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Weekly New Releases - Business - Innovation

Weekly New Releases - Business - Innovation


Meet the founders of two startups created with the purpose of making life easier for business and people with the help of virtual technology innovation. Dan Greenberg is the founder of Sharethrough, a company that helps brands make their videos go viral on the web. Phil Libin has started Evernote, a mobile application that helps people remember and keep track of everything going on in their lives.

DVD / 2013 / (Senior High - College) / 24 minutes

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This episode of Innovation Lab focuses on learning more about the latest trends in artificial intelligence and augmented reality. We take a closer look at two of the top companies in this field: Dekko and Affectiva. Dekko is a company that is building a disruptive high-tech platform that intends to synthesize the online world and the real world. Affectiva is a startup that uses technology to transform products, processes and lives by providing automated emotion measurement.

DVD / 2013 / (Senior High - College) / 24 minutes

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Jamie Wong and Anthony Marinos: Meet two young professionals whose objective is to find the perfect match for people's needs when traveling and working. Through their innovative companies: Vayable and Loosecubes they have harnessed the power of community to provide unique travel experiences to consumers as well as to efficiently provide office space to smaller companies that need it but may not be able to afford it. We learn the importance of community building and how important the endorsement of a community user is to build good faith in these kinds of systems.

DVD / 2013 / (Senior High - College) / 24 minutes

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Meet two of the most successful entrepreneurs in the food indus- try today. Gary Vaynerchuck and Tim McCollu stood out for having challenged the rules of how to produce, market and sell two historically traditional products: wine and chocolate. These two entrepreneurs saw a gap in an already consolidated mar- ket and took big chances to build their businesses. McCollu's Madecasse Chocolates are manufactured in Madegascar and feature a completely self-contained production chain that relies heavily on local farmers and workers. Vaynerchuck has grown his family's wine business through aggressive social media strat- egies.

DVD / 2013 / (Senior High - College) / 24 minutes

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A great deal of today's modern technology exists due to the extensive use of the abundant chemical element, Silicon. California's Silicon Valley is where we find several of the world's most innovative and successful technology companies that touch all areas of human needs. Two of these companies, SunTech and Complete Genomics, are on the forefront of the innovative use of computing technology. Through their groundbreaking methods and designs they have harnessed the computing power of the Silicon Valley and applied it to creating more efficient and effective solar power generators as well as cost effective and highly accurate human genome mapping techniques.

DVD / 2013 / (Senior High - College) / 24 minutes

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Recyclebank and Revolution Foods are two innovative companies that focus on rewarding people for taking ecological and healthy actions. These two companies are encouraging citizens to be actively engaged with good environmental and nutritional practices. The benefits created by these practices are considered "win-win-win". This means that consumers and government save money, build community, and also earn long-term health benefits.

DVD / 2013 / (Senior High - College) / 24 minutes

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This episode delves into the discussion of what distinguishes art and design? Most good design is firmly rooted in the art world. Often, professional designers are inspired and informed by work that is created through artistic endeavors. Modern mass production has made it nearly impossible to pinpoint the origin or inspiration for design of everyday objects. It is certain, how- ever, that artistic innovation and creativity are essential to the advancement of quality design that not only serves a function but also satisfies the user on a more abstract and artistic level. One company that has mastered walking the fine line between art and design is Ammunition. In this episode we talk to their creative leaders as well as the executive in charge of Design at the MOMA in New York City.

DVD / 2013 / (Senior High - College) / 24 minutes

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In this episode featuring Google, we get to know some of the secrets behind this innovation machine. We speak with several of the executives from Google that are based all around the world. Their thoughts, values and strategies behind the chal- lenge of winning the technology battle are explored. We learn how though their creative risks in growing the company as well as the creative environment established by founders Larry Page and Sergey Brin, Google has become the top online search en- gine in the world.

DVD / 2013 / (Senior High - College) / 24 minutes

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The Mesh, Collaborative Consumption, The Sharing Economy. These are important social trends that are at the forefront of many socially and ecologically responsible companies today. The prin- ciples of sharing and redistribution are powerful trends that do not just include manufactured goods but also commodities like special- ized skills and free time. Benefits of these innovative approaches to business include: lower costs, less waste and the creation of global communities with neighborly values. In this episode we meet the founders of two companies that have put these collab- orative values into practice: Task Rabbit and Relay Rides.

DVD / 2013 / (Senior High - College) / 24 minutes

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This episode focuses on the rich innovative history of the Silicon Valley. From its beginnings in the 1970's as a small industrial area that began manufacturing microchips to its place today as the heart of innovation and technology. We will hear from historians from Stanford University on the development of the area as well as leaders from several of the most important companies that are located there today. We learn how community, interdependence and open exchange of ideas is what has made Silicon Valley the success it is today.

DVD / 2013 / (Senior High - College) / 24 minutes

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With Richard Rumelt

  • Steve Jobs' plan for Apple in 1997: hatchet job or strategy?
  • Why financial performance goals are not strategy.
  • Creating proximate goals and "riding the wave" of change.

    Bad strategy is long on goals and vision and short on presenting a coherent set of actions for actually solving the fundamental problems facing an organization. Good strategy, on the other hand, flows from an honest diagnosis of your most critical challenge coupled with an action plan for specific objectives that your organization can reasonably accomplish to overcome that challenge.

    Drawing on the successes of General Motors in the 1920s, NASA's Apollo program, Cisco, IKEA, and Nvidia, Professor Rumelt defines five elements of good strategies. First, use analytic tools to develop insight into the nature of your challenge. Then, define achievable proximate objectives toward your goal, recognize and ride the wave of change in your industry, build a "chain link" barrier to competition, and finally, expect and overcome entropy and inertia from within.

    DVD / 2012 / 61 minutes

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    With David Aaker

  • How "must-have" product innovations knock out competitors.
  • Giving a weakened brand new energy and visibility.
  • When to market the product category more than the brand.

    Incremental product improvements to promote "my brand is better than your brand" have little impact on the market dynamics affecting market share. In industry after industry, the brand race is won instead by substantial innovations that define new categories or subcategories and thus make competitors irrelevant.

    From Chrysler's debut of the mini-van to salesforce.com's shift from software to the cloud, substantial innovations can define a category, and truly transformational innovations can be game changers. The keys to winning brand relevance, says Dr. Aaker in this Stanford video, include timing your product innovations to market need (Apple), tapping underserved segments (Luna), building a robust customer relationship (Harley-Davidson), erecting barriers to competition in execution (Zappos), and becoming an exemplar brand (Prius).

    DVD / 2011 / 52 minutes

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    By George Day

    Program Highlights
  • How to manage growth as a process in a risk-averse climate
  • When safe, incremental innovation hinders competitive opportunity
  • How to determine a product's market viability

    How do growth leaders such as Procter & Gamble, GE, and Amazon consistently achieve above-average organic growth? These companies pursue a disciplined, systematic process that distributes innovations across a spectrum of risk, ensuring that they balance incremental growth with breakthrough opportunities.

    For most companies, notes Professor Day, minor innovations make up 85% to 90% of their development portfolios. While necessary for continuous improvement, these "little i" projects don't contribute much to profitability or competitive advantage. It's the risky "Big I" projects that push an organization into adjacent markets or new technologies and generate the profits needed to achieve revenue forecast and growth goals. Using "The Risk Matrix and the R-W-W ("real, win, worth it) screen," Dr. Day demonstrates how to develop a strategic product plan that results in a greater proportion of high-yield initiatives.

    DVD / 2008 / 49 minutes

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    By Tim Brown

    Program Highlights
  • At its heart, design thinking is human-centered, empathetic.
  • Its process includes three stages for bringing ideas to life.

    Successful innovations must be desirable to consumers, technically feasible, and viable from a business point of view. But how do you meet these requirements? Tim Brown advocates using the three stages of "design thinking": inspiration, ideation, and implementation.

    For inspiration, innovators must look at the world through the eyes and the ears of users, perhaps studying analogous situations or extreme users to spark a generative process. Ideation, the core of the process, involves prototyping and realistic testing. Implementation begins with storytelling to bring the idea into the world. If a narrative can be developed around an idea, it has the best chance of being understood and implemented.

    Tim Brown has led strategic client relationships with such companies as Bank of America, Eli Lilly, DaimlerChrysler, Microsoft, Procter & Gamble, and Steelcase. Tim earned his MA in design from the Royal College of Art in London.

    DVD / 2008 / 47 minutes

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    Featuring: Henry Chesbrough Program Highlights
  • A diagnostic tool for assessing your current business model.
  • How to make money in an open innovation landscape.
  • "Innovation intermediaries" and how they can improve your access to external technologies.

    If your business has a closed innovation model, there is only one way into the product development funnel, and there is only one way out to the market. While this model has performed remarkably well for many companies-in many, many industries-it is now obsolete. In conditions of uncertainty, with very complex information, you don't have all the data you need to make the right R&D decisions every time. There is a temptation to go with ideas or products that fit your current business model, with the risk of investing in flops while overlooking potential blockbusters.

    Dr. Chesbrough describes how to open your closed innovation model, and then apply these same principles to rejuvenate your company's broader business model. He details specific examples of enterprises that have successfully leveraged innovation to create and capture value from ideas and technologies. Professor Chesbrough's "Open Innovation: The New Imperative for Creating and Profiting from Technology" was awarded Best Business Book of 2003 by Strategy and Business Magazine, when he was also named one of Scientific American's Top 50 business and technology leaders. Dr. Chesbrough earned his PhD at the Haas School of Business, University of California, Berkeley. He also has an MBA from Stanford and a BA in economics from Yale University.

    DVD / 2007 / 54 minutes

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    By Linda Hill

  • Why some pioneering leaders don't read leadership books.
  • How shared purpose, values and trust drive ambitious organizations.
  • The benefits to company culture in "leading from behind."

    What kind of leadership is needed when innovation is your competitive advantage? From her research on companies that have achieved breakthrough innovations, Professor Hill found a common leadership approach. Leaders at Pixar, eBay Germany, Google, HCL Technologies, and IBM, among others, build communities of people who are both "willing and able to innovate." They develop willing teams by pulling people together with a shared purpose, values, and rules of engagement. And they build capabilities by fostering intellectual diversity and debate (creative abrasion), high experimentation (creative agility), and integrative-rather than compromise-driven-solutions (creative resolution).

    Steve Jobs, for example, after acquiring Pixar, put tremendous design effort into a new facility for hundreds of employees, designing it much like an Italian neighborhood with a central meeting place, to foster a highly collaborative community. Vineet Nayar, CEO of India's IT leader, HCL Technologies, introduced an "Employee First" mantra and encouraged the company's young employees to define their value system and goals, building an ambitious, trust-based community.

    DVD / 54 minutes

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    By Chris Capossela

    Program Highlights
  • Resetting employees' minds about what constitutes success.
  • How to choose which projects to cut or fund.
  • Why it's critical to concentrate on customer care.

    After reinventing itself years ago from a software-for-PCs producer to a software-for-the-enterprise producer, Microsoft is now in the midst of a multi-year initiative to transform itself again-to a software-plus-internet-services provider. And Microsoft remains committed to that transformation, notes Chris Capossela, despite the global economic downturn. In fact, it sees the crisis as an opportunity to rally all parts of the company behind its "big, big bets" for the next five to ten years.

    For the short term, Microsoft's strategic direction to employees comes down to four simple guidelines: understand what they can and cannot control, prepare for an unknown length and depth of downturn, strengthen customer and partner relationships to grow market share, and act with a sense of urgency. For the longer term, the single-minded focus on its software-plus services initiative-which led to Xbox LIVER and Exchange Online, for example-will continue to demand innovation on all fronts: technology, new business models, global pricing plans, and even naming and packaging practices.

    DVD / 58 minutes

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    With Phil McKinney

  • How to create and sustain an innovation culture.
  • Practical techniques for unleashing creativity.
  • When it's best to tackle the worst ideas.

    The drive to invent that Bill Hewlett and David Packard shared when they launched HP in a garage decades ago is critical to organizations today. As we shift from a knowledge-based economy to a creative economy, innovation-driven companies will be the leaders. Fortunately, says Phil McKinney, creativity is a skill that can be practiced and learned, and he shares his "FIRE + PO" process for tapping human ingenuity.

    FIRE is a four-step process for bringing creative ideas to life. Focus on what you're going to pursue rather than wait for inspiration to strike. Ideate by brainstorming and asking the "killer questions." Rank ideas to ensure they meet specific goals of the organization. Execute on the ideas with a staged rollout for validation. PO, or perspective and observation, bring the big picture to the process. When we broaden our perspective by knocking down ingrained blinders, and get in the field to directly observe problems or opportunities, truly creative ideas emerge.


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    With Peter Sims

  • What do Bill Hewlett, Chris Rock, and Jeff Bezos have in common?
  • How risk-averse organizations can capitalize on design school principles.
  • Overcoming psychological barriers to creative experimentation.

    Much like the standup comedian who tests and refines jokes in small clubs before rolling them out to a television audience, most successful entrepreneurs don't begin with brilliant ideas: they discover them through a deliberate process of creative trial and error. From his research on innovative leaders-from Apple, 3M, Toyota, and Starbucks, to the U.S. Army's counterinsurgency strategists, to artists and even standup comics-Peter Sims found they shared a surprisingly similar approach.

    These innovators methodically take small experimental ideas through a process of testing, failure, and refinement. Their low-risk "little bets" provide critical information for multiple iterations and successive small wins that eventually lead to creative breakthroughs. Pixar, for example, was acquired by Steve Jobs as a hardware company, but its peripheral and low-risk experimentation in short animated films over several years ultimately led it to pivot to full-length filmmaking and the highly successful Toy Story franchise.

    DVD / 51 minutes

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    By William Barnett

  • Does it pay to be green?
  • How environmental practices trigger innovation.
  • Why "greenwashing" makes for a cynical public.

    With a shift in consumer preferences toward products and services that are better for the environment, some companies today compete not only on product features and benefits but also on the environmental impact of their activities. These firms have the potential to revolutionize how business is carried out, says Professor Barnett. His research on competition among organizations and why firms win and lose found that industrial evolution is driven more by innovations developed in response to competitive threats than by explicit corporate strategies.

    Green businesses-particularly those cooperating with non-governmental environmental organizations or aligning their business models with government environmental policies-can steer their industries' evolutionary path. And green companies that develop internal leaders at various levels of the organization can influence their supply chain's business practices, further increasing their environmental impact.

    DVD / 58 minutes

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