Age of the App

Customer Complaints Are a Lousy Source of Start-Up Ideas

Today I read …"How to Use Enterprise Architecture to Deliver the Right Solution"

Enterprise Architecture This is the another post in my “Today I read …” series where I aim to summarise. or recapitulate, excellent, and educational, articles that I have read
Previous: BA Practices in a Virtual World

Today I read an excellent article on the IIBA site: “How to Use Enterprise Architecture to Deliver the Right Solution“, authored by Sergio Luis Conte.

For me, this was an excellent article.One that really helped me get a better understanding of Enterprise Architecture, especially from a Business Analysts point-of-view.
Sergio pulls relevant information from the EABOK (Enterprise Architecture Body of Knowledge), the BABOK (Business Analysis Body of Knowledge), along with other relevant sources, to detail:

  • What Enterprise Architecture is,
  • Why it should be used,
  • When it should be used, and
  • How it should be used.

The “What”

Sergio provides a quote from Gartner to answer this one:

a discipline for pro-actively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions. EA is used to steer decision making toward the evolution of the future state architecture. (Gartner Group 2013)

He goes further by describing how Enterprise Architecture consists of several independent, but cohesive architectures: Business Architecture (BA), Application Architecture (AA), Technology Architecture (TA), Security Architecture (SA), and Information Architecture (IA).

The “Why”

Sergio explains that Enterprise Architecture is a way of thinking about the Business from a system management theory perspective. He also ties this nicely in with information presented in the BABOK (under competencies).

The “When”

Enterprise Architecture is used when a business needs to transform itself – when a desired future state is recognised.To identify the gap between the current state, and this future state, a gap analysis is performed, and appropriate steps are taken to make the necessary transformations,

Image “In search of problem situation to solve” – Sergio Luis Conte (IIBA)

This is a repeating cycle. Businesses attempt to adapt to an ever changing environment.

The “How”

For the “How”,Sergio mentions that there are several models available for working with Enterprise Architecture. The one he concentrates on, though, is “The McKinsey 7S model” that focuses on, and analyses, seven elements – strategy, structure, systems, staff, skills, and shared values.

Sergio explains each of these seven elements in further detail, including listing references for further reading.

Conclusion

All-in-all, a great article that helped me lot, and gave me enough information for further reading.

The link to the full article is: https://www.iiba.org/News-Events/Best-Practices-for-Better-Business-Analysis/BP4BBA/2013/enterprise-architecture-to-deliver-right-solution.aspx

If you like this post, feel free to share. If you have comments that you’d like to make, please go ahead and use the comment box below.

Thanks for reading.

“The New Normal” – my initial thoughts

I have been given a copy of Peter Hinssen’s “The New Normal“.

This book is about the

“advancement in technology” that “is creating a new ‘normal’ where relationships with consumers are increasingly in a digital form.”

Hinssen claims that we are “half way”, and that amazing things are going to be happening.

I’ve only just started reading the book, but here are my thoughts so far (as reviewed on  Goodreads) …

======================================

The New Normal: explore the limits of the digital worldThe New Normal: explore the limits of the digital world by Peter Hinssen

28 February 2012

Just started reading this book…but so far I am unimpressed.

Hinssen is telling us nothing new. Yes, technology has made a big jump. Yes, there are young people today who have never had to use an “analog” anything. Yes, for them digital is normal.

And – another thing that irks me is the concept that we are “half way”. How do we know that we are half way? Half way to what? Saying that implies that there is a defined endpoint. And then what?

As mentioned – I’ve only started reading this book (up to page 14). The things that I mention above are enough to make me want to keep reading. I want to see if Hinnsen moves away from this “wow – all this new technology” stance and offers something that isn’t self-evident. I also want to see whether he expands on this “half way” idea.

I will add to my comments once I have finished the book.

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Here is a video that gives a “teaser” of his book…
[vodpod id=Video.16153305&w=425&h=350&fv=]

Related Links

  • “The New Normal” (on Peter Hinssen’s site)
  • Synopsis (by Peter Hinssen)
  • “The New Normal” (on Amazon.com)
  • My review of the book (on Goodreads.com)
  • My profile on Goodreads.com

Summary of The Pharma Summit 2012 – by someone who was there

The following is an excellent overview that Carolyn Buck Luce has written on her blog of The Pharma Summit 2012, recently held in London . (Everything below is hers. The highlighting, however, is mine, and I have added my own comments.)

Clearly some very interesting topics have been discussed. And from Carolyn’s excellent notes, it’s readily apparent that there is a huge move in this industry.

—————————————————————

Insights from Economist Pharma Summit – Finding New Directions

Here are some insights that are “sign posts” of Pharma 3.0 where the patient is in the middle, not the product and the focus is on delivering health outcomes to individuals at an economic benefit for health systems and society.

  • GSK CFO, Simon Dingeman, observed that in emerging markets most medicines are paid for “out of pocket” by individuals. This reality has spurred a different business model by more closely integrating the Consumer, Pharmaceutical and Vaccines businesses to focus on ultimate customer.
  • Bruno Strigini, Merck President of Europe/Canada — reflected on the demise and bankruptcy of Kodak and observed that in hindsight the trends were visible to all but changing a business model is exceedingly hard. This is quite analogous to the pharma industry where it has to move to delivering outcomes. For Merck this includes increasing innovative partnerships with non traditional players like food and IT companies and building solutions and services.
  • Managing Director of GAVI, Nina Schwalbe, discussed that every two minutes a woman dies of cervical cancer but now, based on the system working together, there is a vaccine for this.
  • Stephen Whitehead, CEO ABPI, and Bruno Strigini, Merck President Europe/Canada
    — Fascinating conversation about value and outcomes. Everyone agrees that today there is not a common definition of what is the optimal health outcome with payors, patients, doctors and pharma having different perspectives. All stake holders have a role in the measures to assess value. And this can include a range of interventions to innovations. For example, if a pill can be taken once a day instead of 4 times a day could increase patient adherence and is therefore a valuable intervention.
  • Patrick Flochel, EY, observed that we are in the health business not the sick business. The HC system needs to put the patient in the middle. And the HC system will be shifting to health care everywhere – beyond the two pillars of the doctors office and hospital to the “the third place(s)” —wherever the patient/health care consumer is.
  • Theresa Heggle, Shire: A shift from provider to payor with the patient at the center has helped Shire shift their focus to the needs and value to the patient. Working with rare and orphan diseases, Shire works closely with patient organizations and families, possibly a model for the future of “personalized” medicines. There are already 300-350 drugs for orphan diseases and over 7000 such diseases.
  • John Pottage, ViiV: HIV is a good example of patient at the center model where patients literally took an activist part to become equal partners in innovation and regulatory process. Relationships, incentives, roles and responsibilities, data transparency etc were redefined.
    Now, ViiV is an example of a business model where the focused resources of two large companies contributed to a new company that is focused on just one disease with extensive partnerships and collaborations, from medicine to delivery with the patient at the center.
  • Wendy White, Siren Interactive. Patients and caregivers with rare disorders are now frequently the primary drivers of diagnosis and treatments given their active use of internet and mobile technology to get educated. Their activity can be predictors for future innovations as innovation happens at the margins.
  • Fascinating conversation about the value of transparency and data.
    For example everyone publishes what IS working in clinical trials but there is a wealth of insights in the data of what didn’t work but those data are not published in an easily accessible way.
    On Social media —notwithstanding the regulatory constraints of using social media in interactions with doctors and patients, pharma companies are beginning to dip their toe in by listening. However, there are challenges —in part due to the quick response expectations that don’t leave time for appropriate reflection and educated deliberations. Building trust is key to the industry so missteps in social media would be a real setback for the industry.
    (This is an excellent point. Listening, however, is an excellent start. There is a continual stream of incredibly useful feedback that the patients are giving. – Mark)
  • Discussion around the role of behavioral change in improving health http://ow.ly/8Y0z8
  • Sir Andrew Dillon, Chair of NICE — the trend of value-based pricing will continue. This is a growing trend that will touch both developed and developing markets.
    Sir Andrew encourages pharma companies to not “run away” from the developed markets to find countries without this approach as there will eventually be a NICE-like agency in China and India etc. The future will have funders, providers, innovators and users working more closely together earlier and earlier in the process to come up with good decisions. There will always be tensions but they can be creative tensions that produce value for health systems and better outcomes for patients.
  • Anders Ekbloom AZ – it was interesting to hear his perspective on what the innovators need from the payers:
    • reward value that medicines contribute to the overall cost of health
    • create trust by considering all the relevant data and being transparent in rules for decision making
    • insure rigor in how decisions are made to insure they reflect the needs of the population
    • justify decisions with clarity and give innovators opportunity to reflect and react
    • go faster as sometimes it takes payers up to a year after approval to agree on price but the IP clock is ticking

In the end, innovators have a long lead time and are making big investments. The more harmonized, clear and transparent rules and decision making across boundaries are with respect to reimbursement, the greater the win for all.

  • Reflections upon listening to Brian Griffin, CEO Medco International on Patient Data and how it will transform the Pharma Industry:
    Many of the health systems strategies around bending the cost curve through cutting prices has not been effective and the focus is turning to increased adherence which will be driven in part by better data —integrated, actionable and accessible to stakeholders, including investors.Facts in Europe. — 50% of patients don’t take medicines. This is made up of 1/3 don’t fill their prescriptions; 1 in 10 stop taking their pills; 1/2 forget to finish regimen and 1/4 of all patients don’t take recommended dose. This costs pharma companies in Europe $125B and causes 200,000 premature deaths per year.Focusing on real of use patient data and offering an integrated medication support package with a suite of adherence services can make a real difference and provide the base line improvements that support demonstration of value. These real use data will also provide key insights on patient behavior that will help build incentives and interventions to improve adherence and safety.
  • Freda Lewis-Hall, Chief Medical Officer Pfizer and HBA 2011 Woman of the Year, spoke on The Future of Medicines – The Disruptive Innovators.
    As usual, Freda had compelling perspectives of the future from the patient perspective and the need to approach this with a sense of urgency. She made the point that disruptive innovation is only disruptive in hindsight.
    Pharma can’t lower performance or be all things to all people – ie better, faster, cheaper – given the imperative to move to targeted precision therapies. More important that we start asking disruptive questions like 1) how to best characterize diseases, and 2) how do we streamline the matching of therapies to disease to increase precision and 3) how do we create 21st century science by upgrading 1950’s funding.
  • The conference ended on a high note with a keynote from Tachi Yamada, former President of the Global Health program at the Bill and Melinda Gates Foundation and now EVP, Chief Medical Officer of Takeda, speaking on changing the game in global health.
    Tachi spoke eloquently about the importance of the emerging markets to the industry and the “moral tragedy” of the current state — 8 million children dying unnecessarily life expectancy less than 50 years; with examples like TB which kills millions of people every year and is being fought with a vaccine that is 80 years old and medicine that is 40 years old.
    His answer is to revolutionize innovation, turn things upside down and get to work with the following prescription: 1) Challenge accepted dogma and promote those that challenge 2) Be willing to fail and fail often and take big risks 3) Forget peer reviews because innovators HAVE NO peers and don’t let the experts kill ideas 4) Decide fast while the excitement and enthusiasm is there 5) Create a sense of urgency so that desperate ideas are welcome.(The comment “Forget peer reviews because innovators HAVE NO peers and don’t let the experts kill ideas” is brilliant and worth repeating – Mark)

Forget peer reviews because innovators HAVE NO peers and don’t let the experts kill ideas

Carolyn’s original post can be read here. Also check out her other great posts.

  • Pharma 3.0 (markjowen.com)
  • A Commentary: Pharma’s Ongoing PR Problem (biojobblog.com)
  • The future of healthcare is visible but requires new ways of thinking (worldofdtcmarketing.com)
  • CBR Pharma Insights’ Latest Report, The Perception of the Pharmaceutical Industry – Health Care Reform, Drug Safety, and Drug Costs (prweb.com)
  • 2 Risky, 2 Safe Pharma Plays (dailyfinance.com)
  • Big Pharma and the Prisoner’s Dilemma (markjowen.com)
  • Bad journalism paints unfair picture of pharma industry (worldofdtcmarketing.com)
  • Medicine Makeovers – Thomas Pogge Disects the Pharma Industry’s Shortcomings & Proposes a Solution (TrendHunter.com) (trendhunter.com)

One of the best definitions of “Gamification” that I have seen

Quote

Michael Spitz over at PharmaPhorum has written an article on “The gamification of healthcare”. It looks like a great article, and I plan to review it shortly. However, I just wanted to share Michael’s definition of “gamification”, which is one of the best that I have come across lately.

Gamification essentially uses game design techniques and mechanics to connect and engage with audiences in an otherwise non-gaming environment.

I’ll write more about his article (and others) soon…

  • Gamification in a Small Business: Does it Really Work?
  • One of the best definitions of “Gamification” that I have seen
  • 5 ways to actually get gamification to work effectively
  • Gamification in Pharma Marketing explained with examples
  • Gamification: Foster Brand Loyalty Using Game Mechanics
  • Gamification: What the Experts Think
  • What Is Gamification?
  • Healthcare Gamification
  • ‘Gamification’ engages otherwise uninterested customers (vator.tv)

A comment by David on “Social Leadership”

In my last post, #SWCHAT – Social Leadership, I mentioned that there seemed to be the feeling that there was no such thing as “Social Leadership”.

In response, David Christopher, the host of the #SWChat’s, posted a really valuable comment. You can read it at the end of the above-mentioned post, but I feels it’s really worthy of its own post…

The term “Social Leadership” doesn’t really exist in business today but it was clear from the event that leaders need to start understanding and working towards being more social.

The reason reason? Empowerment.

With a social business infrastructure the old hierarchical structures are broken down and decentralised. Employee’s become more empowered and open collaboration becomes the norm.

Leaders therefore need to evolve their leadership styles to accommodate this type of new workplace, a social workplace. Once they embrace this type of leadership then the tacit and explicit knowledge of the employees can be shared openly and becomes an incredible asset. An asset that is often ignored or not realised.

This is the future, the next generation workplace as some call it but many companies are still a long way off achieving this.

The SWChat event last week clearly highlighted this.

I’m looking forward to next weeks chat. Thanks David.

  • Managing Social Media Chaos: A Leadership Priority (forbes.com)

Do you really “get” Innovation?

pier_8-wallpaper

The good people at Innovation Excellence (that would be Braden Kelly, and Rowan Gibson) have published a post, written by Holly G Green, in which you have the chance to test your “Innovation IQ“.

Initially I thought that this would be a whimsical piece that would equate to one of those “self tests” in a Cleo magazine that we all like to take. (Or so I’ve heard…)

However, the article was actually quite a good one, and I learnt some interesting things about Innovation.

With permission, I republish the article below. However, you can save time and go directly to the “Innovation IQ” test by clicking here. Also – take a look around at some of the other great articles on the site.

Test Your Innovation IQ
Posted on December 7, 2011 by Holly G Green

Everyone knows that innovation means coming up with the next great idea in your industry, right? Actually, there’s a lot more to it than that. Test your ability to separate innovation fact from fiction by answering the following questions true or false:

  1.  Innovation is the act of coming up with new and creative ideas.
  2. Innovation is a random process.
  3. Innovation is the exclusive realm of a few naturally talented people.
  4. The biggest obstacle to innovation is a lack of organizational resources and know-how.
  5. The most important type of innovation involves bringing new products and services to market.
  6. Teaching employees to think creatively will guarantee innovation.
  7. The most powerful way to trigger your brain is to simply ask it a question.
  8. Most companies pursue incremental rather than disruptive innovation.
  9. Most companies are not structured to innovate.
  10. Listening to your customers is a great way to innovate.

Answers:

1. False. In business, innovation is the act of applying knowledge, new or old, to the creation of new processes, products, and services that have value for at least one of your stakeholder groups. The key word here is applying. Generating creative ideas is certainly part of the process. But in order to produce true innovation, you have to actually do something different that has value.

2. False. Innovation is a discipline that can (and should) be planned, measured, and managed. If left to chance, it won’t happen.

3. False. Everyone has the power to innovate by letting their brain wander, explore, connect, and see the world differently. The problem is that we’re all running so fast that we fail to make time for the activities that allow our brains to see patterns and make connections. Such as pausing and wondering….what if?

4. False. In most organizations, the biggest obstacle to innovation is what people already know to be true about their customers, markets, and business. Whenever you’re absolutely, positively sure you’re right, any chance at meaningful innovation goes out the window.

5. False. It’s certainly important to bring new products and services to market. But the most important form of innovation, and the #1 challenge for today’s business leaders may really be reinventing the way we manage ourselves and our companies.

6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new products and services that customers value and are willing to pay for — a process that requires knowledge about what your customers want and need, coupled with implementation.

7. True. Ask a question and the brain responds instinctually to get closure. The key with innovation is to ask questions that open people to possibilities, new ways of looking at the same data, and new interpretations of the same old thing.

8. True. Most companies focus on using internally generated ideas to produce slightly better products (incremental innovation). Then they strive to get those slightly better products to market as quickly and as cost-effectively as possible. This approach is quicker and cheaper than disruptive innovation. But it rarely generates the results that lead to sustainable market leadership.

9. True. Most organizations are physically set up with accounting in one area, marketing in another, and management off by itself. Employees rarely interact with other departments unless they need something to get their jobs done. And leaders and departments often withhold information, believing that it puts them in a position of power. Innovation requires teamwork, communication and collaboration, not isolated silos.

10. Trick question! The answer is “it depends.” Research shows that customers can be a good source of ideas for improving existing products and services — if you’re looking to achieve incremental innovation. However, by itself, customer research is not sufficient for generating disruptive innovation because it only uncovers expressed, or known, customer needs. Disruptive innovation solves problems that customers didn’t even know they had or were unable to clearly articulate to themselves or their vendors. It redefines the market at a very fundamental level or, in many cases, creates a new market.

If you got 8 or more correct answers, give yourself a pat on the back. If you scored between 4 and 7, I recommend some more research and work on these critical leadership skills. If you scored less than 4, wake up and smell the burnt coffee! Get some help.

If you’re not constantly looking to improve your products, services, systems, and managerial processes, you will fall behind. And once you fall behind, it can be very difficult and often impossible to catch up!

  • 8 Make-or-Break Rules For Corporate Innovation
  • Some Thoughts About Disruptive Innovations
  • So, Who Wants to Be An Innovator?
  • Innovation: It’s Not The Idea, It’s What You Do With It
  • Of White Knights and Trite Rhetoric: Resurrecting What Innovation Means
  • Innovation Management
  • Disruptive Technologies
  • Failure in the Workplace – Why It’s Good for Innovation

Innovation Management

Quote

I’m following the AIIM Enterprise 2.0 Practitioner course at the moment, and in Module 4, there is a slide that contains the following definition of Innovation Management:

Innovation management is the economic implementation and exploitation of new ideas and discoveries, and the implementation of an innovation culture in an organization, to promote and make possible the development of new ideas and business opportunities. Innovation management consists of innovation strategy, culture, idea management and implementation of innovation processes.

– John P Riederer, University of Wisconsin.

While reading this, I couldn’t help thinking about 3M. If you recall, in my post Innovation policy from an unexpected mine – 3M, I described how William L McKnight, the head of the company, did just what was described in the definition above. He gave Dick Drew an environment where Dick could develop his new idea, one that was totally different from the core product of the company. And it was this environment, this innovation culture, that allowed 3M to grow to what it is today.

  • The Future of Innovation Management: 5 Key Steps for Future Success (bjconquest.com)
  • What Every Innovation Manager Needs To Know about Value Creation? Let’s Start with Something Simple. (futurelab.net)
  • Blog Post: What is the function of KM? (gurteen.com)
  • Managing Innovation (advancementsynergy.com)

The inaugural Innovation Excellence chat

Innovation #ixchat

Recently Braden Kelley moderated the first Innovation Excellence tweetjam.

Braden and Rowan Gibson both host the Innovation Excellence site for the Global Innovation Community. This is a seemingly endless store of tips, articles, presentations, etc, etc to inspire innovation. Definitely worth a visit. (http://www.innovationexcellence.com/)
Anyway, there was some interesting discussion in the tweetjam. And there was an amazing amount of retweets as the participants shared the innovation wisdom that was appearing on their screen.
Below I have captured the main flow of tweets.
(To get to the raw stream, scroll to the bottom of the page).
Getting set to kick off inaugural Innovation Excellence Office Hours over on #ixchat – I’ll be doing #innovation Q&A – Questions to #ixchat
innovate
August 16, 2011
Welcome everyone to #ixchat ! I am the author of ‘Stoking Your Innovation Bonfire’ and co-founder of http://t.co/QmGa6KO #ixchat
innovate
August 16, 2011
Q1: What is one of the most overlooked parts of creating #innovation success? – #ixchat
IXchat
August 16, 2011
Internal and external communications are central to successful #innovation and too often they are left for the end #ixchat
innovate
August 16, 2011
Successful #Innovation = Value Creation * Value Access * Value Translation /// and value translation takes time and focus to do well #ixchat
innovate
August 16, 2011
Value Translation is about taking the value that you’ve created with your new #innovation and evangelizing it in a way people get #ixchat
innovate
August 16, 2011
Value Translation occurs along a continuum between explanation for more incremental #innovation to education for true disruptions #ixchat
innovate
August 16, 2011
Successful companies focus on Value Translation from the beginning, testing messages internally and adapting for external audiences #ixchat
innovate
August 16, 2011
Even a great company like #apple underestimated the importance of value translation in launching the iPad and suffered ridicule #ixchat
innovate
August 16, 2011
But within three months, Apple came up with brilliant OOH advertising that translated the iPad’s value perfectly in a single image #ixchat
innovate
August 16, 2011
Backlash against iPad’s launch statement should serve as cautionary tale of why investments in #innovation value translation matter #ixchat
innovate
August 16, 2011
#innovation value translation should also not be expected to happen over night or to be the need of a single audience… #ixchat
innovate
August 16, 2011
What things are you seeing done in cultures to create the environment to foster fun and safety to lead to innovative risk? #ixchat
Niskir
August 16, 2011
Take Segway example. Incredible #invention – game changer. Failing so far because regulatory, political, etc hurdles underestimated #ixchat
innovate
August 16, 2011
Because #innovation value translation can take time, often you must begin effort at the same time you begin creating the solution #ixchat
innovate
August 16, 2011
Other necessary #innovation communications investments include defining innovation and creating a common language of innovation #ixchat
innovate
August 16, 2011
Every context and culture is different, so every organization needs its own customized common #innovation language #ixchat
innovate
August 16, 2011
Without common language of #innovation, organization will struggle to embed innovation into culture or to unlock employee passion #ixchat
innovate
August 16, 2011
I started to have a bit of connectivity issues. I hope the time was useful. We will bring you office hours from others in future 🙂 #ixchat
innovate
August 16, 2011
Q2: What things are u seeing done in cultures to create environment to foster fun and safety to lead to innovative risk? #ixchat via @niskir
IXchat
August 16, 2011
Introducing greater flexibility into the organization and its environment can help to foster more fun and #innovation connectedness #ixchat
innovate
August 16, 2011
Many organizations are redesigning their work space to increase likelihood of chance encounters and side #innovation conversations #ixchat
innovate
August 16, 2011
@innovate Education is caused by starting at the wrong place. Start at value, then you don’t have to translate to value. #innovation #ixchat
DavidWLocke
August 16, 2011
Work space design should always link to how work is done & integrate connectivity in a way that doesn’t interrupt creativity #ixchat
innovate
August 16, 2011
But workspace is a small part – the ability to take innovative risk in an organization is much more cultural and measurement focused #ixchat
innovate
August 16, 2011
@innovate…organizations will struggle to embed innovation in culture or unlock employee passion #ixchat http://t.co/GbcpHS1
GowerPublishing
August 16, 2011
Organizations committed to #innovation give employees flexibility & capability to experiment & to shift some time to this activity #ixchat
innovate
August 16, 2011
Some organizations even allocate part of management’s measurement and compensation to how they foster and create #innovation #ixchat
innovate
August 16, 2011
Budgets must also become more flexible to allow 4 execution of day-2-day while also allowing 4 experiments – some of which can fail #ixchat
innovate
August 16, 2011
One way culture can shift to support more innovative risk taking is by working to instill a culture of learning from outcomes #ixchat
innovate
August 16, 2011
Quietly checking the 1st Q & A session of #ixchat w/ @innovate this wk. Excellent Qs about how to create a culture for #innovation > #ixchat
CreativeSage
August 16, 2011
Engaging people in learning not just from failures but also successes, & providing the space and support for the learning to happen #ixchat
innovate
August 16, 2011
[email protected]_Ishmael @bpluskowski & I wrote on #innovation #culture > Guide to #OpenInnovation & #Crowdsourcing http://t.co/NJNp3yd #ixchat
CreativeSage
August 16, 2011
Thank you all for attending our inaugural Innovation Excellence Office Hours – Sorry that things slowed down there at the end #ixchat
innovate
August 16, 2011
@berkshire_ideas – #ixchat was 1st Innovation Excellence Office Hours giving people chance to tune in and ask #innovation questions #ixchat
innovate
August 16, 2011
@berkshire_ideas – We will begin listing future volunteer moderators here soon – http://ht.ly/64L3q – #innovation #ixchat
innovate
August 16, 2011

For a look at the raw #ixchat stream (along with a few interesting statistics about the tweetjam) click here.