Day 4 started with Intel and the New Business Initiatives Group, led by Jerry Bautista Ph.D., VP and General Manager.It was a great session with Jerry, mostly in question / answer mode.
The New Business Initiatives group is like an incubator within Intel for creating new business. Its first starting point is problem statement or opportunity, then the technology, unlike an R&D lab which is technology first.
In Intel there are no special innovation people. It’s part of everyone’s job. There is no set time set aside for innovation. It happens as and when it happens. It’s organic. It’s followed by a process to vet ideas. Then we select the ones to further invest in. The three stages are:
At each stage about one-third of the ideas survive to the next stage. Starting with about 150 ideas at concept stage, about 3 to 5 reach the stage of a new product or a new company division.
The following set of questions are applied at Intel to filter ideas:
- Does it solve an acute problem?
- Is it something that Intel should be doing and could be good at?
- Will Intel have a sustainable advantage?
- Is the market big and growing?
- Can we find a partner who can help us go to market?
Periodically, there are “pause buttons” which operate, based on certain events, where the project is re-evaluated. These pause buttons are contingent on certain events, for example, the entry of a major competitor in the same space.
New Business Initiatives group reports directly to the CEO, since its disruptive nature may find opposition from within the organization itself, and the CEO does not want anyone else to filter what the NBI group does.
Token Based Payments, where the identity of the payer is confirmed via various parameters like a unique CPU number, his face which has been captured and stored, his IP number for internet access, nearby Wifi setups etc. Tech also exists to listen to what is playing on his TV and capture words and offer him related products.
3D Cameras. New cameras which will be tablet based which can take 3D pictures. The relevant hardware/software is in final stages.
Solar panels. Intel’s technology, while good, was not cost effective. The solar panel technology was sold off.
In all, an excellent session by a very accomplished and senior person in a mature, leading company.
EMC – Calvin Smith
What do we mean by Innovation?
Innovation = Ideation + Invention + Commercialisation.
There are 3 different levers which EMC uses:
Acquisitions – EMC has made 7 large acquisitions in the past decade, including VMWare
Mission – Spark the creation and delivery of high-value ideas
Innovation conferences are held every year in different parts of the world.
The Innovation Roadmap:
- Business Units sponsor innovation
- Employees across EMC respond
- Sponsors judge teams, and three “finalists” are selected
- Finalists create “elevator pitch” presentation and videos
- Sponsors choose a winning idea
- CTO selects “best in show” winners
- All winners are announced at the Innovation Conference
- Completion of the Business Case Document (the “Why”)
- Proof of Concept definition (the “How”)
- Prototyping begins
- Prototype checkpoint
- Prototype demonstration
- Incubation complete
- Implementation begins
For further information, please see:
http://community.emc.com/go.innovation or write to firstname.lastname@example.org
VMWare – Kurt Kolovson
VMWare Academic Program (VMAP)
Focus on our key strategic interests:
– Software Defined Data Center (SDDC)
– Virtual Hybrid Cloud Service (vHCS)
– End User computing
– Topics that bridge across all of the above
– Looking ahead … disruptive technologies
The meeting at Stanford Hospital & Clinics with their CEO, Amir Dan Rubin and VP, Cancer and CV Service Lines, Dr Sridhar B Seshadri were very informative. The group was detailed about the Mission and Vision of the group and briefly touched upon the Stanford Operating system which is built on the principles of Lean Six Sigma. The 3 major components of the operating system were:
Value Stream Improvement
Active Daily Management.
The strategy of the group is to create Leading Edge and deliver Coordinated Care. We were detailed about the cancer program and the touching story of cancer patient Jeevha, which has helped Stanford raise 125 mln USD. They are in process of constructing a new hospital and taking the total bed capacity to 600 beds to serve the community. There are many other expansions happening in Stanford with a new 200 beded only Cancer Super Speciality hospital coming up in San Jose. The discussion was followed by a guided tour to the Campus and Hospital and a brief discussion on the HIS in the wards.
The day concluded with a discussion on Managing Innovation at the TiE Auditorium.
Dr Shankar Narang