percent participated—in a company of 30,000 people. We gave them $1,000 for innovative projects. At first, there was a lot of resistance from managers. It’s going in the right direction. There are opportunities to work with like-minded people.


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One catch: you cannot innovate within your day job. Not a rewards and recognition program. We have spent $1 million dollars so far. TAKE-AWAY

• Listen to employees, customer and market trends • Create an entrepreneurial environment within your organization • You are now competing with hundreds of companies


• Diversify the silos (engineers with engineers, marketing with marketing) • Listen to employees as much as you do customers • Be aware that consumers are way more savvy than in the past

BEST PRACTICE

• Innovate with your employees • Give all employees a role in innovation • Offer a cash reward

ACTION ITEM

• Be thoughtful with your employees, they have good ideas • Understand that the price of entry to the marketplace is inexpensive, so your

competitors can come from anywhere • Listen to your employees

FINAL THOUGHT Every day we wake up in a different world. We don’t know who our competitors are. To stay ahead of the curve, Cisco has implemented an internal entrepreneurship program for their employees. Their participation rate of 52 percent of 30,000 employees was a huge surprise to this 30-year old.


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____________________________________________________________________ INNOVATION CULTURE Leveraging the Unique Capabilities and Mindsets of the Fortune 1000 and the Disruptive Startup MODERATOR Alex Goryachev, Senior Director, Corporate Strategy and Innovation Group, Cisco Systems LinkedIn Profile PANELISTS Ravi Belani, Managing Director, Alchemist Accelerator, Faculty, Fenwick & West Educator of Entrepreneurship, Stanford University LinkedIn Profile Lara Druyan, Managing Director, Head of West Coast Innovation Lab, RBC LinkedIn Profile Joshua Halpern, Director, eCommerce Innovation Lab, U.S. Department of Commerce LinkedIn Profile Michele McConomy, Senior Vice President and General Manager, Corporate Innovation Services, Rocketspace Inc. LinkedIn Profile Raj Rao, Vice President, Digital Business Model Innovation, 3M LinkedIn Profile Rachel Taylor, Vice President, Operations, Rocana LinkedIn Profile TIME Tuesday, September 13, 2016 at 2:45pm _____________________________________________________________________

https://www.linkedin.com/in/alexgoryachev?authType=OPENLINK&authToken=UsX9&locale=en_US&srchid=288810681477661611277&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661611277%2CVSRPtargetId%3A7290005%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK

https://www.linkedin.com/in/ravibelani?authType=NAME_SEARCH&authToken=VFr4&locale=en_US&srchid=288810681477661662238&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661662238%2CVSRPtargetId%3A910118%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/laradruyan?authType=NAME_SEARCH&authToken=DQgW&locale=en_US&srchid=288810681477661706642&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661706642%2CVSRPtargetId%3A4937%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/jshalpern?authType=NAME_SEARCH&authToken=bJLW&locale=en_US&srchid=288810681477661757976&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661757976%2CVSRPtargetId%3A4505293%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH%20

https://www.linkedin.com/in/michelemcconomy?authType=OPENLINK&authToken=kWUt&locale=en_US&srchid=288810681477661806704&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661806704%2CVSRPtargetId%3A18578161%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK

https://www.linkedin.com/in/rajendrarao?authType=NAME_SEARCH&authToken=RWuU&locale=en_US&srchid=288810681477661867509&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661867509%2CVSRPtargetId%3A2386621%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/racheltaylor?authType=OPENLINK&authToken=RylT&locale=en_US&srchid=288810681477661911469&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477661911469%2CVSRPtargetId%3A2438569%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK


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SESSION ABSTRACT How do traditional companies and startups capitalize on their synergies to successfully drive innovation and growth? Navigating the corporate culture nuances is key to igniting nimbleness in established companies and disciplined, scaled growth in startups. Understanding the expectations of a new generation of innovators and a genuine understanding of their motivators is a make or break success factor in working together and building a sustainable relationship. KEY TAKE-AWAYS

• Insight into today's startups and disruptors: How do they view their ecosystems, and where do they expect to work with industries outside their own

• Perspectives on why startups appeal to corporate executives and how large, entrenched companies can transform to ensure they do not get disrupted in the new talent landscape

• Key findings in what startups need to understand about the workings of large enterprises

• A guide to what traits of each are the most relevant and complementary to leverage to increase the value of the synergy g Action steps for bringing a deal to life

Moderator Alex Goryachev, Senior Director, Corporate Strategy and Innovation Group, Cisco Systems, began the panel discussion with the following question: What is innovation to you? Rachel Taylor: Innovation is equivalent to culture. Most of the companies I’ve been at in the last 15 years, the companies have been innately innovative. It’s the ability to see a problem in a different way. Raj Rao: [I believe] in the “Follow the smokestacks” model that was created in 1923. The philosophy is that the source of innovation should come from the customer. For instance, [if there is[ something that the customer is trying to get as the outcome but they are not efficient in doing it. In Silicon Valley, you need to not have culture, but what you’re doing also needs to be in demand.


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Michele McConomy: Innovation succeeds in startups and struggles in large companies because the permissions sometimes feel like they are not there. Corporations are trying to change the game and allow their employees to innovate. Joshua Halpern: You have to be multidisciplinary, and be able to buy in. The farther people get away from headquarters, the more innovative they are. We have a very innovative culture in our company, but we have had to find a way to get people to buy-in. There’s innovation in this very process. Lara Druyan: It’s a continuum and the willingness to take risks It’s a question of where you stand in that continuum. What kind of steps do you have to take? Put yourself in the steps of the chief idea killer. Ravi Belani: Notion of customer relevance. Henry Ford: If I listened to my customers, I would have built a faster horse. Use customers to identify needs and use technology to achieve that. There have been companies with highly trained leaders making new markets such as Amazon and Apple. Amazon went from a bookstore to a cloud computing company and sales Apple is not just about phones. It starts with culture and setting up the right infrastructure and really making the scale and reinventing it again. Every corporation want to be more like a startup. Do you think it’s a trend or is it real? What is driving the need for companies to partner with startups? Lara: Disruption has been here for a while. Every industry is at risk, so they must think of themselves as an engine for startups. Without a method to work with startups, your company can be dead within 5 years. Need a true strategy to engage with startups. 80% of your pipeline should be looking beyond your walls. It is imperative for companies to think of themselves a platform going forward. Raj: The reality of startup culture is certain restraints. How can large corporations behave like startups? What does it actually mean? Startups are a social endeavor. It’s like learning a new language. Corporations have to understand that it’s like learning a new language. Breaking down and creating new metrics to measure risk-taking. We want all those outcomes, yet we don’t know how to behave. It’s about who we put in there. What the expectations are.


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Ravi: I don’t think it’s a fad, but a secular trend that is driven by greed. There is the S-wave. Stanford’s B school is composed of faculty from other schools that has taken over the school. From the alchemist perspective, we have one more corporation that is becoming interested. The turnover of Fortune 500 companies is increasing. We see start-ups becoming huge brands within a small period of time. Rachel: Understanding your customers, and what you are actually trying to solve for your customer. One of the big differences between startups and corporations is the energy and the passion. There is passion about doing something new and getting the permission to be passionate. People were passionate about doing the right things. The synergy and energy funnels into what they are doing. This is harder to re-create in a big company. How do you maintain that? Is a startup setup possible in a large company? Rachel: I’ve tried this in a large company and it failed within 9 months. Joshua: You get excited about your idea being used, and not so much only about the paycheck. To have innovation, do you have to isolate the innovative unit in order to thrive or you need to have the whole company buy in? How do you manage that? Michele: Corporations have to recognize the change in the workplace. It’s about creating an ecosystem that will help propel those startups and companies forward. Corporations have to think about how they can attract the best talent to them. It’s about getting in the work shared spaces. Innovation can thrive when you get talent that can work in different places. Ravi: At Amazon and Apple, the CEOs were the boundaries. They were able to cut through the corporate setup. Can you create a way of not getting locked in the bureaucracy? There are corporations that are running accelerator programs that have done successful internal startups. Think about how you can make quick decisions. Lara: Think about how you compensate people to keep people there. You cannot decouple compensation from behavior. What advice would you give to large companies and the focus areas for them? Ravi: Have a streamlined process alone will draw startups to your door because that is what the startups needs. Adapt your processes to help startups succeed.


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Lara: Streamlining and procurement is a big deal. Be intentional with what you are looking for. Rachel: Partner with sales team and collaborate. Raj: Where we fail is when we invest in startups and expect them to direct their success towards us. We need to create a joint funding, a project funding, so they can dedicate resources to us. Try to separate the two. Need to be prescriptive about the process. Find the balance on operating on funding and equity. Rachel: We want access to the customers. Raj: We have to be more deliberate in choosing those leaders. Joshua: Guarantee that you will protect their environment. TAKE-AWAY

• Innovation is equivalent to culture • The source of innovation should come from the customer • Innovation succeeds in startups but less so in companies where it often feels like

the “permission” is not there • Be multi-disciplinary • Innovation is a continuum and the willingness to take risks • Every industry is at risk, so they must think of themselves as an engine for

startups • Understand your customers, and what you are actually trying to solve for them • Creating a startup environment in a company is difficult but possible

IMPLEMENTATION GUIDELINES • Be intentional with what you are looking for • Partner with teams • Be more deliberate with choosing leaders

BEST PRACTICE • Protect the environment of a startup if you are a large company


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ACTION ITEM

• Create a streamlined process and adapt your processes to help startups succeed

FINAL THOUGHT Traditional companies and start-ups can capitalize on their synergies to successfully drive innovation and growth by being intentional on their processes and infrastructure. Companies have to learn and understand how startups behave and work so that a joint effort is sustainable.


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______________________________________________________________________ DISRUPTIVE INNOVATORS Spotlight On Companies to Action Mike Stanley, Chief Executive Officer, Transit X LinkedIn Profile Davide Vigano, Chief Executive Officer and Co-Founder, Sensoria, Inc. LinkedIn Profile Visioning the Garment is the Computer® - smart garments and IoE wearable solutions that improve people’s lives Trevor Cornwell, Founder and Chief Executive Officer, appbackr inc. LinkedIn Profile Pioneering artificial intelligence for your phone, delivering better content, personalized for you Kevin Leary, Founder, PowerHydrant LinkedIn Profile Delivering autonomous fast charging for autonomous vehicles and intelligent eMobility John Pizzi, Chief Executive Officer, BaseVenture LinkedIn Profile Simplifying and automating fund management and administration for the more than 40,000 small & medium sized private funds in North America DATE Tuesday, September 13, 2016 at 3:30pm _____________________________________________________________________ SESSION ABSTRACT If you are looking for transformational growth strategy ideas…this is the session where you may find some! We’ve invited some companies who are amazing catalysts to detail the action they are looking to spark with you, whether investment, partnering, technology licensing, or other creative ways to ignite innovation.

https://www.linkedin.com/in/mikestanleymit?authType=NAME_SEARCH&authToken=44IH&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A898742%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477662205139%2Ctas%3AMike%20Stanley

https://www.linkedin.com/in/dvigano?authType=NAME_SEARCH&authToken=VkmS&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A67638181%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477662290499%2Ctas%3ADavide%20Vigano

https://www.linkedin.com/in/trevorcornwell?authType=NAME_SEARCH&authToken=g8Yx&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A16824582%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477662058883%2Ctas%3ATrevor%20Cornwell%2C%20

https://www.linkedin.com/in/powerhydrant?authType=OPENLINK&authToken=pxna&locale=en_US&srchid=288810681477662102034&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477662102034%2CVSRPtargetId%3A3892416%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3AOPENLINK

https://www.linkedin.com/in/johnpizzi?authType=NAME_SEARCH&authToken=iA-h&locale=en_US&srchid=288810681477662154626&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477662154626%2CVSRPtargetId%3A1403280%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH%20


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KEY TAKE-AWAYS • A variety of entrepreneurs discussed how they are disrupting business as usual.

Please see below for inspiring highlights and details from their presentations and discussions

Transit X

• Transit X features ultra-light personal monorail pods that carry 4-5 people • It runs under an elevated thin rail • It has the capacity of a 12 lane highway • Silicon Valley car free in 15 years • We will have a demo, in a shipping container, so people can experience it • We are not asking for public funding, we will bring in financing from a green bond • What would you like to learn from our audience?

o Interested in talking about solar panels, carbon fiber vehicles, politicians • How to scale up to 10,000 miles of rail per year?

o The US did it about a 100 years ago, we can do it again Sensoria, Inc.

• There are so many wearables out there, how will we compete? • People do the same things every day, why change? • Technology can be seamless, invisible • Example, Here is a sock - It has sensors built into the bottom • In 20 years, ski boots are smart, t-shirts are smart, it’s up to us to decide if we

want to wear them o What would you like from our audience? We are looking for partnerships

appbackr inc.

• appbackr provide analytics to Samsung, Intel, Barnes and Noble • How to be able to understand apps how to send the best apps to their customer • Search is the wrong paradigm for mobile • When you get somewhere you don’t want to stop and search • We us the signals from your phone, where you are – location, your calendar, to

get you relevant apps • Android app = SURF • What is your competition?


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o Competition is old behavior, it is old ways, looking for mobile info. We compete with search, and also apple and google

• Phone is a supercomputer, but we are not taking advantage of it • What is your greatest challenge?

o Distribution, it’s hard to get discovered o Partnerships are important. We want to get to 1M handsets. We want

partners PowerHydrant

• Power hydrant – autonomous vehicles need to be charged autonomously with robots

• Create the technology robot to fill up • What makes you different from other charging stations?

o Fully hands-free, fully autonomous, compete with wireless chargers – takes lots of wires to make a wireless charger. They can’t scale. We can scale

• The EV Charger company is an old boy network with old thinkers. PowerHydrant will replace a lot of them

• What help do you need from our audience? o We need partners, we have GE o Eventually we need funding, we are based in Boston

BaseVenture

• Our business is focused on financial services, venture funds, real estate funds, and hedge funds

• Normal people did not have access to. Instead of creating market places • We help to automate and simplify private funding • $7T business today, double from 5 years, double again in the next 5 years • How do you invest today? 15 years ago you might own stock • Get better returns, because funds are operating more efficiently

Epistema

• We build software for a science revolution • Because of big data, we can do things faster • Using the computer to identify who you should be collaborating with • What organizations should use this?


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o Large companies, financial institutions, government o Major Bank – who wants to look at different lines, and put it together in an

automatic way? • What are you looking for from our audience?

o We are looking for strategic partnerships and customers

FINAL THOUGHT Let the synergies begin!


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______________________________________________________________________ EXECUTIVE BULLETIN Customer Experience at the Heart of Disruption PRESENTER Catherine Salceda-Ileto, Asia Pacific Leader for Marketing & Public Relations, Sutherland Global Services and Board of Trustee, IT & Business Process Association (IBPAP) LinkedIn Profile TIME Tuesday, September 13, 2016 at 4:10pm ______________________________________________________________________ SESSION ABSTRACT In a fast-paced world that disrupts how we live, work, learn and experience, how do you differentiate your technology and sustain its growth? Customer experience connects you with the world, and you need the right team to build these connections and strengthen them. In the global IT-BPM space, the Philippines is in a unique position to cover all bases – customer relationship, middle office support and back end expertise. Having the right talent service your communities can accelerate growth in a world of competition. KEY TAKE-AWAYS

• Customer experience is at the heart of disruption; that human touch to connect your technology with the world could be your differentiator

• Insights on how important it is for brands to have the right kind of team and talent to sustain its growth in a world full of competition

• A case study: How the Philippines has connected the world through IT-BPM servicing different industries by producing the right kind of talent regardless of the need – healthcare information professional, contact center agent, software developer, project manager, animator, game developer and back office specialist – coupled with the right kind of attitude for the right kind of work, enabling brands to make ideas into realities

https://www.linkedin.com/in/catherine-ileto-apr-93890259?authType=NAME_SEARCH&authToken=M11-&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A208277180%2CauthType%3ANAME_SEARCH%2Cidx%3A1-1-1%2CtarId%3A1477662364866%2Ctas%3ACatherine%20Salceda-Ileto


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OVERVIEW Participants learned about the Philippines, where English is the number two language and there is an excellent, readily available workforce. Catherine discussed the merits of off-shoring and noted that there are additional low-cost workforce alternatives other than India or China. In addition, the Philippines is a country that goes beyond what’s expected. It’s part of the national DNA. There you will find digital transformation, automation, artificial intelligence, big data and analytics and the ability to help your organization forge excellent customer relationships. Plus the opportunity to have ideas communicated to the rest of the world. Introduction to the Philippines

• Consists of 7,107 islands, varying from large islands to small • English is the number two language, that brings everyone together • Country that goes beyond what is expected

Hottest technology investments

• Digital Transformation • Automation • Artificial Intelligence • Big Data and Analytics • New Delivery Models

IMPLEMENTATION GUIDELINES As your customer base increases, would you like to spend your time on customer relationships, or would you rather be around to invent the next big thing? Do you have a team for the next innovation? The Philippines can provide:

• Customer relationship management • Project management • An operations team • Creative support


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We can manage so that things are not going in seven different directions. This is what we are good at. We call it the front to back, top to bottom approach. In the Philippines, we live, learn, work, and experience. We have experience with all these organizations:

• American Express • Bayer • Chevron • Coca-Cola • Dell • Hewlett-Packard • J.P. Morgan • Wells Fargo • UnitedHealth Group

Accelerate to see what is new for the Philippines:

• Accelerate PH Future-Ready • Learn about new trends and industries • Get ready to accelerate into the future • October 28, 2016, Manila, Philippines • www.internationalitbpmsummit.com

FINAL THOUGHT Go imagine; go disrupt the world; we’ll take care of the rest.


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______________________________________________________________________ FINALE Future Lab: Powerful Transformational Growth Ideas to Take Away PRESENTER David Frigstad, Chairman, Frost & Sullivan LinkedIn Profile Jonathan Brill, Principal, Special Projects Agency LinkedIn Profile TIME Tuesday, September 13, 2016 at 4:25pm ______________________________________________________________________ SESSION ABSTRACT It's easy to come out of innovation events with glimpses into the future, but no coherent vision. The Future Lab is a high-impact interactive experience where the presenters stitched together the key findings that came out of GIL into one coherent story that can be shared with others. KEY TAKE-AWAYS Pulling the entire event together:

• Primary healthcare is moving out of the hospital and into the home • We are seeing the “return of the house call” but in a new way • Independence is gained with the ability to perform own medical therapy and

diagnostics • Wearable sensors give better control over health • Health care is becoming increasingly immersive, expressive, and responsive

o Some prefer teleconferencing with their doctor • All medical records are digitized, so less errors • Local wellness network might be UBER for doctors, and offer robo-care • Autonomous vehicles move staff from hospital to patient • The Health Garden enables hospice in the home

o Stores all health data that makes this lifestyle possible

https://www.linkedin.com/in/davidfrigstad?authType=NAME_SEARCH&authToken=Xq9o&locale=en_US&srchid=288810681477662420537&srchindex=1&srchtotal=1&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A288810681477662420537%2CVSRPtargetId%3A25299858%2CVSRPcmpt%3Aprimary%2CVSRPnm%3Atrue%2CauthType%3ANAME_SEARCH

https://www.linkedin.com/in/jonathan-brill-1068495?authType=NAME_SEARCH&authToken=0dXE&locale=en_US&trk=tyah&trkInfo=clickedVertical%3Amynetwork%2CclickedEntityId%3A17019222%2CauthType%3ANAME_SEARCH%2Cidx%3A1-3-3%2CtarId%3A1477662466871%2Ctas%3AJonathan%20Brill%2C%20


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• We will capture the epiphany the need, critical issues, we do this 22 times around the world

From the audience:

• Keep the continuity, connect with us • The people, company, and sessions were wonderful • Evolve from your typical conference to a year-long conversation what the vision

could be • Use the power of your skills to make the world a better place • We could have a member-driven organization on critical issues, research,

content, facilitation, web cast, dialogues with each other • As a startup, I’d like access to communicate with others. I enjoy this because I

have not been part of this collaboration

FINAL THOUGHT Remember and leverage all the powerful ideas and transformational take-aways from this dynamic event. Go forth and implement!

NOTE: Frost & Sullivan makes every effort to collect and ensure the quality of individual session chronicles; however, the summaries presented in the articles are the expert opinion of the writers and inclusion/exclusion of specific material is at the discretion of each speaker. While every effort is made, there is no guarantee that notes for each and every session will be submitted as requested.

4 BENEFIT FROM ALL SESSION SUMMARIES These are not transcripts, but actual summaries focused on key observations and take-aways, featuring tactics and strategies for immediate implementation.

4VIDEO ACCESS TOTHE EVENT KEYNOTES Watch and learnfrom the lessons shared by event keynote speakers—theseindustry experts present case studies, lessons learned and provideinvaluable thought leadership and inspiration for senior executives.

4TAKE THE EVENT HOME to your colleagues who were unable to attend—and you’ll have key questions and answers, best practices, tactics and strategies that worked—and those that didn’t—right at your fingertips!

4 THE ENTIRE EVENT is catalogued and searchable so you can find what you are looking for fast. Why waste valuable time looking when you could be learning?

4 STAY CONNECTED Take advantage of the ability to review all those great ideas you want to implement after the event and get info about expert presenters to follow up with. Grow your professional network and guarantee your own ROI for years to come.

4CAPTURETHE HIDDEN AGENDA Gauge where you are among your peers through on site surveys that identify industry benchmarks and question and answer sessions that go outside the pre-planned content.

4 SAVINGS As an event participant, you'll save up to $300.

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11th AnnualNew Product Innovation & Development:A Frost & Sullivan Executive MindXchangeJanuary 9 - 11, 2017 | La Jolla, CASan Diego Marriott La JollaEXECUTIVE AUDIENCE: The Innovation and Product Lifecycle Community

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These Chronicles discuss key insights and take-aways from Growth,Innovation and Leadership: Silicon Valley, a Frost & Sullivan event, heldSeptember 11-13, 2016, Hyatt Regency Santa Clara, California, USA.Frost & Sullivan makes every effort to ensure the quality of individualsession Chronicles; however, the summaries presented in the articlesare the expert opinion of the writers, and inclusion/exclusion of specificmaterial is at the discretion of each speaker. For more details, visitwww.frost.com/chronicles. Frost & Sullivan is not responsible for theloss of original context or the accuracy of the information presentedby the participating companies.

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THE GIL CHRONICLES TRANSFORMATIONAL GROWTH … · At GIL 2016: Silicon Valley, The Global Community of Growth, Innovation and Leadership, we brought together outstanding leaders,