Entrepreneurship & Innovation

Mohammad Anas Wahaj | 29 dec 2015

Although Business Intelligence (BI) and Big Data Analytics (BDA) are being successfully utilized for incremental innovation, but they are insufficient to provide breakthrough innovation, which is more challenging and requires uncovering latent needs, or even creating needs and meaning. Soren Petersen, author of the book 'Profit from Design', and Finn Birger Lie (Co-founder and Chairman of Northern Analytics AS), explains how combination of BDA and Small Data (SD) when integrated at the early stages of new product development process can create breakthrough innovation. The conventional design process includes steps that combine analysis and synthesis, prototyping, testing and learning to create unique and valuable insights. While more advanced design processes, like Design Thinking, include an element of design research or Design Science Research, to enable design teams gain better understanding of the current and future market, and technologies, leverage this knowledge, and then create roadmap that includes the concurrent building of new capabilities that assist them to design future offerings. Mr. Petersen says, 'Innovation is often ambiguous. The 'Market-Technology Risk Matrix' provides a useful mapping of new ventures and offerings according to their position in the market (Recognized Needs, Clarifying Needs and Realizing Needs) and their technology level (Current Technology, Applied New Technology and Development of New Technology). Different combinations of Big Data Analytics (BDA) and Small Data Analytics (SDA) may prove more productive, depending on where design identifies insights within the Market-Technology Risk Matrix.' With grounded research and vertical thinking, BDA can support incremental innovation, while through lateral thinking, SDA can utilize a combination of hypothesis and grounded research to support breakthrough innovation. Read on...

Huffington Post: Creating Breakthrough Innovations Through Design With Big and Small Data Analysis
Authors: Soren Petersen, Finn Birger Lie

Mohammad Anas Wahaj | 24 dec 2015

Concepts regarding the success and failure of business teams are continuously evolving based upon the behaviors of individuals and changing business landscape. Earlier the main philosophy was that team strength, performance and resilience came from a homegeneous, assimilated group of people that worked together in machine-like processes. It was considered a sure recipe for success and a lot of top executives when departed from one organization took their most loyal people with them to the other. Some industries still consider this concept as part of their human resources strategy. But overall business environment with technology, market diversity and globalization as main drivers, has shifted the power of teams towards diversity, complimentary strengths, diversity of views, beliefs and ways of working. But to effectively manage diversity in teams can be a challenging task. Paul Keijzer, CEO and Managing Partner of Engage Consulting, suggests the following to keep the team together and get the best out of them - (1) Intent, Intent and Intent: Be convinced that a team with diversity provides better outcomes. Invest time and energy to bring team together. Accept differences and be tolerant and patient. (2) Share the Passion: Clarity and passion about the goal is key to keep the team motivated. (3) Take a Personal Deep Dive: Know and understand people who are part of the team. Take time to help team member know each other well. (4) Agree How You Want to Work Together: Put together team's rules of engagement. Assist team in sharing what team members expect from each other. (5) Get the Best Out of Conflict: Avoid personal conflicts and let everyone know the value of constructive conflicts. Develop clear rules for conflict resolution and identify positive conflicts. (6) Have Fun: Enjoy being part of the team. Find the right balance of emotions. Use humour and laughter. Have respect for each other and contribute positively to the environment. And finally pool all your strengths to get the work done successfully for which the team got together in the first place. Read on...

Business 2 Community: How to Be Part of a Team With People You Don't Like
Author: Paul Keijzer

Mohammad Anas Wahaj | 18 dec 2015

Although government of UK states that the creative industries in the country now equal £76.9 billion per year, and the design sector seeing the biggest growth. But there is another debate brewing in UK regarding the condition of design and creative education. According to John Sorrell, founder of London Design Festival and Creative Industries Federation, 'Schools in UK saw a 50% decrease in students taking design and technology GSEC (General Certificate of Secondary Education) subjects in the 10 years leading upto 2013, and 25% drop in other craft-related GCSEs between 2007 and 2013.' He says that the government is reducing investments in creative education that would eventually lead to inadequate development of the next generation of creative talent. He explains, 'It is the government's calling card everywhere in the world...it's this amazing work we're part of which makes Britain so loved by the rest of the world - our creativity.' He further adds, 'If we can get our act together and work together we can take advantage of the opportunities in international development that certainly China is going to be doing in the next 20 years.' Similar sentiments were recently voiced by this year's London Design Medal winners, Edward Barber and Jay Osgerby, who said 'UK government doesn't value the role of creativity.' Another angle to this debate was provided by inventor James Dyson, who criticized the UK government's steps regarding the foreign students to return home after completing their education. This immigration plan will threaten UK's status as a global design and architecture center. Read on...

dezeen: Design education in the UK is being "marginalised" says John Sorrell
Author: Dan Howarth

Mohammad Anas Wahaj | 13 dec 2015

It has been observed in many cases that science fiction writers have talked about products that became reality later on. For example earbud headphones were first mentioned by Ray Bradbury in his classic novel 'Fahrenheit 451'. Emphasis on technological development and advancement is also part of economic agendas of many nations. Japan is one country that gives siginificant importance to merging technology with social and economic development. Japanese Prime Minister Shinzo Abe and his economic roadmap, often termed as 'Abenomics', puts technologies like Internet of Things (IoT), big data, robotics and artificial intelligence (AI) at the core of his revitilization strategy. Japan leads the world with its strength in robotics by bringing out the first personal robot 'Pepper'. But the robot lacks the expected intelligence as it couldn't pass the Turing Test which is a benchmark in AI to determine how close the machine thinks like humans. Although Japan's strength in industrial robotics is visible but it lags the advancements in IoT, big data and AI. According to Prof. Mitsuru Ishizuka of Waseda University and University of Tokyo, 'Japan is considerably behind the United States in 'deep learning', a central technology in AI, although the country is working hard to catch up...These companies (Google, Facebook, IBM etc) can invest big money in AI and add the resulting new values to their services. In Japan, there are much smaller companies with specific AI technologies.' IBM developed Watson, an AI computer, and over the years it has evolved into multiple applications. The computer's core framework reflects human decision-making (observe, interpret, evaluate, decide) but its data crunching abilities are incomparable. William Saito, Japanese entrepreneur and professional cook, utilized Watson to prepare some unique recipes. Citing Watson's strengths in IoT, big data and AI, Mr. Saito comments, 'Combine Watson with a refrigerator, for instance. You go to your refrigerator and it gives you a recipe based on the food in the fridge prioritized by expiration date.' Japan's focus on creating cyborgs (humans with mechanical parts) is also understandable considering its ageing population and growing need for assisted living. Toyota is collaborating with Stanford and MIT on technologies with emphasis on creating automobiles that assist the driver for safer travel, contrary to the approaches of Google and Tesla Motors that are working on driverless cars. Mr. Saito believes that Japan has to come out of its 'Galápagos Syndrome' and strike a balance between logic and creative thinking and move from electro-mechanical robotics to thinking and self-learning machines. Prof. Masakazu Hirokawa, AI researcher at University of Tsukuba, expresses similar views on Japanese model that focuses more on technology that addresses social issues and is less about creating global solutions. He comments, 'We have the hardware to be able to do it, but the important thing is developing the software...I'm trying to create algorithms that help robots learn and predictively determine what and how humans want them to act through experience-based inferences.' Read on...

JapanToday: Artificial Intelligence - Can Japan lead the way?
Author: Richard Jolley

Mohammad Anas Wahaj | 09 dec 2015

U.S. spends a total of US$ 2.8 trillion on healthcare and surprisingly about half of it is spent on just 5% of the general population. To expand healthcare reach the general solution is to spend more money. But Prof. David S. Buck of Baylor College of Medicine and director of the Primary Care Innovation Center (PCIC) in Houston (Texas, US), explains that spending more money, specifically in Harris County, has yielded poor outcomes, no coordination between healthcare providers and no safety net system for those most in need. According to him the healthcare system is non-existent in the region and it is merely a grouping of medical silos. The nonprofit PCIC is working towards creating a true healthcare system to reach the most vulnerable and most medically expensive residents, and provide affordable and better healthcare overall by reducing hospital costs. PCIC is first identifying 'super-utilizers', a small group of patients that are extremely sick and costly. These patients utilize most of the healthcare services and are generally treated in emergency rooms. Health staff after identifying these 'super-utilizers' will work with them individually and develop a treatment and care plan for better management of their health issues. This will finally reduce their hospital emergency visits and lower healthcare costs. Delay in treating small problems leads them to become emergencies and bring inefficiencies in the health system along with increased difficulties to patients. Prof. Buck suggests an integrated database of these patients for timely and effective treatment and care. According to him, 'Developing a safety net takes time, commitment and shared data...If hospitals share data, it won't just improve the institution's bottom line; it'll improve care for the community...We also need school systems to share data, so that we can learn how health and social factors are linked, and improve the health of students and their families.' Read on...

Houston Chronicle: Medical data-sharing could curb cost of 'super-utilizers'
Author: David S. Buck

Mohammad Anas Wahaj | 29 nov 2015

The fast-paced world of fashion and related consumption leads to generation of large amount of waste that leaves a substantial ecological footprint. According to the nonprofit GrowNYC, in the city of New York the average person throws out 46 pounds of clothings and textiles every year (totals 193000 tons for NY). While Council for Textile Recycling found that US generates 25 billion pounds of textile waste per year (82 pounds per person) and estimates that it will increase to 35.4 billion pounds by 2019. But only about 4 billion pounds (15%) gets donated and recycled and the remaining reaches landfills, contributing 5.2% to all trash generated in US. Elizabeth Cline, author of the book "Overdressed: The Shockingly High Price of Cheap Fashion", says 'There is so much waste being created and that has changed really dramatically in the last 15 years with the rise of fast fashion and disposable consumption.' Adam Baruchowitz, CEO of Wearable Collections, which coordinates textile recycling in partnership with GrowNYC, acknowledges the increasing rise in textile waste. While Nate Herman, VP of international trade at American Apparel and Footwear Association, have a contrarian view and explains 'People are actually buying less than they did 10 years. While there has been a lot of press about [wastefulness], the numbers don't bear that out.' But he acknowledges that the industry is trying to effectively handle the clothing's end-of-life issues. Some companies provide small credit to consumers who trade-in used garments, while others donate used clothings to charities. Some companies provide support and contribute to the recycle programs where used textiles end up in producing materials used in other industries like insulation in buildings. Moreover, there are a number of startups that are working to give a second life to used clothings. A small number of fashion companies are also incorporating recycled materials in their new line of clothings. Eco-friendly strategies are considered costly by the industry. According to Jill Dumain, director of environmental strategy at Patagonia, 'It's an industry-wide dilemma, for sure, on how do we do something at scale that the industry can participate in...The end result is that you have smaller-scale production that ends up to be more expensive.' She suggests that awareness about recycling is necessary and at the same time there need to be a thinking among consumers not to treat clothes like a cheap disposable item. Slow fashion might be the way forward. She further explains, 'I do think consumption is a big part. People need to learn how to buy less and companies need to learn how to be profitable in selling less.' Read on...

CBS News: Is the fast fashion industry ready to change its wasteful ways?
Author: Michael Casey

Mohammad Anas Wahaj | 31 oct 2015

The Office of the Chief Scientist of Australia (chiefscientist.gov.au) recently released a report, 'Boosting High-Impact Entrepreneurship in Australia', prepared by Colin Kinner (Director of Spike Innovation). The study highlights entrepreneurship as the key to a high-growth, innovation-led economy, able to capitalise on Australia's investment in research and skills. According to Ian Chubb, Australia's Chief Scientist, 'Knowledge is the foundation of the high-growth industries of the future - but it must be knowledge efficiently acquired, skilfully managed and creatively applied.' He considers that entrepreneurship can be taught. He says, 'To be a more innovative country we need to encourage an entrepreneurial mindset at every level of education - starting in schools, continuing in higher study and enduring throughout working lives.' The report finds that Australia has one of the highest rates of business creation in the world, but few startups have the capacity to grow beyond the local level. The report lists the following core skills that today's high-impact entrepreneurs need - (1) Business model innovation (2) Product development (3) Sales (4) Financial management (5) Legal management (6) Intellectual property management (7) Platform economics (8) Capital raising (9) Employee Share Ownership Plans (10) Building and managing teams (11) Managing rapid international growth. Read on...

Business Insider: The 11 core skills needed to be a high-impact entrepreneur, according to the chief scientist
Author: Chris Pash

Mohammad Anas Wahaj | 29 oct 2015

User experience is one of the most critical factor to be considered while designing a product or service. Great designs make customers feel good, enjoy and above all fully utilize the desired functionality of the product or service for their benefit. Scott Sundvor, co-founder of 6SensorLabs, explains that there are generally two schools of thought in the product design process - 'Design-First' approach, that promotes the process of initially designing look and feel of the product and then make engineering fit that design, and the other is 'Engineering-First' approach, in which the engineering aspects of the product are considered first while the industrial design works under constraints of the engineering specifications e.g. hardware, components etc. Apple generally applies the design-first approach and gives substantial importance to the aesthetics of the product, and of course without compromising on the engineering. Mr. Sundvor suggests that startups and companies with relevantly less funds as compared to Apple can find success by following the engineering-first approach. They should focus on the utility of the product i.e. providing better usability and functionality. Hardware startups that pursue crowdfunding to generate capital often sell products with a different initial industrial design while ship something else. This generally happends due to lack of convergence of engineering and hardware aspects with the industrial design. In other cases it might happen that original industrial design was not manufacturable or the cost to manufacture it was too high. Startups and companies on low budget can avoid such problems by focusing first on making the product work and then create aesthetic aspects of industrial design around it. Engineering team and industrial design firm should work together closely. Product leader should be created within the product/engineering team to coordinate collaboration between the two and should gather feedback from all sources including user's perspective and engineering constraints. The selection of the right industrial firm could be a challenge and should be done by doing thorough research based on budgetary constraints, product requirements and the design firm's capabilities. Once the selection is made product/engineering team should pitch their product vision and specifications to the industrial design firm. The design firm should be convinced regarding the long-term viability of the product. To raise funds after this would depend on the high-quality prototype design that comes through a partnership with the design firm. Startups should be prepared to spend right amount of money to create this prototype and if they don't have much funds they should consider giving equity to the design firm. This is the critical stage of product development and startups shouldn't shy away from pulling all the strings to get a good design firm to work on their product vision and specifications. Read on...

ReadWrite: Which Came First - Product Utility Or Design?
Author: Scott Sundvor

Mohammad Anas Wahaj | 20 oct 2015

To transform cities into 'HUBs' of something requires deliberate collaborative efforts and partnerships between the people and government. There are numerous examples from US and around the world where residents, local businesses, city administration, civil society and governments have come together to create ideas and concepts, developed a concrete roadmap, and carefully executed strategy, that lead to the evolution of a city or region to become great at doing something and attract other people, businesses and investments that helped develop and grow its economy. They worked relentlessly as a team towards the shared vision and goal. Kansas City in United States is one such example where the city and its citizens built upon its strength and made it into a hub of 'Social Entrepreneurship.' Josh Schukman (Founder of Social Change Nations), explains five essential elements that helped transform Kansas City and how other cities can replicate and implement this model - (1) Capitalize on the strengths of area universities. (2) Rally local foundations. (3) The effort must be driven by the social entrepreneurs themselves. (4) Embrace the startup culture. (5) Remember this is a long term play. Read on...

Huffington Post: How to Make Your City a Hub For Social Entrepreneurship
Author: Josh Schukman

Mohammad Anas Wahaj | 19 oct 2015

Business environment is consistently evolving due to shifts, both inside and outside the organization, in areas like technology, processes, customer behavior, regulations etc. To succeed in this ever changing environment businesses have to effectively manage change and consistently innovate. According to Andrew Blau of Deloitte and Touche LLP, 'We have seen four new features of the world that are game changers for business and innovation. These four truths are making what was once difficult, expensive, or complex now easy, cheap, and simple.' (1) Coordination and collaboration between individuals and teams has become better and easier, resulting in development of new processes and business models. (2) Improved financial services has made it easier to aggregate, organize, move and exchange money. (3) Improvements in making and manufacturing things, from small batch prototypes to mass production of complex objects. (4) Better access to learning and knowledge resources. These four drivers are leading to the increased pace of three V's of new business formation - volume, variety and velocity. Mr. Blau explains, 'New types of organizations are emerging - organizations that are established not over multiple generations, but that can emerge and grow to dominance within a decade. As we witness new companies developing at exponential rates, we are also seeing the accelerated pace at which long-established organizations stumble when faced with disruption...In short, a new generation of businesses is forming around these trends.' To better prepare and respond to the changes that are happening and uncertainties of the future, organizations have to develop a set of tools and systems, and safeguard themseleves from vulnerabilities of strategic risks that threaten to disrupt their busness models. This system should include people, processes and capabilitie to - Accelerate discovery; Scan ruthlessly; Confront biases; Prepare for surprise. Mr. Blau concludes, 'Strategic risks can destroy huge amounts of value very quickly, and they can threaten the existence of the institution or entire lines of business. Identifying these potential risks early can only be to an organization's advantage.' Read on...

Deloitte Perspectives: Truths and consequences - Four drivers of change that threaten business as usual
Author: Andrew Blau

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