Chief Innovation Officer, Issue 12

THE

LEADING

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INNOVATION

CHIEF INNOVATION OFFICER NOV 2016 | #12

THE POLICY ON SELF-DRIVING VEHICLES HAS ARRIVED /8

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Do We Need Protection From AI Or AI From Us?

Is Google Copying The iPhone Or Is It Just Good Design?

With AI developing at a dizzying rate, it may be time for governments to consider the legislation that’ll make sure it’s used responsibly / 14

Google Pixel is almost indistinguishable from the iPhone in design, but it’s what’s inside the shell that counts / 17

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ISSUE 12

EDITOR’S LETTER Welcome to the 12th Edition of the Chief Innovation Officer Magazine

With an election looming to decide whose name is marked in history as the 45th President of the United States, the fate of the country hangs in the balance. Hillary Clinton has held a lead over Donald Trump for the vast majority of the campaign but, though a Trump victory would be a shock, it’s still a possibility.

It’s almost a unanimously held opinion among business leaders that a Trump presidency would be disastrous for the US - no Fortune 100 CEO is backing the Republican candidate - but what of a Clinton administration?

President Obama’s presidency has seen the US jump in the list of the world’s most innovative countries from 10th to fourth. This is largely due to the strength of its global facing markets, value of stock trades, and widespread implementation of internet technology. Obama said in 2015: ’Twenty-first century businesses will rely on American science

and technology, research and development… I want Americans to win the race for the kinds of discoveries that unleash new jobs.’

And Clinton is the candidate looking to continue Obama’s work. Speaking to NBC in September, AOL cofounder Steve Case broke his habit of not engaging with politics publicly and endorsed Hillary Clinton for her commitment to innovation. ‘We need to make sure we remain the most innovative entrepreneurial nation,’ he said. ‘Some of that relates to immigration, some of that relates to investment incentives, some of that relates to getting the right regulations in place. I just think Clinton would be a much better president for this next future than Trump.’

Renewable energy has been a big part of Hillary Clinton’s policy proposal - she stated in the second televised debate that the country could become the 21st century ‘renewable energy superpower’ that it has the potential to be. A

project like this will require ingenuity from both the public and private sectors, though, and the Democratic candidate seems committed to nurturing it.

Whatever the outcome of the impending election, the US will need to continue working if it’s to become the innovation leader its businesspeople so often claim it is.

Clinton is expected to be announced president on November 9th and, be less partisan and balanced, the country should continue its good work.

As always, if you have any comment on the magazine or are interested in contributing, please contact me at csammonds@theiegroup.com.

Charlie Sammonds managing editor

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Chief Innovation Officer Summit December 5 & 6, 2016 | New York

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contents 6 | SOFTWARE STARTUPS: A GOLDMINE FOR INVESTORS

Investing in startups is risky business with a high chance of loss, but software is an industry where investors feel comfortable

17 | IS GOOGLE COPYING THE IPHONE OR IS IT JUST GOOD DESIGN?

Google Pixel is almost indistinguishable from the iPhone in design, but it’s what’s inside the shell that counts

8 | THE POLICY ON SELF-DRIVING VEHICLES HAS ARRIVED

21 | OPEN INNOVATION: WHEN YOU’RE STRUGGLING TO INNOVATE

At this point, self-driving technology is unstoppable, so the government has finally made an attempt to get a handle on it

With even larger companies having to innovate to stay ahead of the competition, how do you survive when the creative juices stop flowing?

11 | HOW DO YOU CREATE A STRATEGY IN THE AGE OF DISRUPTION

With small, agile startups looking to reinvent the wheel, it’s important that larger incumbents keep their strategies flexible

WRITE FOR US

Do you want to contribute to our next issue? Contact: csammonds@theiegroup.com for details

14 | DO WE NEED PROTECTION FROM AI OR AI FROM US?

With AI developing at a dizzying rate, it may be time for governments to consider the legislation that’ll make sure it’s used responsibly

managing editor charlie sammonds godwin-brown

| assistant editor anastasia anokhina | creative director oliver

| contributors charlotte murren, harriet connolly, dean marshall, allie laurent

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Software Startups: A Goldmine For Investors Investing in startups is risky business with a high chance of loss, but software is an industry where investors feel comfortable Charlotte Murren - Innovation Writer THERE IS NO ‘FORMULA FOR SUCCESS’ when it comes to startups. 90% of young companies fail, despite having creative ideas and a willingness to get it right. The reasons for this are many, but arguably the main one is an inability to raise initial capital.

The reasons companies fail to attract initial capital is not always that their business plan is wrong, rather it’s often that investors are extremely cautious about the risks, perspectives, and market behavior. However, while there is no universal investment model for startups, there is a sector where

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investors feel more comfortable with spending money - the software industry.

In the first quarter of 2016, according to PwC, venture capitalists invested $12.1 billion in 969 deals, with the software industry receiving the highest level of funding with $5.1 billion going into 376 deal. The Biotechnology industry was a distant second, with $1.8 billion going into 118 deals.

From an investor’s perspective, no one wants to have anything with a business that doesn’t have the potential to return capital and grow fast. Thus, when they consider early-

90% of young companies fail, despite having creative ideas and a willingness to get it right

stage startups, they have specific preferences and valuations. The latter includes the capability of a startup to survive in the industry it’s in and its ability to balance supply and demand. It is also down to the level of willingness among the investors to make the deal and how desperate the entrepreneurs are to get the cash.

Often, regardless of how good the idea is, if the industry is not performing well in the market, startups can simply fail because of the risks in the whole sector - not because their idea is worthless. The more complicated and time-consuming the supply chain model is, the less chance a startup has to be funded - unless the idea has true disruptive potential and is worth the wait and effort. With software startups, investors feel more at ease due to the straightforward nature of the industry and the fact that they require relatively small funds to set up.

The boom in software was triggered by many different factors, including an increase in the number of industries dealing with big data, technology, and digital processes - three areas where software support is critical. Investing in companies that are capable of accelerating growth with small funding is nothing but a goldmine, which also means that investments can be spread across multiple projects of a similar nature at the same time, with financial risks being hedged in case of failure.

Aside from a small initial funding and only a little extra for maintenance, software startups also don’t require building expensive facilities, nor do they need R&D departments and production lines. They usually have a straightforward subscription model that drives growth and builds a customer base. The software sector has seen high demand for both B2C and B2B models across the industry - from cloud storage to e-commerce solutions. Dropbox, Palantir, and Salesforce are just a few examples where software solutions have managed to ease and improve processes that seemed to be impossible 20 years ago. With digitization taking over the world and more people growing comfortable with the idea of moving life assets (from photographs to entire businesses) to the digital space - software platforms will continue being built, and the industry will continue growing.

In the first quarter of 2016, according to PwC, venture capitalists invested $12.1 billion

The software sector has seen high demand for both B2C and B2B models across the industry

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The Policy On Self-Driving Vehicles Has Arrived At this point, self-driving technology is unstoppable, so the government has finally made an attempt to handle it Anastasia Anokhina - Assistant Editor CONSIDERING THAT UBER IS ALREADY ferrying customers in their self-driving taxis, Tesla has finally released their new improved Autopilot feature, and Google, along with other tech giants, are catching up on driverless technology, legislators have been slow off the mark to establish rules around how driverless cars will actually be able to operate on the roads. The time has come, though, with the US Administrations releasing the Federal Automated Vehicle Policy, thoughtfully prepared by the United States Department of Transportation.

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Whether people like it or not, autonomous vehicles are coming, and conventional transport is soon to be disrupted

Whether people like it or not, autonomous vehicles are coming, and conventional transport is soon to be disrupted. What’s the urgency? The government acknowledges that aside from safety advantages, driverless technology has big potential in the market, infrastructure, and as another effective measure to reduce CO2 emissions.

5,092 people died on US roadways in 2015 alone, where 94% of crashes were linked to a human choice or error

The human factor remains the main cause of car accidents, and autonomous vehicles could have a positive change: ‘The automobile industry is on the cusp of a technological transformation that holds promise to catalyze an unprecedented advance in safety on US roads and highways,’ - the new policy says.

35,092 people died on US roadways in 2015 alone, where 94% of crashes were linked to a human choice or error. Despite showing outstanding safety records, though, the task to come up with the detailed guidance was far from easy. Authorities had to identify core problems, and review the risks and advantages, so high standards can be put in place.

As for technical standards, despite having a positive tone throughout the policy, authorities didn’t go easy on safety assessment, and here are 15 benchmarks car makers must pass:

The US Department of Transportation called for car manufacturers and technology developers to be transparent, having stressed they must demonstrate how ‘virtual drivers’ function, what happens if technology fails, and how it’s being tested.

Tesla, General Motors and Google’s Alphabet, currently the biggest players in the field, must ensure vehicle performance assessments are fully public, and both regulators and other automotive companies can evaluate them. As new regulations were created on the federal level, states wouldn’t be able to come up with their own local rules - the move has been warmly welcomed by the Self-Driving Coalition for Safer Streets, with Uber and Lyft among the members. It also means all states are equally regulated, and legislations are easier to amend if needed.

1. Data recording and sharing 2. Privacy 3. System safety 4. Vehicle cyber security 5. Human machine interface 6. Crashworthiness 7. Consumer education and training 8. Registration and certification 9. Post-crash behavior 10. Federal state and local laws 11. Ethical considerations 12. Operational design domain 13. Object and event detection and response 14. Fall Back (Minimal Risk Condition) 15. Validation Methods

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Despite being one of the fastest developing tech sectors, the public adoption of autonomous vehicles will take time

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For mutual convenience, vehicles have been divided into levels, based on to what extent manual driving is required throughout a journey. 6 SAE levels were introduced with the idea of ‘who does what and when’, where level 0, for example, requires the driver to drive manually at all times, and at level 5 the car is fully autonomous.

Despite being one of the fastest developing tech sectors, the public adoption of autonomous vehicles will take time. The new policy emphasized that more regulations will be incorporated over time, according to the evolution of technical features. Also, the new policy is likely to encourage further public and governmental debates, but the federal government has made it clear it will resist any efforts to ban innovation.

It’s undeniable that innovation is going to benefit from the new policy, regardless of how tough it’s going to be. The green light from the government and their support was that missing element tech giants had been waiting for. The draft is raw, but it’s here, and now everyone needs time to digest the news.

How Do You Create A Strategy In The Age Of Disruption Are you ready to disrupt or to be disrupted?

Harriet Connolly - Head of Innovation Innovating is no longer enough for businesses to stay ahead of the competition.

Startups we see today have learned aggressive tactics of disruption, so at the moment, many incumbents are urgently reviewing their innovation strategies and figuring out ways of staying afloat. Innovation requires continuous experimentation, but many companies take a step back, preferring a defensive strategy. They act carefully and double-check every decision, but this can make the situation worse.

In today’s business environment, established companies can be divided into two groups - challengers and defenders. Being associated with one type or another depends on how adventurous companies are with their innovative models. Challengers are businesses who exploit inventive

models and make competition obsolete. Defenders, on the other hand, use a more careful approach and try growing their revenue with opportunities based on their existing customer base and resources.

Recklessly jumping in the pool infested with disruptive startups or standing

In today’s business environment, established companies can be divided into two groups challengers and defenders / 11

still - both are radical options, so the optimal solution would be balancing in between, but it’s hard to achieve.

In order to survive in a disruptive market, companies need to first understand the meaning of disruption.

The phenomenon was first introduced by the Harvard Business School Professor Clayton M. Christensen and described as a business action that builds a completely new market from the bottom up, by initially

Young projects have nothing to lose, which explains why they succeed in disruption offering cheaper products. Most of the time, these products or services come with fewer features than competitors’, but it’s the price that drives interest. It quickly caught on and it’s now hard to name an industry that hasn’t been disrupted to some extent. One example is Airbnb, the accommodation-sharing platform that has become a favorite among investors. The company has shaken up the conventional hospitality sector, by offering cheaper accommodation options and creating a completely new customer experience - disruption at its finest.

There is no such thing as being ready for disruption as in most cases, incumbents are unaware that it’s coming, and the rest of the time it’s impossible to predict the consequences.

Since no one likes to be disrupted, everyone wants to become a disruptor. The appeal comes from fast value growth and that it’s extremely hard for rivals to adjust their business model to achieve the same level of success.

Disruption is not only a startup’s prerogative, but for mature companies, it’s harder to achieve. Young projects

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have nothing to lose, which explains why they succeed in disruption. So from the incumbent’s perspective, the main challenge is to be capable of experimenting with bold ideas, whilst also keeping an eye on disruptive entries in the market.

Disruption has its own anatomy, so companies need to acknowledge the main elements of the threat. In their strategy, firstly, they need to outline the functionality, price balance, and supply and demand of their products to get ready for taking the next step.

Then, they need to identify the areas that may be disrupted. A new entry in the market may be capturing the underserved customers at the bottom of the market, by offering cheaper solutions but fewer features. It can also be coming from the top of the market, where disruptors offer more exclusivity for high-value customers.

And lastly, it can be approaching from the side and capture the main chunk of the customers by providing extra accessibility, features, or offers at similar prices.

There is no universal model for avoiding disruption, simply because each incumbent has its own history, experience, strengths, and weaknesses. Thus, in order to get to the core of the potential problem in advance, it’s worth monitoring the market performance regularly, as well as keeping an eye on financial and marketing metrics. Continuously working on your internal imperfections, whilst experimenting with new ideas is a good balance that allows companies to be the challenger and the defender at the same time.

In order to survive in the disruptive market, companies need to first understand the meaning of disruption

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Do We Need Protection From AI Or AI From Us? With AI developing at a dizzying rate, it may be time for governments to consider the legislation that’ll make sure it’s used responsibly Dean Marshall - Events Manager

Machines we see today are already capable of performing full-time both industrial and non-industrial jobs

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ARTIFICIAL INTELLIGENCE HAS COME A LONG WAY from science fiction to providing innovative, and life-changing solutions in the real world. AI is a form of intelligence exhibited by machines, where machine learning methods teach them how to perform tasks where they have the potential to be more efficient and productive than humans. AI never stands still and it has become a subject of ethical debates, including how to exploit AI but not harm the humanity but also how to treat an artificial intellect in terms of rights and freedoms?

In 2014, The European Union introduced its RoboLaw, a $1.9 million funded project to prepare relevant guidance of legal and ethical aspects for robotics

Machines we see today are already capable of performing full-time jobs, both industrial and non-industrial they can speak, learn, and even have sexual relationships with humans.

These factors lead to questions of whether the time has come to institutionalize robots and give them rights and freedoms, because at the moment, the creation of conscious entity is not prevented by laws or physics. The real worry, however, is not introducing boundaries in time for when AI will learn self-awareness.

It may be too late now, though. In 2015, Professor Selmer Bringsjord, from the New York’s Rensselaer Polytechnic University performed an experiment with three robots to check their self-awareness. ‘The King’s Wise Men’ logic puzzle was used to perform the experiment, where three wise advisors are presented to a king. Each advisor is wearing a hat, with a color unseen to the wearer. The king then tells them three facts to help identify the color – the first one to correctly deduce the color wins. The contest is only fair if all three men wear the same color hat, therefore, the winner is the one who understands that the hat color of his rivals is the same. By noting this, he can correctly identify the color of his own hat and win.

With robots, instead of choosing the color of hat, they were programmed to believe that two of them had been given a ‘dumbing pill’, which would make them mute. In the end,

Bringsjord asked who had been given a pill - two robots remained silent, the third one, however, responded with ‘I don’t know.’ When the robot understood it had heard its voice, it realized that it wasn’t the one who received the pill.

Considering that it’s humans who build robots, it’s logical that, firstly, regulations need to set boundaries of how far they can go with AI projects, so there is no threat to society. South Korea - the country where robots are now an inseparable part of a daily life - has come up with a draft of a Robot Ethics Charter and the enhancement of the intelligent Robot Development and Supply Promotion Act (IRDSPA).

Suggestions outlined rules for the adequate robot exploitation and control over developments in AI. In particular, ‘robots must be designed so their actions are traceable at all times, as well as it’s a minor offence to treat a robot in a way which may be constructed as deliberately and inordinately abusive. However, the plan also covers robots so they are responsible - ‘a robot must not deceive a human being,’ but at the same time it has a right to exist without fear of injury or death, and to live an existence free from systematic abuse. So far, other countries haven’t come up with the written rights and

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A lot of fear has been expressed over AI stealing jobs or having an increasing impact on people’s lives freedoms for robots, let alone put legislation in place.

In 2014, The European Union introduced its RoboLaw, a $1.9 million funded project to prepare relevant guidance of legal and ethical aspects for robotics. The RoboLaw has come to light with the help of engineering, philosophy, law, technology and human enhancement experts, and topics covering soft and tough regulations on privacy

issues, data protection, and ethical aspects. The European Parliament is also talking about AI replacing jobs and ways of protecting society from unemployment. Mady Delvaux, the EU Parliament’s Rapporteur on Civil Law Rules on Robotics, however, found a positive side of AI taking jobs, in her opinion piece she claims: ‘If industry uses more automation robotics, it will become more efficient and competitive, allowing companies to relocate their production back to Europe. Of course, this will eliminate certain kinds of jobs, but it will also create new ones.’

build and exploit such technology.

With the right strategic vision, AI can reboot productivity and growth in many sectors, as well as visibly benefit quality of life. The legislation, indeed, is needed, but it’s certainly too early to grant AI with civil rights.

A lot of fear has been expressed over AI stealing jobs or having an increasing impact on people’s lives.

However, it’s not so much the robots that need control, but people who

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inside It’s what’s ts that coun

IS GOOGLE COPYING THE IPHONE OR IS IT JUST GOOD DESIGN? Charlie Sammonds - Managing Editor

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The Pixel has some of the smartest software seen in a smartphone to date

WHEN WE THINK OF SUCCESSFUL PRODUCT RELEASES we all too often think of companies reinventing the wheel. Apple’s incarnations of the iPhone, for example, are only truly lauded when they undergo significant change in both form and function and any conservative progression is met with a sigh. But change for change’s sake is often easy to spot and is almost always rejected as such, as Apple found with its illconceived decision to do away with the headphone jack on its iPhone 7; positive change is good, pointless change is bad.

Vs

Reinventing the wheel doesn’t always work, either. In fact, most of the time it fails, and high profile failures are as much a disappointment to customers as they are to a company’s chequebook. Google’s Project Ara is a perfect example - the once promising modular smartphone was axed earlier this year after delay on top of delay made the project unworkable. With every teasing demonstration of the technology, every new design leak, Google set itself up for a fall and, ultimately, Ara goes down as an expensive misstep.

It’s almost funny that Google’s next big success should be such a far cry from the ostensibly revolutionary Ara. When the company announced Pixel at their early-October event, the tech world reacted with feigned wonder despite the design having been leaked some time prior. What was confirmed beyond doubt upon the final reveal, though, is just how spectacularly the Pixel resembles the iPhone. From the visible antenna lines to the size of the bezel and the shape of the receiver, the Pixel is almost indistinguishable from its more established competition at a glance.

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The only notable difference in form is the placement of the fingerprint scanner/home button. In what is quite a bold move, Google has positioned the scanner on the back of the phone for use with the forefinger, and it doubled as a scroll wheel. The curved, metallic edges of the phone are indistinguishable and there’s obviously a front camera - ‘there’s no unsightly camera bump’ like the iPhone, as pointed out by Google’s senior vice-president of hardware Rick Osterloh. The real difference, though, is on the inside; the Pixel has some of the smartest software seen in a smartphone to date, successfully pulling together most of the things customers liked about Android phones into one device.

The jewell in the crown of Pixel’s software is Google Assistant. For all that Siri is impressive, it’s often criticised for not being ‘intelligent’ enough and also is known to bug you with requests. By contrast, Assistant is to the point, functional, with an ability to understand the context in which a question or request is asked and respond accordingly. It makes for far more fluid interaction, as demonstrated by the myriad first-look reviews flooding the web. Google has built the phone with Assistant at its core, and it’ll be interesting to see if this can be the learning AI that consumers engage with properly.

High profile failures are as much a disappointment to customers as they are to a company’s chequebook

Another of Google’s trump cards is the quality of the camera, which has a stripped down app akin to the iPhone’s, and boasts a 12.3-megapixel camera (just better than that of the iPhone 7). It’s an incredibly fast camera, too, and Google has clearly put a lot of work into a facet of the smartphone that Apple has excelled at for some time.

Essentially, though, Google has taken a look at the iPhone 7 and asked: ‘what is it people hate about this?’ The most obvious distinction is the inclusion of a standard 3.5mm headphone jack - infamously ditched

by Apple - which the company describes as ‘satisfyingly not new’ in a commercial. Battery life is another sticking point in Apple’s domination of the smartphone market, and Google claim the Pixel can take seven hours of charge in just 15 minutes, something that’ll appeal to the weary Apple customer all too accustomed to the battery percentage languishing in the single digits.

Google may find some issues with Apple’s diligent patent prosecution council for the design, but doubtless holds enough legal might itself to avoid any major setbacks. Some speculate that Google actively wants to fight the fight with Apple in terms of patents, but the likely reality is that it designed around Apple’s stringent patents meticulously. It will pay off; the comfortable familiarity of the conservatively premium design alone gives it more credibility than Ara could ever have had. So far the iPhone comparison has done little to mar opinion of Pixel and, as a vessel for Google Assistant, Google’s pledge to be taken seriously as a hardware company looks promising.

Essentially, though, Google has taken a look at the iPhone 7 and asked: ‘what is it people hate about this?’ / 19

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Open Innovation: When You’re Struggling To Innovation What can companies do if they’ve run out of creativity?

Allie Laurent - Innovation Practitioner IDEATION AND PROBLEM SOLVING have one thing in common - both are not easy to accomplish.

When companies are in the process of innovating, they inevitably face challenges. Issues may appear in a product development line, or the future product may lack creative approaches, but regardless of the problem, if the issue is not resolved, the project has every chance to fail.

Thus, to avoid risks, many companies review and practise external methods

that are capable of accelerating product development beyond what their R&D lab can’t achieve.

Due to high levels of market saturation in many industries, there is no excuse for products to be of poor quality or replicating one another. Thus, whilst still supporting R&D initiatives, businesses consider an external collaboration through crowdsourcing and other companies - a phenomenon known as open innovation (OI). Initially

Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation

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described by Henry Chesbrough in 2003, open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of innovation, respectively.

Open innovation as a practice appeared when there was increasing demand for additional creative and problem-solving tools, in particular, as Chesbrough mentioned in his study, when a larger percentage of projects ended sitting in R&D labs unused, but still sucking on companies’ budgets.

Open innovation offers an objective insight into problems and product potential that companies may lack because they are unable to see the world through other people’s eyes.

The practice exists in different shapes and frameworks, but regardless of a chosen form - collaboration is always at the core, because ‘most of the smart people don’t work for you’Chesbrough pointed out.

Crowdsourcing is one of the most popular approaches and it’s essentially seeking feedback and solutions from the public. It is usually done within OI platforms, where businesses and professionals from all over the world are connected through one common digital space. Companies describe and submit problems they are struggling with, and interested experts then suggest ideas and possible solutions using their expertise. InnoCentive was one of the pioneers in providing open innovation platforms, and for over 15 years, the company has accepted

It’s recommended that companies have a strong IP management skillset and an IP protection strategy in place

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problems in engineering, computer science, chemistry, life science, physical science, and business. The ways of submitting a problem and rewarding a solution depend on each platform, but InnoCentive, for example, uses a challenge-driven innovation methodology, where problems are presented as challenges. In the end, the process drives competition and eventually, there is a mutual benefit - a groundbreaking solution for the submitter and a generous reward for a contributor.

Many people question the approach, as there are risks of disclosing too much information with third parties, making IP vulnerable. It’s recommended that companies have

Crowdsourcing is one of the most popular approaches, and it’s essentially seeking feedback and solutions from the public a strong IP management skillset and an IP protection strategy in place.

According to Tyron Starding, CTO of Innography, ‘IP creates a framework where both parties are able to make money – one with the know-how, and the other with the commercial path to market’- without IP, there is little-to-no legal protection, so open innovation can truly become a nightmare.

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There are probably of definitions the single job of Head of Innovation and any withemployee, them dozens of perspectives What would happendozens if a company fundedfor every new product idea from no questions asked? on it should beAdobe done.did Without anythat. official credentials the Randall subject will I was asked give my personal account As how an experiment, exactly In this session,on Mark share thetosurprising discoveries of running an in innovation team in the of an innovation-hungry organisation that started on the highfor street Adobe made creating Kickbox, thecontext new innovation process that’s already becoming an industry model and has innovation. grown to employ 16,000 people overa 80 years. In red the box pastpacked year orwith so Iimagination, have learnedmoney that when comes igniting Each employee receives mysterious and ait strange to innovation culture trumps everything and there really aren’t any rules.

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Join me forcan an honest andprinciples straightforward perspective entire process andof how organization tap these to ignite innovation.on a modern job without a Mark Randall's serial entrepreneurial career conceiving, designing and marketing innovative technology spans nearly 20 years and three successful high-tech start-ups. As Chief Strategist, VP of Creativity at Adobe, Mark Randall is focused on infusing divergent thinking at the software giant. Mark has fielded over a dozen award-winning products which combined have sold over a million units, generated over $100 million in sales and won two Emmy awards. As an innovator, Mark has a dozen U.S. patents, he’s been named to Digital Media Magazine’s “Digital Media 100 and he is one of Streaming Magazine’s “50 Most Influential People.”

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