<?xml version="1.0" encoding="UTF-8"?>
<!--Generated by Squarespace Site Server v5.9.1 (http://www.squarespace.com/) on Mon, 08 Feb 2010 23:50:45 GMT--><feed xmlns="http://www.w3.org/2005/Atom" xmlns:dc="http://purl.org/dc/elements/1.1/"><title>front end of innovation USA 2008</title><subtitle>Front End of Innovation USA 2008</subtitle><id>http://www.innovativeye.com/front-end-of-innovation-2008/</id><link rel="alternate" type="application/xhtml+xml" href="http://www.innovativeye.com/front-end-of-innovation-2008/"/><link rel="self" type="application/atom+xml" href="http://www.innovativeye.com/front-end-of-innovation-2008/atom.xml"/><updated>2009-10-14T23:44:01Z</updated><generator uri="http://www.squarespace.com/" version="Squarespace Site Server v5.9.1 (http://www.squarespace.com/)">Squarespace</generator><entry><title>Dean Kamen: DEKA Research &amp; FIRST Robots</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/dean-kamen-deka-research-first-robots.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/dean-kamen-deka-research-first-robots.html"/><author><name>Chas Martin</name></author><published>2008-06-30T22:09:11Z</published><updated>2008-06-30T22:09:11Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Kamen introduced his presentation with the following disclaimer: &ldquo;I don&rsquo;t know what innovation is. It requires a lot of things including luck and the ability to fail regularly.&rdquo; He proceeded to outline the following rude realities and offered some serious suggestions about the world of innovation.]]></summary></entry><entry><title>Janine Benyus and Gunter Pauli</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/janine-benyus-and-gunter-pauli.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/janine-benyus-and-gunter-pauli.html"/><author><name>Chas Martin</name></author><published>2008-06-25T15:43:58Z</published><updated>2008-06-25T15:43:58Z</updated><summary type="html" xml:lang="en-US"><![CDATA[The goal of the presentation was to speak about innovation in the context of competitive strategies. Their point and counterpoint format, Benyus focused on the biomimicry and the examples of nature while Pauli defined how that conve]]></summary></entry><entry><title>A.G.Lafley, Chairman, CEO, Proctor &amp; Gamble</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/aglafley-chairman-ceo-proctor-gamble.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/aglafley-chairman-ceo-proctor-gamble.html"/><author><name>Chas Martin</name></author><published>2008-05-23T14:46:23Z</published><updated>2008-05-23T14:46:23Z</updated><summary type="html" xml:lang="en-US"><![CDATA[When he took the position of CEO of P&amp;G, A.G. Lafley understood purpose and values of company. His experience and instincts put the customer at the center of the innovation strategy. The company believed innovation was the core issue. The challenges to be overcome were:]]></summary></entry><entry><title>Deborah Ancona, Professor, MIT Leadership Center</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/deborah-ancona-professor-mit-leadership-center.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/deborah-ancona-professor-mit-leadership-center.html"/><author><name>Chas Martin</name></author><published>2008-05-22T16:22:00Z</published><updated>2008-05-22T16:22:00Z</updated><summary type="html" xml:lang="en-US"><![CDATA[XTeams are an external route to agility and innovation. In his book, The World is Flat, Tom Friedman described an economy where information flows seamlessly all directions. The result is hypercompetition. I]]></summary></entry><entry><title>Ray Kurzweil, Inventor, Author</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/ray-kurzweil-inventor-author.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/ray-kurzweil-inventor-author.html"/><author><name>Chas Martin</name></author><published>2008-05-21T21:57:45Z</published><updated>2008-05-21T21:57:45Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Our thinking process is linear, not exponential. That makes it difficult for most people to understand the billion-fold increases in technology in the past 25 years. Today, a Blackberry has comparable computing power of a computer that would have filled a room 25 years ago. That incredible rate of innovation is not limited to computing technology, but is also occurring in biotech.]]></summary></entry><entry><title>Michael Giersch, VP Strategic Planning, IBM Corporate Strategy</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/michael-giersch-vp-strategic-planning-ibm-corporate-strategy.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/michael-giersch-vp-strategic-planning-ibm-corporate-strategy.html"/><author><name>Chas Martin</name></author><published>2008-05-21T20:39:06Z</published><updated>2008-05-21T20:39:06Z</updated><summary type="html" xml:lang="en-US"><![CDATA[The issue Mr. Giersch proposed to the crowd was how to capitalize on emerging business opportunities within a large firm. His findings, he hoped, can serve as a model for other organizations. Having been with IBM for 35 years, he claimed to be intimately connected with the organization that created and solved the problems.]]></summary></entry><entry><title>Mark F. Buckley,V.P. Environmental Affairs, Staples</title><id>http://www.innovativeye.com/front-end-of-innovation-2008/mark-f-buckleyvp-environmental-affairs-staples.html</id><link rel="alternate" type="text/html" href="http://www.innovativeye.com/front-end-of-innovation-2008/mark-f-buckleyvp-environmental-affairs-staples.html"/><author><name>Chas Martin</name></author><published>2008-05-20T03:21:55Z</published><updated>2008-05-20T03:21:55Z</updated><summary type="html" xml:lang="en-US"><![CDATA[Sustainability is not something that has come to Staples as a marketing cover, but the result of values that were at the company&rsquo;s core from the beginning and surfaced as they saw an opportunity to blend market sensitivity with good business strategy and decisions.]]></summary></entry></feed>