The panel will cover innovations and trends in the health tech space and will feature Alex Fair, CEO of Medstartr, a leading medtech fund, accelerator and crowdfunding platform, Loren Busby, angel investor with Mid Atlantic Bio Angels, and Mette Dyhrberg, Founder of MyMee, a successful big data symptom management startup. It is an event you won’t want to miss!Wednesday, March 29, 2017 from 6:00 PM to 9:00 PM (EDT)
GACCNY’s Health Tech Insight Panel
We are excited to partner on a new collaboration with the German American Chamber of Commerce (GACC): an expert panel event focused on innovations in health-tech.
The panel will cover innovations and trends in the health tech space and will feature Alex Fair, CEO of Medstartr, a leading medtech fund, accelerator and crowdfunding platform, Loren Busby, angel investor with Mid Atlantic Bio Angels, and Mette Dyhrberg, Founder of MyMee, a successful big data symptom management startup. It is an event you won’t want to miss!
Wednesday, March 29, 2017 from 6:00 PM to 9:00 PM (EDT)
Spark Labs (Bryant Park)
25 West 39th St.
New York, NY 10018
6:00pm Registration, Networking & Snacks
6:30pm Panel Discussion: Life Science
7:45pm More Networking & Snacks
VentureOut, the event organizer, is focused on enabling the world’s most promising technology organizations to launch into new markets, raise capital, and scale. Based on the philosophy that talent is evenly distributed but opportunity is not, VentureOut’s mission is to bridge that gap between the entrepreneurial talent around the world and the vast opportunities available to them in New York City & San Francisco. Through short-form strategy development and capital raising programs, VentureOut immerses the world’s most talented entrepreneurs into the US technology ecosystem, fast tracking their growth by establishing relationships with top tech influencers, investors, and new prospective clients. To date, VentureOut has supported the growth of over 500 companies (700+ entrepreneurs) from 20 different countries. VentureOut was founded by Brian Frumberg in 2012. (www.ventureoutny.com)
Come to discuss my talk about “Changing employee mindset to boost collaboration and engagement for extreme business results”
How to overcome innovation hurdles in large organizations
How to build an entrepreneurial culture within your company to respond to change quickly
Measuring success beyond money – behavior change for best practices and boosting ROI
Workshop at 3:30pm on March 6, 2015
And take my Intrapreneuring Workshop “Building an innovation framework to design, launch and execute business projects”
The workshop participants experience the role of an intrapreneur to bring a project to life using disruptive methods and collaboration.
Innovation Barriers and Assessment
Becoming an Intrapreneur
Resistance, Sponsor and Team
Prototyping, Pitching and Investor Insights
About the Conference
Pharma companies stand on a cross-road for a few years now. They can choose to stick to their old ways that will probably slowly kill their business or successfully adapt to the reality of continuously shrinking pipelines and growing obstacles.
The 5th Annual Pharma PPM Toolbox will provide you with fresh ideas and solutions from experts who work hard to keep up with uncompromising market demands.
This video addresses the question: How can the pharmaceutical industry reskill representatives to be knowledgeable consultants to physicians?
Today, sales expertise is not enough. The pharmaceutical representative needs to be a broker of information. Physicians now have very limited time – and dictate when they can meet with representatives, from whom they need comprehensive information that they can pass along to their increasingly educated patients.
In this video, Jo Ann Saitta, Chief Digital Officer of the CDM Group, Stephan Klaschka, Innovation and Healthcare Consultant, and moderator, Richie Etwaru, Chief Digital Officer at Cegedim, examine this shift and the challenges pharmaceutical companies may face in properly retraining their people. These challenges include: adopting a culture of learning agility; integrating silos of information; having the ability to serve up dynamic content; and training representatives to utilize technologies that will maximize their brief but demanding visits with physicians.
Use this linkto watch all 10 videos in the series on YouTube directly – enjoy!
10 Inevitable Changes in Pharma 2015 – Communication moving to Collaboration
10 Inevitable Changes in Pharma 2015 – Content moving to Context
10 Inevitable Changes in Pharma 2015 – Care moving to Cure
10 Inevitable Changes in Pharma 2015 – Compliance moving to Culture
10 Inevitable Changes in Pharma 2015 – Supply Chains moving to Supply Constellations
10 Inevitable Changes in Pharma 2015 – Customization moving to Configuration
10 Inevitable Changes in Pharma 2015 – Customer moving to Consumer
10 Inevitable Changes in Pharma 2015 – Calls moving to Consults
Jo Ann Saitta
10 Inevitable Changes in Pharma 2015 – Cloud moving to Crowd
10 Inevitable Changes in Pharma 2015- Charity moving to Cause
Meant to raise questions and serving as a learning opportunity for graduate students in academic program around the globe, this case study lifts the corporate curtain a bit to show how innovation through intrapreneuring really happens and decision points along the way.
The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization’s DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.
This case has two key objectives. First, this case provides students an opportunity to grapple with the difficult decisions associated with innovation in an uncertain environment. Second, this case highlights that anyone has the ability to cultivate an entrepreneurial mindset and to lead innovation. The case divides the attributes of an innovation leader into five components: observing, questioning, experimenting, networking and associating. It shows the real-life experiences of a manager doing seemingly routine activities, who evolved into a leader who transformed the DNA of a global enterprise. The case also provides a template of the tasks, responsibilities and value-added changes as an individual moves progressively within an enterprise from an operations manager to a senior manager to an innovation leader. This case can be used either toward the beginning or toward the end of any course that addresses innovation and creative thinking in a large organization. At the beginning of a course, it illustrates the challenges of acting in the face of uncertainty in a large organization. At the end of a course, the case provides an opportunity for students to apply what they have learned about innovation, entrepreneurial thinking and innovation leadership.
When we talk about disruptive innovation, we can easily agree that going from the days of dim candle light and sooty oil lamps to electric light was one of these breakthrough innovations, right? Its icon, the lightbulb serves as our symbol for a great idea today.
Who invented the lightbulb?
When you ask around “who invented the lightbulb?” the answer “Thomas Edison” first comes to mind – and the answer is wrong! Truth is that we can give credit closer to 20(!) inventors of the lightbulb! – How so?
Thomas Edison patented the first practical and commercially viable incandescent lightbulb in 1878 and a revised design in 1879. In addition, he offered the first efficient electricity supply system for households and businesses, which laid the foundation and cleared the path for mass-producing light bulbs in 1880. His design was an evolution from previous, inferior designs and enabled by improved technology.
Sitting in the dark without Edison?
No worries, we would not stay sitting in the dark. It appears safe to say that even if Thomas Edison was never born, the practical incandescent lightbulb would have been developed around the same time – by someone else.
Looking back in history, Humphrey Davy invented electric light in 1802; more than 75 years before Edison. His “arc light” was unsuitable for mainstream application though it found specialty uses even today. Many more designs for incandescent light and lightbulbs were developed by several inventors, but neither were they practical nor suitable beyond demonstration stage. Prominently, Joseph W. Swan built a working prototype of a “light bulb” in 1850 – well before Edison.
Edison had access to improved technology such as a better vacuum pump for his breakthrough design. This technology was not available to previous inventors. Edison also developed an efficient and economical way to distribute electricity when earlier designs drained batteries quickly. (A nice example, by the way, on how a product can go a long way when bundled with a complementing service.)
On the flip-side, Edison knew of his limitation too. He made carbonized Japanese bamboo glow as filament between two electrodes knowing that carbonized Tungsten was the superior material. However, the technology was not available at the time to produce a thin Tungsten thread. We had to wait for William D. Coolidge to produce the Tungsten filament for General Electric in 1910, which is still the preferred material to illuminate our modern incandescent lightbulbs today.
This situation is typical and comparable to many big ideas that entrepreneurs work on today. There is much competition among entrepreneurs, so every good idea usually has a handful of teams working on it independently and head-to-head at the same time. Thus, it is highly likely that, if not Edison, another inventor would have come up with the lightbulb design we are so familiar with today.
R&D as a Legacy
Perhaps, the even more impactful and lasting heritage of Thomas Edison are not his inventions, useful as they are. His products such as the lightbulb, phonograph, quadruplex telegraph, mimeograph, etc., have been replaced over time by more advanced technology.
Nonetheless, Edison has changed the way we discover concertedly today. Until his time, inventors matched the stereotypical image of a lonely genius experimenting and inventing in their lair burning the midnight oil over some ambitious idea. Edison established the first research and development (R&D) organization in his famous Menlo Park lab, where a large number of researchers worked together in an orchestrated way to find solutions to specific problems coordinated strategically and systematically concerted. Edison has industrialized research!
Until today every research-driven company or organization worldwide follows in Edison’s footsteps! What an impressive legacy!
Disruptive innovations tend to have their origin in incremental steps and competition among inventors. First working individually and now increasingly in teams or even distributed R&D organizations across country borders.
A key success factor here is building trust and incentives within the team in order for all individual contributors to share information and findings freely.
The broader, cross-functional approach to research helps to identify ideas and technologies from other disciplines that can serve as stepping stones. Edison used a better vacuum pump, which made his design possible. Later, the capability to manufacture a thin Tungsten wire allowed General Electric to take the lightbulb the next level.
As the saying goes, “innovation happens at the intersections of disciplines.” The development of the lightbulb serves as a nice example proving it to hold true once again. Thus, innovation benefits by drawing from advances in other disciplines.
So, is disruptive innovation a myth?
Back to our original question, the story of the lightbulb is a great example for a breakthrough innovation with vast ramifications that disrupted and shaped the we live and work around the globe.
It can, however, not be seen as just one big and isolated scientific step but rather a series of many little steps in combination insights from other disciplines including manufacturing, economics and marketing leading to broad adoption that changed the world.
Only when it all comes together you have a disruptive innovation like Edison’s famous design. And it was still not the end. The journey continued to evolve with a Tungsten wire and later fluorescence, halogen and LED lights.
In this light, every disruption seems as yet another incremental step, doesn’t it?
Meet me at the Intrapreneurship Conference 2014at the “Kennispoort”-building of the Eindhoven University of Technology, John F. Kennedylaan 2, 5612 AB Eindhoven, The Netherlands, from December 10-12, 2014! Contact me you are interested to attend, as I may be able to get you a discounted ticket!
Intrapreneurship is the most powerful engine for growth. With innovation being priority #1, how are you implementing and leveraging innovation from within?
Now being organized for the fourth time, the Intrapreneurship Conference 2014 is the premier global event for Corporate Innovation Managers, Intrapreneurs, Business Managers, HR-Managers and Innovation Consultants. This is not just another conference on innovation, where you will be listening to motivational speakers all day. We intentionally keep the number of available seats at a level that enables you to really connect with everyone.
Discuss the best and next practices in implementing and leveraging intrapreneurship. We have carefully curated a program for you that includes all relevant topics in the field of intrapreneurship, and invited experienced intrapreneurs and experts to co-create an impactful learning experience for you.
You will leave the conference with a clear action plan and practical tools for the next step in implementing intrapreneurship. Plus, you will meet like-minded people to connect, share and collaborate with – as most Intrapreneurs are the lone mavericks in the corporate jungle.
The AlphaSights Knowledge Summit – Accessing Critical Business Knowledge Safely and Securely in the 21st Century
at the Harvard Club of New York City, 27 W 44th St, New York, NY 10036
In today’s digitally connected economy, competitive advantage no longer comes from ‘hard’ assets. It’s human assets – knowledge and talent – that give companies and investors an edge.
Specialist knowledge can be accessed, shared and recombined quicker than ever before, driving innovation, interactivity and wealth creation. But knowledge lies at the heart of the next billion-dollar company as much as it lies at the heart of billion-dollar trade-secret lawsuits or insider trading convictions. Leading professionals and their employers find themselves in the crosshairs of litigious competitors and ambitious prosecutors more often than ever before.
At this Knowledge Summit, acclaimed thought-leaders, top lawyers, former federal prosecutors and leading practitioners will explore and discuss current best-practice in the acquisition and protection of knowledge in today’s globally connected economy.
Why attend? – Other than just meeting me 🙂
Every organization needs to access external knowledge to succeed. But what type of knowledge delivers a competitive edge, and how can it be accessed both safely and efficiently?
Network with and learn from fellow senior legal, compliance and commercial executives from the world’s leading investment and advisory firms at the Harvard Club in New York City. Over a half-day event, the Summit will discuss:
Best-practice policies and procedures for effective knowledge acquisition. What systems and practices do the top investment funds and leading lawyers recommend?
Where can public and private investors trip up when seeking alpha? Lessons from Operation Perfect Hedge and recent private equity litigation.
Why the exchange of knowledge has always driven human progress, and what the ramifications of a totally interconnected global marketplace might be.
Redrawing the battle lines for talent and knowledge as employees move ever more freely between firms – should smart employers embrace or be wary of the ‘free-agent’ economy?