PRWeb: «Digital Web & Design Innovation Summit – Digital Web & Design Innovation as the Catalyst to Business Success»

«Digital Web & Design Innovation Summit in San Francisco on September 19 & 20 will bring together the world’s leading digital & web designers for a two day design symposium. This summit will offer an in-depth look at the challenges and opportunities currently affecting those working within the web and digital design sphere.

»Regardless of the time in history or the industry, one of the major aspects has always made one competitor product beat another. The user experience.

»This could be anything from the aesthetics to the usability, the way it sits on a desktop or the way that it cuts through the air. The winner in any category, is the one that has the best design.

»Fast forward to 2013 and we still see this. The best products working in the digital world are the products with the best design. The Google’s and Facebook’s of today are utilizing design to not only drive brand awareness but also superior user experience. Digital design is making the key difference between success or failure.

»This is why the Innovation Enterprise are bringing together some of the most successful digital designers in the world to discuss what makes a winner in digital design at the Digital Web & Design Innovation Summit.

»On September 19 & 20 in San Francisco, Hotel Nikko will see over 100 of the brightest minds discussing the new trends and innovations currently affecting the digital design community.

»With experts from companies including Google, LinkedIn, Microsoft, Forbes, Samsung, Yahoo! and Dropbox, the calibre of speaker is high and will be backing up their presentations with real life case studies.

»Spaces are limited but if you would like to enquire about the availability of tickets contact Sean Foreman on sforeman(at)theiegroup(dot)com or 415 692 5514.

»In addition attendees can get an “Access All Areas” pass which provides access to any of the 4 summits running concurrently, giving the opportunity to get a holistic overview of all the latest innovations in the world of marketing & communications.

»Digital Strategy Innovation Summit

»Digital Marketing Innovation Summit

»Brand Strategy Innovation Summit

»For a complete list of speakers, presentations and registration details for Digital Web & Design Innovation Summit, visit http://www.theinnovationenterprise.com/summits/digital-design-sanfran-2013.

»About Innovation Enterprise:

»IE.- Innovation Enterprise, a CFO Publishing company is an independent business-to-business multi-channel media brand focused on the information needs of Senior Finance, Operations, Planning, Strategy, Decision Support & Advanced Analytics executives. Products include IE.Summits, IE.Finance, IE.Analytics, IE.Operations, IE.Strategy, IE.Membership and IE.Insights.

»Whether it’s delivered online, or in person, everything IE produces reflects the company’s unshakeable belief in the power of information to spur innovation.»

PRWeb, Releases


«Innovation the key to Sunrise Soya Foods’ success. The largest privately held tofu producer in North America grew from humble Vancouver roots»

«Peter Joe’s been pumping out crazy new product ideas for three decades.

»Some worked ­-- and many didn’t -- but Joe’s non-stop creativity has kept Sunrise Soya Foods alive and kicking in an industry where small food companies must innovate or die.

»Joe, 53, has used innovation not only to take his tofu to the mass market, but to stay there in the face of massive competition.

»“You don’t have a lot of mid-sized food companies nowadays” said David Lam, a Deloittte partner in mid-market corporate finance. “You have very large ones and very small ones.”

»While large companies compete by improving scale, mastering the supply chain and using size as leverage when negotiating with retailers, “the only leverage Peter Joe has is to come up with products that consumers are demanding retailers carry,” Lam said.

»Innovation has become so critical that one key measure of a food company’s value is the percentage of revenue that comes from new SKUs, or stock keeping units, Lam said. Each flavour in a product line would be a different SKU. Since products have a limited life cycle, private equity investors expect to see 20 to 30 per cent of revenue coming from SKUs that are three years old or less, Lam said.

»“If you’re selling the same SKU over and over, over time you’re going to lose business.”

»Joe’s parents started making tofu in the back of their small Chinatown grocery store almost 60 years ago.

»Today, Sunrise is the fourth largest tofu producer in North America and the largest that’s privately held. Its products are sold in all major and most small supermarkets across Canada and in U.S. pockets such as Seattle and New York. It has a 60,000-square-foot Vancouver plant, a 40,000-square-foot Toronto plant and 225 employees.

»When Joe and his team recently won a Retail Council of Canada 2013 Grand Pix New Product Award, their competitors included Smuckers, Weston, Campbell and Kraft.

»It wasn’t always this way.

»Joe was forced to start innovating after a daring machinery investment in the mid-1980s. The brand new University of B.C. commerce graduate persuaded his family to buy sophisticated Japanese production equipment that would increased tofu shelf life to 28 days from three, and allow Sunrise to sell to supermarkets.

»“The difficulty, of course, is their equipment can produce a lot of tofu,” Joe laughed in retrospect. “We really took a giant leap in moving production from the back of our retail food store. It was only about, gosh, a few hundred square feet of space.”

»The family was churning out 1,000 pounds of traditional tofu a day at the store, which is still a thriving enterprise on Powell Street in Vancouver. At the new plant, they met demand on just two shifts per week.

»But moves born of desperation evolved into a business model. “We are able to tell retailers we have a new product, so we need more shelf space. Providing new product on an ongoing basis generates more business for our retail partners,” Joe said of the never-ending need to defend and grow his shelf territory.

»One of Sunrise’s most successful creations is a flavoured tofu dessert line created by Joe’s production manager (now technical manager) Jimmy Chan in the 1990s. “We probably are the largest producer of that kind of product in North America,” Joe said.

»Other creations have included everything from canned vegetarian refried beans to smoked tofu and an organic chocolate-flavoured soya drink. If Joe sounds wistful on mentioning Pete’s Tofu 2 Go, a ready-to-eat tofu snack he introduced in the 1990s, it’s because he wonders if he was ahead of the curve. Tofu 2 Go’s Santa Fe Sizzle with Pineapple Mango Fusion Sauce and Thai Tango with Mango Wasabi Sauce sold briefly in the U.S., but fell casualty to unfavourable exchange rates.

»Joe always keeps 20 to 30 new products in development. One in five makes it to the supermarket and recovers costs. He tries to launch something new, even if it’s only a new flavour, every 12 to 18 months.

»The challenge for the future is continuing to innovate when the cost of bringing a new product to market has increased five-fold since Joe started. Supermarkets now demand strong promotional support, but being a smaller company, Joe continues to operate on a frugal R&D budget. Although he runs all the standard financial analyses, when it comes down to it, Joe, his three sisters and key staff still make risk decisions on their gut feelings.

»Sunrise’s recent award winner is a dairy-free pudding in a tube originally conceived as a repackaging of their existing desserts. But the family started thinking about school lunch packs, post-soccer game snacks, easy-serve packages, refrigeration and texture. Super Squeezies Omega-3 DHA Pudding Tubes was the result. They tried dozens of flavours, including bubble gum and marshmallow, but ultimately balanced risk by choosing proven chocolate fudge and strawberry banana flavours.

»The puddings are gluten-free, lactose-free, cholesterol free, made of Canadian non-GMO soybeans, certified Kosher and contain no trans fats, artificial colour, flavour or preservatives. They can be frozen and popped into lunch boxes.

»Joe appears to have every contemporary concern covered. Now it’s up to the market to let him know if he’s got a winner in more ways than one.»

Jenny Lee, The Vancouver Sun, Small Business


Greg Satell: «Why The Future Of Innovation Is Simulation»

«When the Thomas Edison was asked about success amidst failure, he said that “If I find 10,000 ways something won’t work, I haven’t failed. I am not discouraged, because every wrong attempt discarded is another step forward.”

»With that kind of dedication, it’s no wonder that Edison was awarded over 1000 patents, including the light bulb, the phonograph and the motion picture camera, making him one of the most prolific inventors in history.

»It also becomes clear why he regarded success as “1% inspiration and 99% perspiration.” Failing 10,000 times is a physical and mental undertaking that far exceeds most people’s endurance. Today, however, a new breed of innovators are outsourcing failure to computer simulations and it’s changing everything we thought we knew about business strategy.

»The Rise And Fall Of The “Smartest Guys In The Room”

»In business life, Mitt Romney was known for his acumen, strong work ethic and keen eye for talent. He carried over these practices to his political career and his campaign team was similarly bright and indefatigable They analyzed past trends, developed a theory of the case and executed their strategy efficiently. They had only one chance to get it right.

»His opponent, the incumbent President Barack Obama had a different approach. He created an entire division of young, unkempt, over-caffeinated data junkies with little experience in business or politics. They had no set theory of the case, but instead ran 62,000 simulations per night and continuously updated their approach.

»The result is now clear to just about everyone on the planet. The smartest guys in the room were no match for terabytes of data and smart algorithms. There is no one “theory of the case” anymore, but thousands of them, being run constantly. The point isn’t to be right, but to become less wrong over time.

»As Ria Persad, President of StatWeather – a firm that has managed to double the accuracy of weather forecasts, puts it, “There is a difference between a deterministic and a probabilistic forecast. We don’t actually predict one weather outcome. We run thousands of possibilities, present the most probable scenario and the risk associated with it.”

»In effect, we’re increasingly moving towards a simulation economy, where strategic analysis gives way to reconstructing phenomena from real world data, testing hypotheses and learning.

»Consumer Decision Journey or Drunkard’s Walk?

»Marketers like to think of their craft as a consumer decision journey (sometimes called a path to purchase), where consumers are made aware of a product, encouraged to try it and eventually become loyal consumers who advocate the brand to their friends and family. That’s a good way to form objectives, but a horrible way to think about the real world.

»In reality, our behavior looks nothing like that. I might plan on having a hamburger for lunch until my friend mentions that she’s on a diet and we opt to go for salads. Then we hear a colleague rave about a new Tex-Mex restaurant and decide to go there until a client emergency has us hunkering down in a conference room and ordering pizza.

»Unfortunately, the old statistical marketing methods are ill suited for the real world because they are based on narrowing in on isolated elements, such as TV ratings and sales results, which ignore the complex interactions between the multitude of factors that go into a purchase decision. Marketing simulations offer the promise of a better way.

»What’s important here is that executives will no longer have to “bet it all on a big idea” (which usually gets whittled down to a close version of what was done last quarter anyway), but can test countless “what if” scenarios before taking the plunge. The result will be not only better efficiency, but undoubtedly greater creativity as well.

»Modeling Designs

»There’s been a lot of buzz lately about the new industrial revolution. Whereas before, design prototypes were almost exclusively physical objects, we now develop them in CAD software, and produce a replica in minutes using a 3D printer or a CDC router. We can even 3D scan an existing object, alter it on the screen and then print out a new variant.

»However, Icosystem, a firm based in Cambridge, Massachusetts, is going beyond physical objects and helping organizations design processes as well, using a technique called agent based modeling. For example, they helped PepsiCo understand how to better position its products by modeling how consumers move through a supermarket.

»The same type of modeling can help buildings make decisions about energy efficiency, the military design missions in tribal Afghanistan and even reduce traffic jams. The US Navy has also contracted Icosystem to model to how it manages its personnel in order to maintain its world class fighting force.

»Simulating at the Molecular Level

»In Star Trek, whenever one of the Starfleet officers wanted a snack, he or she could just walk over to a replicator and order Cardassian eggs or Klingon firewine. In a few moments, the molecules would be combined into whatever they desired. That was science fiction of course, but Icosystem is helping to make it a reality.

»The meals we eat, after all, are designs as well (albeit molecular ones) and can therefore be simulated. Hervé This, an expert in molecular gastronomy has developed a “mathematical grammar” for different dishes and Icosystem has been working with NASA to model the interactions to design the optimal process for creating food.

»While the prospect of engineered food might not seem particularly appealing, if we’re ever going achieve interplanetary travel, it’s something we’re going to have to figure out how to do. Astronauts traveling to Mars would need food supplies for 3-5 years, far longer than most prepared meals can last today.

»Of Gods, Men and Machines

»We are generally brought up with basic rules to live by. For instance, the Bible tells us not to kill, steal or commit adultery (well most Bibles, anyway). We are also embedded with genetic programming (for example, fear of snakes is something that humans of all cultures share from birth). We use these rules to help us parse everyday information.

»In computer programming, rules such as these are sometimes called “God parameters” and they serve as a useful starting point. However, with, cheap computing, the Web of Things and big data, our machines are now able to experience the real world much as we do, but on a much greater scale.

»As Paolo Gaudiano, President of Icosystem notes, “ten years ago maybe one in twenty prospective clients had heard about agent-based simulation. Today it’s about one in five. Ten years from now you’ll be able to buy shrink-wrapped agent-based simulation software at Staples SPLS +0.12%.”

»That’s why the future of innovation is simulation. Whereas before, we would sit amongst ourselves, decide how the world might work and test our ideas in the market, now we can test them in a virtual environment built by real world data at much lower levels of cost and risk.»


Illustration: Wikimedia


Posts Collection on Innovation, July 8-11

Starting a business, a small business, is a new effort that we begin with enthusiasm and rested. However, as time went, our initial energy can be sometimes lower. As a solution, Jane Galsworthy proposes to SMEs foster “intrapreneurship” «to maintain their competitive edge as they grow». She recommends to SMEs to maintain the enthusiasm too, innovate in all, and monetise the innovation. The following post offers the perspective of an event for large companies, the World BPO/ITO Forum for buyers and sellers of Business Process Outsourcing (BPO) and Information Technology Outsourcing (ITO) in order to facilitate to meet each other and learn from the experience of others.

In Portugal, and at the same time this week, I have found two articles on two different matters. On one side, António Gomes Mota comments that 570,000 unemployed people only went to the elementary school, until age 15, or did not finish it. On other side, Gonçalo Calado develops some ideas about funding for scientific research.

From Brasil, Cyro Andrade writes a great review of the Mariana Mazzucato’s new book The Entrepreneurial State - Public vs. Private Sector Myths. And Lourenço Bustani answers about the ways to look for innovative proposals in other countries.

This review on the weekly journey finishes with an article on the incredible impression on 3D, by Andrés Oppenheimer. With the suggestive title «La próxima revolución industrial», I read a page that in two or three decades we could read as today a page by Jules Verne, iincredible in his time but become real.


Jane Galsworthy: «How can SMEs foster “intrapreneurship” in order to maintain their competitive edge as they grow?»

«Is your company “intrapreneurial”? We hear regularly about the need for large companies to encourage “intrapreneurship” – staff at all levels behaving as entrepreneurs to stimulate innovation. But, what about small and medium sized businesses?

»It’s often taken for granted that growing businesses are constantly innovating, or it is assumed that the creativity, energy and risk appetite of their founding entrepreneurs automatically rubs off on all staff.

»But the people that excel at turning their leader’s vision into reality may not have the time or skills to come up with fresh ideas themselves, and push them through to fruition. And as companies grow and formalise new structures and processes, it can be easy for that original entrepreneurial zeal to be lost.

»So as the government focuses on innovation in UK enterprises to spark recovery in the economy, how can SMEs foster intrapreneurship to drive growth through continuous innovation? Here are my five top tips to small and medium sized business leaders:

»1) Play to your size

»As an SME business, you have agility on your side, so use this to your advantage. Fewer people and bureaucracy means a lot more flexibility and, in turn, more room for new suggestions and innovations.

»Ideas can also be trialled a lot more easily and pushed through a lot faster. SMEs in the retail and hospitality sectors, for instance, are encouraging staff to road test new ideas in pop-up premises, trialling the proposition, gathering market intelligence and generating word-of-mouth publicity in low-risk, temporary settings.

»2) Empower your team

»People are attracted to working in high-growth businesses by the exciting, fast-paced environment and the greater influence they can have over both their own roles and the direction of company as a whole.

»Don’t crush these personal drivers of your staff. Giving employees the autonomy, space and encouragement to innovate will create new revenue streams and ways of working, whilst keeping your best talent engaged.

»3) Create a culture of innovation

»Although it’s always a good idea to analyse your team members’ strengths and weaknesses and match skills to specific roles, don’t forget that great ideas really can come from anywhere – from the trainee to the bookkeeper.

»Make sure everyone is involved in innovation, and build a culture in which anyone can be an intrapreneur. Hold regular company brainstorms or creative away days to generate new ideas, and push your team to challenge accepted operating norms in their daily work to identify new efficiencies.

»4) Reward innovation

»Share the spoils of successful new ideas by offering financial incentives to team members who create or develop an innovation that results in profit for your business.

»5) Monetise what you do

»It’s not just new products, services or business models that can result in profit. New ways of working or solutions to problems that your team has created day-to-day could be sources of new revenues.

»If your team develops something that saves your company time or money, whether it’s a new billing tool or a revolutionary database, the chances are that someone else would find it useful too. And they may just pay you good money for it.

»This is just what web developer OFEC Consulting did. This Oxford-based business develops high-end and technically sophisticated websites for its customers. The team created a product which alerts companies if their website goes down so that they are able to react quickly without the glitch impacting negatively on business.

»Initially developed as a useful tool for OFEC to use for the websites it manages in-house, the team realised that this could be an invaluable tool for other businesses. They are now taking this product to market, to produce a whole new revenue stream for the company.

»New ideas, which at the time may appear insignificant, can be the key to business growth and success. SME founders have great entrepreneurial drive, but it’s equally important to foster this spirit within the broader team to ensure all employees are as creative and ambitious as their leader.»

Published in Real Business

Jane Galsworthy is innovation team director at GrowthAccelerator

«6th Annual World BPO/ITO Forum Smartsourcing: Strategies for Success. Theme: Smartsourcing: Leveraging Collaboration & Innovation»

«Smartsourcing is increasingly becoming part of a company’s core business agenda. The days of the “mega deal” are long gone, and now the buyer has to be even smarter – orchestrating multiple boutique suppliers. Your partner / supplier companies each have their own operating system that they want to leverage across their multiple customers, so your organization has to act as a sort of “hypervisor” in order to get them all to work together.

»With that brings many challenges in day-to-day transactional activities like case exchange, security, data residency, etc. The World BPO/ITO Forum brings both strategic and operational issues to the fore and provides solutions to address the needs of CIOs, CFOs, CEOs and your executive teams. This event offers an extraordinary ROI – these hard-won insights can save a typical organization tens of millions of dollars in avoiding mistakes and value leakage.

»Why this event is important for the industry

»Many companies are seeking the right commercial partnerships and operating model to reap the full potential from a successful global sourcing arrangement. It is vital for companies to get this right the first time around, and cannot afford to make strategic missteps which can cost millions of dollars. Companies cannot afford to make mistakes, and must learn quickly from the experience of others in order to gain and retain competitive advantage. The World BPO/ITO Forum facilitates these important discussions by enabling buyers and sellers of BPO and ITO services to meet each other, and hear best practices and lessons learned from experts and global leaders in a friendly environment.»

»Why you should attend

»WBPO/ITO Forum is the only off-shoring thought-leadership forum designed for large U.S. companies

»Learn what works and what doesn’t in a multi-vendor environment

»Hear real life case studies and insights from global leaders

»Build valuable global relationships with the right partners

»Discuss many near-shoring and far-shoring solutions in the Country Pavilions»

Conference Overview


Mohammad Sakif Amin: «The social business revolution»

“We prepare our students for jobs and careers, but we don’t teach them to think as individuals about what kind of world they would create.”

Dr Muhammad Yunus

«In this so-called “modern world” we have created, most individuals solely focus on wealth maximisation, and ignore the other aspects of life.

»This results in a state where impoverished people just barely survive, and rich people get even richer.

»But as Dr Muhammad Yunus eloquently mentioned in this book the Banker to The Poor: “The poor people are bonsai people. There is nothing wrong with their seeds. Only society never gave them a base to grow on.” These deprived people can break the chain of poverty if they are allowed to explore their own potential and capability.

»One way to do this is to equipped them with necessary skills and let them use the skills to earn.

»The matter of optimism is that the younger generation, not infected with parochialism, has the ability and the enthusiasm to put it into action.

»In many parts of the world, the youth have already started implementing the concept of social business and we are witnessing positive changes in the lives of poor people.

»The term “social business”, explicated by Dr Muhammad Yunus, is a cause-driven business where the main purpose is to obliterate social problems through a sustainable business model where investors can gradually recoup the money invested.

»In Bangladesh, the opportunity for social business is enormous since the country has long been shackled by poverty, natural disaster, malnutrition, illiteracy and many other social problems.

»Therefore, Grameen has established a number of joint ventures (social businesses), such as Grameen Danone, Grameen Veolia, BASF Grameen, Grameen Intel, and most recently Grameen UNIQLO to solve the pressing social problems in Bangladesh.

»Most of us are unaware of the fact that besides Grameen ventures, there are a number of social businesses mostly run by young people, which are changing the lives of underprivileged people every day.

»Punoh is a social business and internet-based store that sells new and rarely-used quality clothing and accessories, online.

»It all started when Syeda Gulru Hasan, a young, enthusiastic, and creative-minded social worker, along with Rafiqul Islam, an IT entrepreneur, wanted to develop a sustainable fund for poor women and train them with necessary skills so that they can at least have a chance to compete in the job market.

»The idea of an online clothing store surfaced when Ms Hasan heard, on numerous occasions, that people have clothes that is just “taking up space” but “too good to give away or throw away!”

»Punoh.com gives potential buyers/sellers the platform to buy and sell, and actually releases the money which was locked in a closet back into the economy.

»Since this is a new venture (started in March 2013), the very first “social benefit” from Punoh will come about in July when a number of disadvantaged women will be trained on computers; mainly in MS Office which will enable these women to work as freelancers once they are trained.

»Panther Social is another very unique Social Business in Bangladesh operated by a talented man whose mission is to help rickshaw pullers become financially independent. The founder, Mr Ahad Mohammad Bhai, after completing graduating from the University of British Columbia, came back to Bangladesh and started his own advertising firm which aimed to introduce new and innovative methods, one of them being branding rickshaws.

»After being inspired by a speech given by Dr Muhammad Yunus at a seminar, Mr Ahad decided to convert his rickshaw branding business into a social business.

»The rickshaws are branded by replacing the entire lining of the hood with custom design prints, and are also remodelled incorporating the safety and comfort of the passenger, for example adding headlights and seatbelts.

»Then the rickshaws are sold at a higher price to clients, such as, corporate houses, small/medium businesses and/or philanthropists.

»The fund generated from the sales is used to assist the rickshaw-pullers with structuring and setting up a business, focusing on purchasing a rickshaw of their own, setting up a small shop/stall, or a small agricultural project.

»Panther Social is also planning to launch a reality TV show named “The Social Business” – a competition where people pitch their idea for the best social business, and through a series of tasks and challenges, groups are eliminated until one final winner is chosen, and given seed money and assistance to start and run their social business.

»Besides Punoh and Panther Social, there are organizations like Living Blue, a strategic business unit of Nijera Cottage and Village Industries (NCVI) that exports quality shawls and quilts to Western nations and improves the lives of poor artisans in Rangpur; and Mpower, a social enterprise that uses mobile technology for rural development.

»The success of social businesses in Bangladesh reveals that the social business revolution has already begun, and it is not just a theoretical model. The young generation, the driving force in this revolution, is actually making us believe that one day we shall have a society without poverty, and it may not be that far away.»

Dhaka Tribune


Elizabeth Gaines: «It’s About the Customer, Not The Technology»

«Although the newest device features offer fascinating possibilities for native app design, choosing the best approach isn’t a matter of technology – it’s about the customer and what best suits their needs.

»If you ask your customers which approach they prefer, the answer might surprise you! Recent research has shown that shopper preferences change in the course of the buyer’s journey.

»Early stage buyers tend to favor mobile web for search and comparison shopping. As their engagement with a brand grows, they are more likely to download a mobile app with enhanced personalization features to complement their mobile web experience.

»Major brands have found that the best solution is not an either-or choice of mobile web vs. mobile app – it’s about offering customers multiple options, giving them the flexibility and the convenience that each approach affords.

»In the end, it comes down to what best meets customer needs. Give them a fair deal and the flexibility to choose their preferred shopping experience at any point on the buyer’s journey — it’s the basis for building a relationship of trust that leads to lasting customer loyalty.»

«Mobile Web Or Mobile App? The Answer Might Surprise You!», Business Innovation from SAP