«Bezos Center for Innovation at MOHAI»

«Explore how innovation shaped our region and changed the world. Through interactive exhibits, community and educational programs, and first-person insights from leading innovators, discover Seattle's role as a nexus of big ideas and new directions - and ignite the innovator within! Generously supported by Jeff and MacKenzie Bezos, this is the place to discover the past and future of creativity and invention in our region.

»What does innovation look like? Who innovates, where does it happen, and how do great ideas evolve? To find out more, tackle a challenge in the Idea Lab, discover a Seattle-made invention in the Patent Tree, and check out cutting-edge concepts in What's Next. Through lectures, special programs and changing displays, Seattle innovators will share their latest projects and invite you to take a look at the future as it unfolds.

»Find and Share Innovation Near You!

»Innovation doesn't just happen in a lab, in an office building, or in front of a computer - it's all around us, especially in a place like Seattle! If you know of a place where people in any field - art, sports, theater, philanthropy, and more - are taking risks, collaborating with others, and making great things happen, MOHAI wants to hear about it! Keep checking back in to learn more about who's making, sharing, and doing in our region.

»Sketch Your Invention!

»We've all doodled our brilliant ideas on a cocktail napkin or a piece of scratch paper - now MOHAI wants to see them! Click on the image below to download a very special type of cocktail napkin - or keep an eye out for them at your favorite local hangout - and sketch away! When your innovative idea is drawn, take a picture of it and Tweet it to us using the hashtag #innovationMOHAI. You can also use that hashtag to check out what other people are coming up with!»

MOHAI (Museum of History and Industry)

Colección de post sobre innovación del 22 al 25 de octubre

Contents of the week (ES): http://liderar-innovando.blogspot.com/2013/11/coleccion-de-post-sobre-innovacion-del_17.html


«Climate-KIC Events: Innovation Festival 2013»

«The Climate-KIC innovation festival 2013 will be held in our Lower Silesia region.

»The festival will bring together Climate-KIC partners, students and entrepreneurs as well as European policy makers and business market leaders. The festival will highlight how Climate-KIC is developing and commercialising innovative climate change products and services.

»This festival will celebrate Climate-KICs achievements and discuss the main concepts that have emerged for creating a self-sustaining organisation with an innovation portfolio that will generate high impact in Europe and beyond.

»The following topics, that were a result of our strategic retreat earlier in the year, will be covered during the festival:

»• Strategic relationships

»• Demonstrating value

»• Ideas with impact

»• Appropriate expansion [...]


Association Climate-KIC


Innovation Centre WA

«The Western Australian government is committed to delivering government initiatives that advance the growth of the State’s innovation based industries.

»Keen to encourage and support innovation for economic and social prosperity, the WA Government provides the Innovation Centre of Western Australia, located at Technology Park, Bentley, as a focal point and meeting place for entrepreneurs, innovators and service providers.

»The Centre provides the infrastructure and services to increase the commercial potential of emerging innovative small to medium enterprises. Commercialisation advisers based at the Centre provide the much needed assistance and support that helps bridge the gap between the development of ideas and the commercialisation of those ideas into viable and sustainable enterprises and products.»

Innovation Centre of Western Australia, Government of Western Australian, Department of Commerce

«The women who are changing Australia for the better»

«We asked for the women changing Australia to put their hands up – and how they heard us! The Australian Financial Review and Westpac Group Women of Influence Awards for 2013 recognise a new generation of achievers who are contributing to business and society.

»At a time when women’s participation at senior levels is a topic of hot debate, the second annual awards recognise 100 outstanding women from all over Australia and overseas.

»The awards recognise the 100 women in 10 categories: board/management, innovation, public policy, business entrepreneur, diversity, young leader, global, social enterprise/not for profit, philanthropy and local/regional.

»Now in their second year, the awards are a commitment to increasing visibility of women’s leadership in Australia and their important contribution to creating a bold and diverse future for Australia.

»Both Fairfax and Westpac also run their own awards, which recognise their outstanding female leaders.

»The Financial Review and Westpac 100 Women of Influence awards are aimed at celebrating the contribution of women to developing a diverse, vibrant and prosperous Australia and providing visibility to great examples of their leadership. They exert influence by contributing to women’s advancement across society and economic life, and to Australian communities through collaboration, mentoring and not settling for the status quo.

»Westpac chief executive Gail Kelly says the awards are “a wonderful opportunity to celebrate the success and achievements of women across Australia”.

»“It’s an important way to acknowledge the significant contributions that women are making to achieve change in their local communities, businesses and society more generally.”


»In July and August, there was a national and international call for entries. The judges look for influence and impact. A woman of influence is someone who can demonstrate collaboration within and beyond their field, and a wider circle of influence than through their direct role.

»The awards were launched in 2012 by then prime minister Julia Gillard. In this, the second year, more than 500 entries were received from across the economy, business and the arts, the public sector and non-profit organisations, philanthropy and academia. Entries were received from every state and territory and from overseas.

»Following the close of entries on August 25, nominations were assessed and shortlisted by a panel of judges, respected senior business leaders.

»The judges assessed a range of criteria including the nominee’s personal and career achievements, contribution and impact beyond their direct role and their mentoring and support for other women.


»The 100 finalists will attend a gala dinner in Sydney on October 17, where Westpac’s Kelly and Fairfax Media chief Gregory Hywood will announce the 10 category winners and overall 2013 Woman of Influence.

»More than 500 extraordinary nominees have entered the 2013 awards – a rise of more than 40 per cent on our inaugural awards in 2012.

»What is striking are the stories of tenacity, courage and innovative thinking, that ensure we will be lifting the bar higher in the future.

»The judges have recognised an impressive cohort of Aboriginal and Torres Strait Island women, who were well represented in this year’s WOI 100 List.

»They are tackling some of the toughest issues and standing firm on areas that affect local communities, from fetal alcohol spectrum disorder to indigenous leadership training. Leaders include June Oscar, chief executive of the Marninwarntikura Women’s Resource Centre in Fitzroy River, Rachelle Towartt, chief executive of the Australian Indigenous Leadership Centre, Shelley Reys, chair of the National Centre of Indigenous Excellence, Tanya Denning, who has led the development of National Indigenous TV Network as channel manager of SBS Corporation.

»The efforts and contribution of women in non-traditional sectors also stood out. The Australian Defence Force’s momentum towards cultural change was reflected in the judging panel’s recognition of Dee Gibbons, flexibility and diversity director in the Australian Air Force, and up-and-coming Department of Defence director, general people strategy and culture, Justine Greig.

»In the resources sector, the contribution of Stefanie Loader, general manager at Northparkes Mine and Sabina Shugg of Momentum Partners WA were recognised.

»Business entrepreneur Skipp Williamson, managing director of Partners in Performance, has built a successful global consulting firm in non-traditional industries including mining, engineering and energy. She and her team have found flexible ways to work and remain connected across the globe.

»Other business entrepreneurs include Carmen Pavlovic, chief executive of Global Creatures, an international entertainment group which creates, develops and tours theatre productions, including King Kong and Strictly Ballroom, and Cathie Reid, managing partner of aged care and pharmacy business APHS.


»Judge Sue Vardon said there were outstanding entrants from the medical profession and the research profession. “I’ve been thrilled to see some of the research sector applications, which we hadn’t seen previously. That has been very special.”

»The 2013 Women of Influence tend to do more than one thing and well. Melbourne-based Susan Alberti has run a successful major construction company, plays a key role as vice-president at the Western Bulldogs Football Club and is a philanthropist funding medical research.

»In the board and management category, those recognised included Anne Ward, who chairs Colonial First State Investments Ltd, Zoos Victoria, Qantas Superannuation, and the Centre for Investor Education, and is a director of ASX-listed FlexiGroup Ltd.; QBE Insurance chair and philanthropist Belinda Hutchinson; Mirvac director Elana Rubin; and Hesta chief Anne-Marie Corboy.

»Sydney-based Sally Evans, head of Aged Care at AMP Capital, also chairs LifeCircle, a charity that assists people who are struggling with a life-threatening illness or caring for someone who is terminally ill.

»For her tireless campaign for better participation of women at senior leadership levels, Carol Schwartz, founder of the Institute for Women’s Leadership, was recognised for a second time, as was Rebecca Dee-Bradbury, president developed markets Asia-Pacific, Mondelez International (formerly Kraft Foods), for her leadership and innovation in the food sector.


»Susan Oliver, chair of Fusion Retail Brands (was Colorado group) and founding chair of Scale Investors, a start-up women’s angel investment group that aims to help develop a seed capital network to Australia where women are encouraged and given the skills to invest profitably in female entrepreneurs at the start-up and early stage of new ventures.

»Wendy Simpson, chair of Wengeo Group, a private investment group that invests in industrial and commercial property developments, and chair of Springboard Enterprises, a community-driven accelerator program that recruits, coaches, supports and promotes investment-ready, high-growth companies led by women.

»Natasha Cica, head of the Inglis Clark Centre for Civil Society at the University of Tasmania, has been an innovator in leadership development and building community discourse and capacity, and author of Pedder Dreaming: Olegas Truchanas and a Lost Tasmanian Wilderness.

»Learn more about the Financial Review – Westpac Women of Influence Awards»

The Australian Financial Review, Ben Woodhead

Colección de post sobre innovación del 8 al 11 de octubre

Contents of the week (ES): http://liderar-innovando.blogspot.com/2013/10/coleccion-de-post-sobre-innovacion-del_15.html


Dan Jones: «ESDN: Cisco CEO Says App Economy Is “The Future”»

«Cisco CEO John Chambers says the “next wave” in IT is coming very soon, promising massive opportunities for the networking companies that can ride it but delivering a “brutal” wipeout for those that can’t.

»The ebullient CEO delivered the opening keynote at New York’s ever-glamorous Javits Center Wednesday morning. He gave a little glimpse of what will drive Cisco’s approach to networking and acquisitions in the coming year to the IT-focused crowd at the co-located Interop and ESDN show.

»“Application infrastructure is going to be the future,” Chambers told the packed auditorium. Cisco is expecting 77 billion app downloads in 2014, driven by a massive growth in devices from smartphones to sensors.

»Which means that mobility will be a big part of the puzzle but not the whole jigsaw, according to Chambers. “Four years ago, mobility was our Achilles heel -- not any more,” he noted. He claimed that Cisco is tops in small cells, service provider WiFi, enterprise wireless LAN, and other sectors right now.

»Building the infrastructure to support the “app economy” will mean more than just mobility, however, according to the CEO. It will involve bringing software-defined networking and virtualization functions out of the datacenter and into the everyday business of IT. It will involve location-aware networks that can pull a user’s applications from the cloud and deliver them to whatever device they are using.

»Cisco posited its demonstration at the keynote as an example of how these concepts will work in the real world: The company showed off a system where a “doctor” moved through a “hospital” with a location-sensitive network that provisioned different services for different devices in different areas of the faux-clinic.

»“This is not a three-to-five year proof of concept,” the CEO said towards the end of his presentation. He said that these ideas are informing what Cisco is building now and over the next couple of years. Certainly the company has been working on wireless location-aware infrastructure through this year and last. (See Cisco Takes Location Indoors.)

»These ideas are also coloring what Cisco has been buying recently, Chambers explained. He said that Cisco will soon start deploying security technology it got when it bought Sourcefire for $2.7 billion in July. (See Cisco Banks on Sourcefire & Snort for Security.)

»The expansive nature of this shift in IT and networking will be good for companies that can get their arms around the changes. “Make no mistake, we plan to be a disruptor,” Chambers said, adding that Cisco won’t enter a new market it doesn’t think it can take at least a 40 percent share in.

»Chambers, however, expects that many tech companies will be cut down as they build to try and get to the top of the application infrastructure market.

»“Make no mistake,” he told the crowd. “There’s going to be a brutal consolidation in this industry. Brutal.”

»Want to talk about just how brutal? Or which networking CEO would win in a Mad Max Thunderdome-style SDN cage match? Well, go here for Light Reading’s ESDN live chat and gab it up.»

Light Reading


Mehran Mehregany: «If You Want Innovation, You Have to Invest in People»

«As the convergence of digital technologies drives unprecedented levels of change in global marketplaces, it is very much a reality that a company must, as Bill Gates put it, “innovate or die!” In the race for relevance to future customers, the greater a company’s innovation capacity, the greater its chance of success.

»So how does a firm build its power and agility in innovation? The answer is simple and, to my mind, obvious – yet, it is not the direction in which most innovation-seeking firms seem to be channeling their efforts. Having designed and managed innovation programs in a variety of settings, I know that a company’s innovation capacity comes down to its talent pool, and its commitment to building knowledge and competencies one individual at a time.

»I can see how this foundational requirement — good education and ongoing training of people – has been obscured. Innovation is emerging as an industry of its own; an ever increasing number of suppliers provide a wide range of products and services to help companies be more creative, collaborative, and inventive. I’ve contributed to the development of this industry myself with NineSigma, which is responsible for a large part of how open innovation is practiced today. Indeed, the whole point of open innovation is to encourage and enable companies to look beyond their internal resources and capabilities and engage with external sources of ideas and solutions.

»But I am afraid that some company managers have missed the essential point of these products and services – that they are designed to work with a group’s basic strengths in innovation. For the most part, such tools assume that a firm has an existing talent pool with the intellectual capacity to generate ideas and turn them into value. Even open innovation requires maintaining a strong internal competency to understand, qualify, and integrate the externally sourced solutions.

»Before counting on any innovation offering from a vendor to change their fortunes, managers should therefore invest in two kinds of education. First, they need to ensure that the professionals they employ are current in their fields. Every discipline is experiencing accelerated development, and the rapid knowledge obsolescence that goes with it. Cushing Anderson of IDC puts it well: “Knowledge leak is the degradation of skills over time, and it … can kill organizational performance in as little as a couple of years.” While it might have seemed reasonable in an era of slower change to put the onus on the individual to maintain his or her currency, firms today must make it their business to counter this leakage.

»Second, organizations should give their people specific training in innovation. Hatching potentially valuable ideas and taking them to fruition is its own competency. It is not, moreover, an innate ability, but quite trainable. As in any subject, developing innovation skills requires learning some fundamentals and mastering them through repetition. But fundamentals of innovation are not usually taught as part of science and technology training. It befalls organizations to train their talent pool accordingly.

»Unfortunately, employee education and training can be hard to sustain, because it is an investment in an intangible. In a survey by HCM Advisory Group, close to half of executives (mostly responding from the U.S.) did not characterize their company’s learning function as a strategic enabler. About a third of those surveyed viewed that function as a necessary but costly contributor. Worst of all, executives at 1 out of 7 companies viewed learning expenditures as nothing but sunk cost! It’s no wonder that learning functions in organizations are not funded at a level commensurate with their importance to innovation. Investments that correlate more directly and instantly with bottom-line results usually win the day.

»Some mistaken beliefs on management’s part make it even harder to fuel innovation with education. It is a known human tendency that to overestimate our depth of knowledge and the strength of our abilities. I’ve often thought that this was why, in the first three years of pitching NineSigma to a wide range of companies (from 2000 to 2003), only one management team, Procter & Gamble’s, quickly grasped its value proposition and integrated it into its innovation strategy (which it called Connect & Develop).

»Sometimes, this overconfidence results because managers know they have hired smart people from the start. They are discounting the danger of knowledge leak. Sheer IQ is not sufficient for innovation, or even as important as current knowledge. In my own case, for example, I know there are many with higher IQs. My ability to innovate in sensor design comes from years of schooling in sensor design fundamentals and a commitment to continuous learning, both independent and collaborative, to keep my skills up to date.

»Managers also commonly believe that there is much higher capacity for innovation than there is in the organization, and that it can be tapped through various strategies for quick results. Witness the growing number of organizations that are creating workspaces with techie “Silicon Valley” looks and feels. The underlying assumption is that the innovative ideas are all there, simply needing to pulled out of the woodwork. (More generally, these organizations commit the basic error of mistaking correlation for causation.) Let me say for the record that workplace design, beyond the provision of nice, functional space, has never in my long career of running creativity and innovation projects proved to be instrumental.

»What has proved to matter is, again, the building of knowledge and innovation skills, which are much harder and take longer to get in place and maintain. Leading-edge competency in one’s area of practice is indispensable; practice at turning ideas into reality is a must. And by the way, on some level, your people know this. Data from employee surveys consistently shows that a focus on talent development is a key factor in whether a firm ranks as a “best employer.” Talent recognizes that, while learning is hard work, and the value is not quantifiable, it is the only way to remain valuable in an economy that thrives on innovation. The more you invest in your people’s knowledge, the more innovation you can expect to reap. IBM’s Founder Thomas J. Watson, Sr. captured it well: “There is no saturation point in education.”.»

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