University Research

Mohammad Anas Wahaj | 10 oct 2015

According to Global Impact Investing Network (GIIN), 'Impact investments are investments made into companies, organizations, and funds with the intention to generate social and environmental impact alongside a financial return...The growing impact investment market provides capital to address the world's most pressing challenges in sectors such as sustainable agriculture, clean technology, microfinance, and affordable and accessible basic services including housing, healthcare, and education.' The recent report by Wharton School of the University of Pennsylvania, 'Great Expectations: Mission Preservation and Financial Performance in Impact Investments', based on the evaluation of financial performance of 53 impact investing equity funds that include 557 individual investments, explores the two most important aspects of impact investing - financial returns and long-term impact. The study suggests that - in certain markets segments - investors might not need to expect lower returns as a tradeoff for social impact. According to authors of the report, Wharton finance professors David Musto and Chris Geczy, certain market segments of funds in the sample yield returns close to those of public market indices. Prof. Geczy explains, 'Our research fills a near-void of rigorous analysis of private investment and social impact outcomes and most importantly the link between the ideals of doing well and doing good. The study examines the tension between profits and purpose, also bringing to bear analyses characterizing relative performance as well as statistical certainty about the result. It represents an exciting initial advancement in our ongoing social impact research agenda.' Read on...

GlobeNewswire: New Wharton Research Shows "Doing Well While Doing Good" Is Viable Investment Strategy, Investors Seeking Social Impact Can Receive Comparable Returns
Author: Peter Winicov

Mohammad Anas Wahaj | 25 sep 2015

Design thinking is used by organizations to spur innovation. It is often a source for product innovation teams to generate radical new product ideas and concepts. Once applied effectively and become a part of organization's culture it can emerge as a sustainable competitive advantage. According to Professor Michal Herzenstein, who teaches marketing at University of Delaware, 'Radically new products are products that allow consumers to do something that they couldn't have done before. They are products that create a shift in consumption - how consumers respond to and use products.' Her chapter 'Optimal Design for Radically New Products' alongwith Prof. Steve Hoeffler of Vanderbilt University and Tamar Ginzburg of Vanderbilt University, appears in PDMA Essentials book titled, 'Design and Design Thinking' by Michael I. Luchs of College of William and Mary, Scott Swan of College of William and Mary, Abbie Griffin of University of Utah. Prof. Herzenstein provides six processes that product innovation teams need to implement to create ideas for radically new products. Large organizations can use them in an ascending sequence with a focus on communicating the goal of achieving breakthrough product to innovation team. While smaller companies and startups can pick any process that they feel will assist them to learn more about developing radically innovative product ideas. The six processes are - (1) Communicate the Challenge Goal Toward Radically New Products. (2) Shift Time Frames to Future and Past. (3) Promote an Emerging Technology Focus Across the Product Consumption Chain. (4) Promote the Use of Analogical Thinking. (5) Look for Novel Ways to Solve Simple Problems. (6) Leverage More Ideators Via Crowdsourcing. Read on...

Product Innovation Educators Blog: 6 Processes for Generating Ideas for Radical Innovations
Author: Chad McAllister

Mohammad Anas Wahaj | 17 sep 2015

According to Wikipedia, 'Talent Management refers to the anticipation of required human capital for an organization and the planning to meet those needs. The field increased in popularity after McKinsey's 1997 research by Steven Hankin and the 2001 book "The War for Talent" by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod...Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning.' Research from Bersin by Deloitte points out, 'Organizations with strategic talent management programs in place generate more than twice the revenue per employee, have a 40 percent lower employee turnover rate, and have a 38 percent higher level of employee engagement than those without.' Contrary to these findings, many business executives underestimate the value of strategic talent management processes in their organizations. A recent white paper, 'Designing Talent Management to Meet an Organization's Strategic Needs' by Chris Miller (Program Director of Executive Development at Kenan-Flagler Business School of University of North Carolina at Chapel Hill) suggests the importance of formal talent management processes and identifies the business factors that support the need for creating them. According to him, 'Employers are starting to realize that they should broaden talent management to all organizational levels to develop a deeper talent pool. Deeper talent pools can help widen an organization's leadership ladder and can help channel talent into skill-specific jobs.' He further adds, 'Organizations that have strategic workplace plans are generally more agile in assessing and meeting change than their peers, giving them a competitive advantage.' The paper advises HR and talent management professionals to follow the 4 basic steps to convince senior leaders regarding the value of a formal talent management process - (1) Create a Narrative (2) Create Absolution (3) Identify Current and Future Business Needs (4) Find Champions. Read on...

ATD: 4 Steps to Creating a Formal Talent Management Process
Author: Ryann K. Ellis

Mohammad Anas Wahaj | 16 sep 2015

Technology in education transforms many aspects of teaching and learning. Considering wide landscape of education (Primary Education, Secondary Education, University Education, Distance Education, Continuing Education etc), technological interventions may have different outcomes in different areas. Moreover, outcomes also depend on how technology is implemented. Generally around the world, and specifically in developed countries, there are trends to equip classrooms in schools with computers, laptops and tablets, with an intent to better engage students, enhance their learning and bring them into a digital age. But according to a recent report by OECD (Organization for Economic Co-operation and Development), that covers the period between 2000 and 2012, 'The impact of information and communication technologies (ICT) for education is "mixed, at best". Programme for International Student Assessment (PISA) results from 31 countries show no appreciable improvements in student achievement in reading, mathematics or science in the countries that had invested heavily in ICT for education.' The report highlights that frequent use of computers in classroom can be a distraction and have weaker learning outcomes. OECD analyst Francesco Avvisati says, 'Technology is most effective when students use the Internet in the classroom for guided research and project work.' Commenting on the content of the report, Professor Jim Slotta of Ontario Institute for Studies in Education at University of Toronto says, 'If you read this report as saying that it's up in the air about whether technology is helpful for learning, that's the wrong reading.' He further adds, 'Personally, my feeling is that the research on how to use technology well for learning is just beginning to turn over some interesting, useful new leaves in the book...Technology is most effective in the classroom when it is used to develop skills similar to those that adults are using in everyday life, such as finding resources, critiquing arguments, communicating with peers, solving problems and working with data.' According to Mr. Avvisati, 'It is important that educators remain in the driver's seat...The key to any technology rollout in the classroom is clear goals and training for teachers, but ultimately it is about training good teachers.' Read on...

The Globe and Mail: Computers in classroom have 'mixed' impact on learning: OECD report
Author: Affan Chowdhry

Mohammad Anas Wahaj | 07 sep 2015

Technology provides automation, efficiency and scalability to businesses, thus improving processes and saving costs. Moreover technology also has a sizeable impact on the human resource aspect of businesses as it takes over certain tasks and works that were earlier performed by humans. Technology's affect is now even felt in knowledge related work. So will the technology replace humans and be the competitive advantage? Prof. Thomas H. Davenport of Babson College and Julia Kirby of HBR argue that although technology has a critical role to play in success of businesses but people will continue to remain as the source of enduring competitive advantage. While citing example of Southwest Airline, they explain, 'Industries like airlines have been obsessed with asset utilization as the key to competitiveness. And making the minute-by-minute decisions required to maximize asset utilization is unquestionably done better by smart machines. But optimizing asset utilization isn't enough to sustain a competitive advantage. Once smart machines are built to solve problems in asset efficiency (or indeed any area of operations) they very rapidly spread and become pervasive across an industry. Therefore, they cease to provide a competitive advantage.' They also cite Geoffrey Colvin's book 'Talent is Overrated' in which he makes a point that talented people always succeed in the context of a system. And star employees often get more credit then they're due. Boris Groysberg's research also points in the same direction that high performance may not be replicated in a different environment. It's often a well-designed system that brings out the best in people and makes them valuable. They mention Geoff Colvin's recent book 'Humans are Underrated', in which he explains that effective organizational system isn't just a mechanistic one of capital investment. It's a human system that relies heavily on unique human capabilities. So collectively, human talent is not overrated; it is extremely valuable. There are unique human capabilities like empathy, storytelling etc, that will keep them employable even if technology is taking over jobs. And even in cases where humans are competing with technology, there will still be certain tasks and decisions that will remain with humans. Prof. Davenport and Ms. Kirby conclude, 'To create an enduring competitive advantage, you will always need people. And you need a system that engages them and allows what is unique and valuable about individual people to be leveraged - not a system that compels people to perform standardized acts in the same way and therefore commoditizes them as undifferentiated human resources.' Read on...

Harvard Business Review: Automation Won't Replace People as Your Competitive Advantage
Authors: Thomas H. Davenport, Julia Kirby

Mohammad Anas Wahaj | 09 aug 2015

'Dark Data' is the data that would be lost to public after researchers have utilized it for publishing their research papers. Team of researchers led by Professor Arcot Rajasekar of University of North Carolina at Chapel Hill, are working on a project termed as 'DataBridge' to expand the life cycle of the dark data. The project will serve as an archive for data sets and metadata, and will group them into clusters of information to make relevant data easier to find. According to Prof. Rajasekar, 'You can reuse it, repurpose it, and then maybe someone else will reuse it, and see how we can enable that to get more science.' The researchers are also interested to include archives of social-media posts in the project. Prof. Laura Mandell of Texas A&M University at College Stations adds, 'People spend a lot of time cleaning their data, and we don't need to each be reinventing the wheel, performing the same tasks on the same data sets.' Thus saving time for researchers. Moreover according to Prof. Bruce Herbert, 'It could also extend researchers' "trusted network" of colleagues with whom they share data.' Read on...

The Chronicle of Higher Education: Researchers Open Repository for 'Dark Data'
Author: Mary Ellen McIntire

Mohammad Anas Wahaj | 09 jul 2015

Technology-enabled innovative models in healthcare hold promise to bring digital doctors, diagnostics, health monitoring etc in the hands of patients. According to Bob Wachter, author of 'The Digital Doctor' and professor at University of California at San Francisco, 'There are many things that patients can do to help themselves...if armed with good algorithms and good backup plans.' But he cautions that there is a limit to such interactions and patients need to know when to visit a doctor. Digital healthcare space is in the boom phase with US$ 2 billion invested in 2014, says Ahmed Albaiti, founder and CEO of Medullan. Moreover well entrenched healthcare organizations have also inclined their strategies towards a digital health future. To pursue their goals they are opening labs, practices and divisions exclusively focused on digital technologies and innovations. They are also partnering with entrepreneurs and innovators. All these transformations are contributing towards a new digital healthcare ecosystem. Brian Tilzer, Chief Digital Officer of CVS Health, says 'The recently opened Digital Innovation Lab at CVS is a warehouse-size space where innovators and entrepreneurs can come together, test new products and hash out ideas with each other.' The lab's current work includes - Connected otoscope; Connected blood pressure monitor; Apple Watch integration. According to StartUp Health's 2015 mid-year report, 'More than 7,500 startups around the world are developing solutions in digital health.' Read on...

USA TODAY: The digital doctor is in - Next wave in health care
Author: Trisha Thadani

Mohammad Anas Wahaj | 28 jun 2015

Technology's impact is not restricted to certain industries but every business and their processes are influenced by it. Moreover the increased connectivity and speed of communication has brought about newer challenges. For businesses to survive and flourish in this era of information and communication technology (ICT), newer type of leadership is required to effectively manage and grow businesses and to balance the pace of digital transformation both inside and outside of the organizations. Research points out the shortage of e-Leadership skills in Europe. According to European Commission demand for digitally skilled employees is growing by around 4% a year and that shortages of ICT professionals in the EU could reach 825,000 unfilled vacancies by 2020. Professors, Álvaro Arenas and José Esteves, of IE Business School in Spain define e-Leadership as 'the accomplishment of a goal that relies on ICT through the direction of human resources and uses of ICT...In the case of e-Leadership, both the goal and the resources involve using ICT. An e-Leader must be both business and ICT-savvy.' They mention previous studies that define e-Leaders as having T-shaped portfolio of skills (Vertical Skills- Specialized skills in specific fields like ICT, science, engineering, social sciences etc; Horizontal Skills- Transversal skills like negotiation, ciritcal thinking, design and systems thinking, business and entrepreneurship etc). Their study and research found three characteristics that represent e-Leaders - (1) Innovation is central in e-Leaders' organisations, and the e-Leaders are the force driving innovation. (2) e-Leaders exploit digital trends. SMAC (Social, Mobility, Analytics and Cloud) tech were exploited. (3) e-Leaders envision and drive change for business performance. Their study also found that to develop e-Leaders requires a variety of educational ecosystem actions. There is learning need in some specialized and technical areas alongwith strong need for developing transversal skills. Multiple channels and formats are required to continuously update and upgrade e-Leaderships skills like MOOCs, blended education, short courses etc. Both traditional and new age learning systems are to be utilized for effective learning. Read on...

Forbes: Anatomy of an e-Leader
Authors: Álvaro Arenas, José Esteves

Mohammad Anas Wahaj | 09 jun 2015

Diversity in nonprofit boards and leadership is an essential element of governance. It helps in bringing different perspectives and expertise in the decision-making process and affects the culture and dynamics of the nonprofit boards. Team of researchers led by Professor Garry W. Jenkins of The Ohio State University undertook the study to understand the ways in which the composition of the nonprofit boards has evolved in recent years in US. They examined the biographies of governing directors in 1989 and 2014 of three sets of nonprofit organizations: major private research universities, elite small liberal arts colleges, and prominent New York City cultural and health institutions. According to Prof. Jenkins, 'The most striking finding was the sizable presence and growth on charitable boards of those whose primary professional background and skill set were drawn from the financial services industry. The tally indicates that the percentage of people from finance on the boards virtually doubled at all three types of nonprofits between 1989 and 2014.' Another important takeaway from the study is the presence of high percentage of board leadership positions from the finance sector (Liberal Arts Colleges - 44%, New York City Nonprofits - 44%, Private Universities - 56%). Prof. Jenkins while mentioning the 2012 figures for finance sector contribution to GDP (7.9%) and employment (6% of private non-farm workforce) explains, 'If nonprofit boards were composed of a representative group of people from society, one would expect trustees with a finance background to represent roughly 6 to 8 percent of board members. Instead, according to our research, trustees with professional backgrounds and skills primarily from the financial services industry represent about four times that number.' While answering about this shift in composition of nonprofit boards, Prof. Jenkins says, 'Nonprofit organizations are simply following the money. Driven by the heightened pressure and expectations to raise ever larger sums, nonprofit boards and managers are selecting new board members with an eye toward those with the greatest capacity for making "transformative gifts."' The dominance of financiers in the nonprofit boards also influences the working dynamics of the board with inclusion of specific practices, approaches and priorities (Data-driven decision making; Emphasis on metrics; Prioritizing impact and competition; Managing with 3-5 years horizons and plans; Advocating executive-style leadership; Compensation etc). Although these practices do have benefits for nonprofits, but at the same time too much financial and business-like emphasis in the functioning of the board may have adverse impact on charitable goals and objectives. For the long-term success and effectiveness of the nonprofit boards the need would be to balance the composition of the board with inclusion of individuals that have expertise and skills in different fields alongwith consideration of racial and gender diversity, minority representation etc. Read on...

Stanford Social Innovation Review: The Wall Street Takeover of Nonprofit Boards
Author: Garry W. Jenkins

Mohammad Anas Wahaj | 25 may 2015

Maintaining healthier and longer lives of human beings require efforts at global scale. There is need for cooperation and collaboration among young scientists from around the world. Basic scientific research is one of the critical component that leads to advances and innovations in healthcare. According to Dr. Francis S. Collins, Director of National Institutes of Health (NIH), 'Rigorous, well-designed research is essential not only for the discovery of new ways to detect, treat, and prevent disease, but also for the most efficient development and cost-effective dissemination of such advances to the world's poorest peoples.' He cites examples of research-based technologies that are transforming the healthcare landscape - Point-of-Care diagnostics that include a DNA-amplification test which makes it possible to diagnose tuberculosis and detect drug resistance within 90 minutes; Mobile health technologies are already influencing healthcare in remote and poor regions. For example a quarter-sized, lensless microscope that, when connected to a mobile phone, can beam high-quality images of cells and microbes halfway around the globe to computers that can automatically interpret the images; Bioengineers has designed a 'paper microscope', a low cost use-and-throw device that doesn't need a power supply, to quickly and accurately diagnose malaria and other parasitic diseases in low-resource settings; Disease prevention through next generation of vaccines will only be possible through science-based technology and research; Non-communicable diseases (NCDs) are fastest growing cause of deaths and would require creative scientific research to identify and implement the right tools to overcome them in resource poor regions. He further explains, 'Indeed, scientific knowledge does not travel only from developed countries to low-income countries - it is a two-way street from which the entire world stands to benefit. Recently, some of the most innovative and cost-effective advances have arisen from research reflecting the needs and ideas of people in poorer countries.' Read on...

Vox: Why the world needs more scientists
Author: Francis S. Collins

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