Global innovation july 2015 by Jesus Verduzco

GLOBAL INNOVATION - M

E -

ORGVUE ALL THE ORG DEVELOPMENT TOOLS YOU NEED FOR BUSINESS -

THE HOMEMADE GAME GURU SWIMMING POOLS AND TREADMILLS - MADE OUT OF CARDBOARD! -

NEWS THE SECRETS OF BIG BUSINESS INNOVATION -

TRAVARK DISRUPTION FOR THE TRAVEL INDUSTRY -

WE’RE ALL GOING ON A SUMMER HOLIDAY

GLOBAL INNOVATION -

M A G A Z I N E

ISSUE 5 JUL 2015

CONTENTS FOUNDER’S VOICE SUMMER 2015

GLOBAL INNOVATION -

DAN TAYLOR THE SECRET OF BIG BUSINESS INNOVATION

TRAVARK INVITE. PLAN. BOOK. SHARE

M A G A Z I N E

KIM BECHTEL MY TAKE ON INNOVATION

LUE NUWAME HOMEMADE GAME GURU

FOUNDER James O’Flynn CREATIVE DIRECTOR Aidan Creed SALES Hannah McKinney Published by SoMoGo Publishing/ admin@somogopublishing.co.uk/ www.somogopublishing.co.uk Global Innovation Magazine is published every quarter /Copyright SoMoGo Publishing Ltd. All rights reserved. No part of this publication may be stored or transmitted or reproduced in any form or by any means, including photocopying, scanning, or otherwise without the written permission of SoMoGo Publishing Ltd. Views expressed in this magazine are not necessarily those of the publishers. Acceptance of advertisements does not imply official endorsement of the products or services described. While care has been taken to ensure accuracy of content no responsibility can be taken for errors and/or emissions. Readers should take advice and caution before acting upon any issue raised in the magazine. The publisher reserves the right to accept or to reject advertising and editorial material supplied. The publisher assumes no responsibility for the safe return of unsolicited photography, art or writing.

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ORGVUE “WE OFTEN THINK OF MINORITY REPORT AS INSPIRATION” NEWS A FEW THINGS THAT CAUGHT OUR GAZE

FOUNDER’S VOICE SUMMER 2015

For us, this month sees a change in direction. A shift in the mainsail. It seems we are starting to get noticed which is nice, if not essential, in the magazine trade. When we first came up with the concept for this magazine, we spent many hours researching and approaching every potential interviewee; chasing every lead and article idea. The change we’ve seen recently - and it’s a good one, we think - is that now, from across the globe, we are being contacted by readers, companies, PR machines and those who have just stumbled across us, to give us stories and interesting news items. It’s a most welcome change and it’s given this month’s issue a slightly different slant. We have an interview with the YouTube sensation known as the ‘Homemade Game Guru’, who

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loves making crazy things out of cardboard. Yes, really. There is also an interview with one of the co-founders of Travark, who are destined for huge things with their holidaybooking website, specifically designed with group travel in mind. Then, we get analytical with the founder of Orgvue, an HR and organisational development platform. So, as you can see, so far it’s shaping up to be a mixed bag of business ideas and very different interviewees. But we like it like that. Keep your stories coming! James O’Flynn Founder JAMES@GLOBALINNOVATION MAGAZINE.COM

THE FIRST STEP TO CHANGING THE WORLD IS HAVING THE RIGHT SPIRIT Can a drink change the world? Probably not, but it can do its bit to help. The folks at Elephant Gin are so passionate about elephants that they donate 15% of all profits to foundations fighting illegal ivory poaching in Africa. And they’re just as passionate about their gin. That’s why they scoured the African continent for rare botanicals, to give the gin a totally exceptional flavour. Helping the world never tasted this good.

www.elephant-gin.com

DAN TAYLOR THE SECRET OF BIG BUSINESS INNOVATION

Innovation can be found everywhere, but the road from idea to realisation is fraught with difficulty. Dan Taylor is the Managing Director of the New York office of innovation consultancy firm, Market Gravity. He talks to Global Innovation Magazine about the path to launch and what he has learned from other innovators along the way.

So tell us about your background, Dan. I have been in innovation, all of my career I guess, on both the client and consulting sides. Most recently, I came out to the US to start up the New York office of Market Gravity. Originally, I grew up a country boy, down in Somerset in the southwest of the UK and then I went to Sheffield (UK) to study Spanish and Business Studies - a slightly weird combination. Part of the decision behind that degree choice was a desire to travel and do interesting things; studying Spanish you have a year abroad so I went to Latin America, which was fantastic. When I came out of university, I didn’t necessarily have an idea of where I would go, which is quite common I guess. I love variety, which made me think consulting could be a really good option, so I became a consultant in the late 1990’s around the time of the

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dotcom boom. My second or third project was building an incubator for a support services company and I just loved it. My career ever since has been focused around innovation products, growth, venture services and strategies, always in the context of big business. Startups have it hard, but I think that it’s far harder as an established corporation to launch new things. While you already have a customer base, brand and money, there are other challenges like bureaucracy, budgets and focus on the day-to-day running of the business. Launching new things in this environment is a great challenge and really rewarding. It sounds like your work put you in a great position to come up with the idea for the book, lots of interesting exposure. Absolutely. If you look around a bookshop to see what is available on innovation they typically

tend to fall into one of three categories. Firstly, there are lots of books that focus on startups. Next, there are others that are really academic, but sometimes the practicality of corporate life just isn’t reflected. Then the third group is where a consultant has written a book, often pushing their own methodology and just advertising their business. So for me, having done this for however long, I wanted to do something more practical, objective and more case study-led. Something that’s interesting and alive. That was the idea behind the book. I interviewed between sixty and seventy innovation experts; everbody from consultants, those in customer insight, CEOs of a new venture sprung out of a big business, through to chief innovation officers and the guys on the ground delivering the projects. They all had a different angle, covering a wide range of industries, all of them big – for instance, British Airways, Xerox, MasterCard, Barclays and Pizza Hut. They gave me real and specific examples as to how you overcome the challenges in a huge organisation to deliver your innovation. What were the key stories that you remember? The key messages? There are lots, but one, for me, is pretty relevant to innovators

across the board. Some global companies presently are mirroring startup behaviour, by which I mean things like innovation labs and running hackathons, which is all very cool and those things have their uses. Fundamentally however, innovation works when you are trying to solve a customer problem, so understanding that problem is the biggest single thing and if you have clarity around that everything flows from there. I spoke to one of the guys who runs innovation at Heathrow airport. One of the challenges they had was getting people through security screening quickly where you have to take photos and those kind of things. The process can be really slow, particularly when you have families with young children, it causes bottlenecks, and leads to customer dissatisfaction. They had a really clear understanding of the business problem, so they talked to customers, staff and started observing behaviour. They spoke to a range of security guards, and one of them shared his insight on how to engage kids when he needed to take their photo. He put a picture of a plane on his camera and asked them to look at it. All the kids wanted to look at the plane and before you know it, all the kids are looking at the camera, standing still. They rolled this out, it shaved twenty

to thirty seconds off the process and the solution was simply a piece of paper in the shape of an airplane, stuck to a camera. That was such a great example of understanding the customer and the problem, illustrating that often these really cool tech things are not needed. That’s a great example, any others you can share? Speed is a great challenge for large established companies. Everyone talks about how lean and agile startups can be, how they can pivot and adapt and so on. Quite the opposite of the traditional view of the corporate ‘oil tanker’. The truth is, giant corporations have lots of governance to adhere to and questions that need answers, all of which slows things down when trying to deliver anything. Speed in innovation is about decision-making and the ability to structure that in a corporate

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way, so the ability to make decisions really fast is important. A great example of this is when Air Canada launched a low-cost option in a really short time frame. From the point of decision to lift off was something like eleven weeks, which includes design, branding, recruitment and pricing, all in a short space of time. How was this possible? Well, the CEO was simply pushing and leading the decision-making process, so every meeting turned into “let’s get this done”. The biggest lesson to be taken away here is about having a single person with the mandate and belief to see the innovation through, rather than the big steering groups, which are always set up in good faith but they usually only slow down an innovation. Seeing Air Canada achieve this in such a time frame was really impressive.

massive IT systems and those sorts of things, and doing little pilots, etc., is really key. It’s the scale that people need to understand; to change the dial when a company already makes billions puts pressure on corporate innovators which really isn’t there - at least not to the same consistent degree - in the startup world. The Secrets of Big Business Innovation by Dan Taylor is published by Harriman House and is out now.

For me it’s a simple story: it’s far harder in big corporations there are a lot of entrepreneurs trying to get things done, but fundamentally, it’s hard. There are some relatively simple techniques though, that big business can employ to ease the innovation process. Things like building prototypes, rather than

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TRAVARK INVITE. PLAN. BOOK. SHARE.

“Invite. Plan. Book. Share” is the tagline you’ll find on Travark’s beta site at the time of writing. Launching this summer, Travark are promising to well and truly shake up the travel market with a website that makes booking a group holiday a doddle. Let’s face it, we’ve all been there, and it can be a nightmare. Global Innovation spoke to Darren Isaac, one of the co-founders, to talk about where the initial idea came from, and where Travark see themselves heading in the travel marketplace.

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Tell me about yourself. I grew up here in Milton Keynes (a new town in the UK) when it was just fields, on the Lakes Estate. Dave Manson (Travark’s co-founder) has been here for a while, but he’s from Scotland originally. Travark is his baby, really; he brought me on board after about a year. The original idea was conceived after Dave was trying to book a big family trip to the USA. It was an absolute headache. He couldn’t seem to get everyone together on one flight, he had to visit different sites to book all the component parts and he couldn’t get everyone involved in the planning so that they could give feedback on the options for accommodation, excursions, etc. Most people have had that experience where one person has to do all the legwork in isolation, and it becomes especially problematic when it comes to collecting deposits from everyone. Dave looked around thinking that there must

be a website where you can do everything together, a one-stop shop. When he discovered that there wasn’t, the concept of Travark was born. Since the industry moved from booking through high-street travel agents to booking entirely online, there has been little innovation. In short, it seemed stagnant and complacent. We saw this as a challenge, but above all, a great opportunity. So where did you start? The first step was to try and build a platform. We came across some seriously big hurdles, and it became apparent why such a site doesn’t already exist. But instead of giving up, we persevered and overcame the issues. It’s been tough, but a few years in, we are very close to launching.

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We have managed to create a website that pulls together all of the flights and hotels that are available - broadly speaking on a dashboard. First you sign up, then you can invite your friends to sign up and everybody collaborates on the dashboard. Any one of the group can research hotels and flights in real time and then send out those options to everyone as a voting list. It makes the whole process fun and involved, it’s very visual and there are lots of links to social networks. In my opinion, it is slicker than anything else out there currently in the travel market. Where did you find the tech expertise? We have a developer from Brazil who is an absolute superstar and a few other chaps working on it, but it’s still quite a small team of six or seven developers so far. People have really responded to this idea and the story behind it. When we first approached family and friends with the concept for initial investment, even the most hardened critic had nothing but kind words to say about it. They were bowled over by it. That’s a great way to canvass opinion - by asking your critical friends… Absolutely. £50-60,000 was raised quickly, which got us off the ground. But we went

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through that pretty fast, so we went crowdfunding, and within two weeks we had £350k. We were gobsmacked. Not only was the money incredibly helpful, but it also reaffirmed our belief in the project. We started getting private calls from Silicon Valley, so we now have other options to explore in the future, at different stages of expansion. We are really going to take this somewhere. It’s a common problem, but like you, I would have thought it was already in the marketplace. I agree and we were really surprised to learn that it hadn’t been done before. We are combining the best bits of Facebook and TripAdvisor with Expedia, but all in one place. We can make the process fun and risk free. You get the money from each individual who is going on the trip, rather than one person stumping up the whole amount. We reserve the package and chase each traveller, with it all being guaranteed and stress-free. What were the challenges of setting this up?

it goes live we think we will need a lot of staff very quickly, which will present a new set of operational challenges. For any company, finance is always something you should keep at the forefront of your mind, so we are also looking for round A investors - if any of your readers are in that line of business and interested, we encourage them to get in touch for an initial conversation. Dave and I have a great partnership. It’s been a dream of his for some time now, and he has invested so much, it means the company is very personal to him. But it’s almost time to make that dream a reality. I’m so tired of hearing the word ‘disruptive’…but we are disruptive. Darren bursts out laughing at this last outrageous statement. But I have to agree: the whole ‘disruptive’ cliché is overused; only I can’t help but think that that is precisely what Travark are going to do to the travel market.

The software side takes a lot of development, and naturally, cash. Additionally, storing all the information has its challenges, as with any other social platform. We currently only have a small office, so when

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MY TAKE ON INNOVATION

possibility that you may have a different take on innovation. If you stick with me for a while on this though, you may find some value in my approach.

KIM BECHTEL

When people make assumptions, they will often jump up and shoot you in the butt. Nevertheless, I will make one: if you’re reading a magazine with the word ‘innovation’ in the banner, chances are you are interested in some aspect of innovation. What is innovation? Is it valuable? And can you produce it on demand if it is? Can it be replicated? Is it sustainable…dare I say it, can you make it into a commodity?

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Perhaps you are like Ensign Pulver - Morale Officer on board a US Navy supply ship in the novel, play and subsequent movie, ‘Mr Roberts’ - and you have been appointed Innovation Officer (Manager) for your company. Which, let’s face it, could provide enough material for a completely new piece! For some reason though, you are taking time out of your busy day to read this effort. So why would you pay any attention to my take on innovation? Well, let’s start with the formal stuff. I too, have had a job title that included the word innovation. In my part of the world - western Canada - the Banff Centre for Management is a well-recognized leadership and management development institute, and in the early 1990s I led the International Institute for Innovation at the Centre. We were the focal point for a collection of public and private sector organizations which were then interested in how innovation, or the lack

of it, might affect them. We proposed, among other things, an Innovation Expedition, that gained a small amount of transaction before the world moved on to other things. Over my lifetime I have been described, both as a compliment and certainly not, as being innovative. If you’re like me, when you get called something long enough, you look into it just to understand how other people see you. In this series for Global Innovation Magazine, I will offer some of the insights that I have gained from that long look. Perhaps the most useful observation, for my own work in this area, and for others with whom I have shared, is the view that innovation is an evolutionary process. When one experiences innovation our reaction is usually, ”that’s different.” This is separate from creation, which is a revolutionary process, and which we know when we react: “that’s new!” I am open to the

In his work on strategy as described in his 2005 book Blue Ocean Strategy, W. Chan Kim explores the difference between Blue Ocean and Red Ocean strategies and the organizations that adopt these different approaches. Blue Ocean strategies succeed not by battling competitors for a percent of market share in proven markets or competing on price per unit, features or quality - which are features of Red Ocean strategy. In contrast, Blue Ocean strategies create ‘blue oceans’ of new and uncontested market space. In his book, Kim asks four questions, one of which is relevant here: ‘Which market factors should be created that the industry has never offered?’ One example he uses is Cirque du Soleil’s re-imagining of the circus without animals, and with a central thematic story to make the point. Traditional circuses were held hostage by headlining acts, declining market space and increased costs of production. Rather than innovate with new types of tricks for the animals, or finding new acts on Mars, Cirque du Soleil created a new product and brought people to their events who never would

have imagined attending a traditional circus. Steve Jobs, late co-founder of Apple, never worried about what competitors were doing; he wanted them to chase Apple. Do I hear a big, “so what?” So, if we understand better what makes innovation different from creation, we can build more effective platforms to produce the proper results. In my experience, innovation investments often fail because their intended result was creation and vice versa. When jaw-dropping newness is expected but only incremental product innovation is provided, disappointment is sure to follow. When we manage the expectations associated with innovation, we can create a more sustained investment effort.

definition, reject everything - or almost everything - about the current experience as we go about delivering something new. I look forward to exploring more of my take on innovation in future editions of Global Innovation Magazine. Thanks for joining in. Author’s Bio Kim Bechtel is married to his long-suffering English bride, has two young men of whom he is properly proud, and is VP of Business Development for Emerging Global Risk. You can find him on LinkedIn and Twitter and he looks forward to the conversation.

Whether it’s products or services; organization culture; customer experience; or use of resources - if we plan to make changes to our current version, then we are innovating. We can identify the features or results of our current experience that need changing and we can begin a disciplined and iterative approach to evolving a different experience. However, if our goal is to create a new experience, we must use a very different approach. We must then, by

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LUE NUWAME HOMEMADE GAME GURU

Lue Nuwame, otherwise known to his legions of YouTube fans as the ‘Homemade Game Guru’, has built up a huge following through his passion for taking the ordinary and making it extraordinary. Lue takes an everyday item - cardboard - and transforms it into beautiful yet innovative items. These include a running machine and a swimming pool, as well as several wonderfully intricate games, all made out of something most of us throw away. We spoke to him from his native Canada about where his passion and vision come from.

Tell me about yourself Lue. I was born and raised in Toronto, Canada and I live here with my wife and three-year-old daughter. I am 38 years old. How did the cardboard thing get started? I started when I was sixteen and living with my father, who was a very strict man. I spent a lot of time at home with time on my hands and I just started making some very crude board games, which led to other designs as time went on. By the time I moved in with my mother, when I went to college, I had started making more complicated designs. These included a comic book board game game called ‘Super Powerful Bonanza’, which was a 3D structure. To be honest, I was going through a tough time then, and the cardboard work helped me deal with some of the issues.

During my early twenties I was a bit lost in terms of what direction my life was going in. I didn’t know what my purpose was or even whether I was capable of doing anything. The creative aspect helped me to see I did have a talent. It was just me and my materials, and it was free. It’s the best anti-depressant and very relaxing - that’s the beauty of it. The next phase was in 2008 when I discovered YouTube. When I got a video camera I just saw an opportunity, so I began by doing videos of simple children’s crafts and it was doing OK. And then suddenly you got ‘lift off’ on YouTube? In 2011, I just made two of the craziest things I could think of: a water balloon bazooka, and

How did it lift your emotions, Lue?

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GAME GURU |017

a cardboard swimming pool. Fortunately, I had access to tons of cardboard through my job. The bazooka went viral, and when the swimming pool did too (currently at 1.5 million and 390,000 views respectively), I realised there must be an appetite for this sort of creativity - you know, the really over-thetop stuff. Nobody else was doing it, so I just kept pushing the boundaries. That was when I changed direction and started doing the more complex stuff. Which project are you particularly fond of, and why? The swimming pool, and the treadmill. Sometimes it’s hit and miss with these things but the treadmill worked exactly as I thought it would. It’s all an experiment. My cardboard rocking chair is a real conversation piece when people come to my house. It can take a lot of weight and it’s very sturdy. I imagine kids are blown away by your stuff, do you find it’s an inspiration to the younger generation? That’s why I do it. What pushes you forward is when you hear from people who tell you it’s an inspiration to them. Teachers tell me they have followed the designs in class - as ridiculous

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as it sounds to make a ten-footlong, above-ground swimming pool, all out of cardboard. Parents tell me they have done projects with their kids, which is great. The bulk of my audience is in the USA and the UK, so reaching out across the world and having people feel inspired is a great feeling. Is this a business, Lue? It wasn’t to begin with, but it has become one. I have done some freelance designs, I earn a small amount of money from Google ads and I have designed and made trading cards and games for people. I’m doing a crowdfunding campaign so that I can publish a book on extreme cardboarding. It’s the most plentiful building material and anyone can get their hands on it. I want people to see it as more than garbage, to help them realise that it has so many other uses. Is that where the innovation comes in? I think so. You can build anything with it; its strength means that it can hold a lot of weight. When I was featured on television, the reporter was scared to go on the treadmill, but if you do it the right way

there’s no limit to the number of creative projects you can make. You have caught people’s imagination here. Why is it so interesting? One guy told me that he subscribes to my YouTube channel not because he is going to make anything, but because he can’t wait to see what crazy thing this Canadian is going to do next. What insane idea do I have up my sleeve now? I do this for pleasure, for the fun of it. I know my channel has some growing to do, but I just enjoy it. It’s a hobby that is slowly transitioning into a career and a business. What’s next then? The book is a big focus for me. Making videos for the channel is great, but that’s just entertainment. I hope the book will really teach people some skills. I’m planning a new swimming pool 2.0, and a billiard table. I have had lots of feedback on how to take the swimming pool to a new level so keep an eye out for that. www.youtube.com/user/ Homemadegameguru

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ORGVUE “WE OFTEN THINK OF MINORITY REPORT AS INSPIRATION”

Launched by Concentra in 2011, OrgVue is a platform that allows you to solve all your organisational challenges effectively. The software enables you to bring together organisational design, workforce planning and HR analytics so that you can model, visualise and track changes, both real and imagined, with ease. Global Innovation Magazine spoke to Rupert Morrison, Managing Director of Concentra, to get the insight on his original vision and on how he brought the company to life.

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Tell me a bit about your background, Rupert. I’m from New Zealand, I grew up on a sheep farm. I studied economics in the Netherlands, though I didn’t speak any Dutch when I started out. I went on to get a masters in economics, which was focused on game theory and modelling of economies – very heavy on the maths side of economics. Then I went into management consulting, moved to London and worked at A.T. Kearney (a management consulting firm) for ten years. I was soon promoted to junior partner and had a very rapid rise up the ladder. My job was to go in and help large organisations solve a range of strategic operational questions; like what their manufacturing footprint should be, how to structure their pricing, how they should design their organisation, which involved lots of modelling. I ended up running analytical training for the London office,

and I discovered that basically you’re collecting and crunching the data to answer specific business questions, which is usually done in Excel, the Microsoft suite, so visualisation is often through PowerPoint. I felt much of what I was doing could be repeated, and it was apparent that a lot of the technology wasn’t as optimal for purpose as it could be. It got me thinking that there could be a better way. So what developed? Seven years ago a group of people left the company alongside me, and we merged with a very small technology shop called Concentra. I hatched the plan, wrote a business case, and we went from there. Had working for yourself always been on your mind? No, not really, but when I did it everyone said to me, “why did you take so long?” It seemed

was expecting me to do that - I was quite entrepreneurial but I guess I hadn’t seen myself that way. Part of me thought I would be a management consultant all my life. So would you say you have always been quite entrepreneurial? Yeah, I was not afraid of risk, growing up the way I did in New Zealand. We are quite an entrepreneurial group of people; we get out into the world. You have the urge and the idea, where did the journey go after this? Months of sleepless nights to be honest with you! I was

really afraid. I loved my job and the firm, and there was no need for me to leave. Things were on the up and I was on a great trajectory, but I saw the gap in the market, and at the time management consultants were not doing the analytics side of things, plus I wanted to create products. As a result, we leverage technology to solve business problems in a very different way. I found OrgVue to be really captivating, like very little else I have come across in the fact that it can solve so many problems in one package. All companies over a certain size struggle to understand themselves very well. There’s

the old mantra of people being our most important asset, but it’s also the most misunderstood asset that organisations have. It is unreal how many companies don’t even know how many people they employ, meaning the most basic things are often not understood. Orgvue goes beyond analytics: it’s all very well having numbers and insight but you need to be able to do something with that. OrgVue allows you to design your organisation in a way you haven’t been able to do in the past. You can define all the work that needs to be done, the roles required and how this evolves over time. When you go through change you need to

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We tripled in size last year, we have more and more global clients, and people are really enthusiastic about it. We bring the analytics edge and we don’t just answer the one-off question; we make the solution repeatable. For further information on OrgVue www.orgvue.com

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islands, but we can bring in the solution and you can make better-informed decisions based on what is displayed. We come from the position that data is usually bad but we allow you to see this and help you fix it. Business is often a slow burner, a hard sell. Was it like that for you? It was quite a positive thing for clients. We have to go through security teams, a mandatory process, but the decision to buy is often quite quick.

Jacob Khan

be able to transition people from the ‘as is’ to the ‘to be’ and OrgVue allows you to visualise this scenario. OrgVue has several innovations within it. One is how you display data; two is how you model data; and three is how you bring in different data sets on the fly, in a seamless way. In other words, you don’t need to define up front how the data needs to look - something we call “painting with data”. You can drag it around, so as the picture changes, the underlying data changes also. We often think of Minority Report (futuristic thriller film starring Tom Cruise) as inspiration. So you have lots of bits of data across an organisation, how do you bring it all together? You load it into OrgVue from the different sources, and that’s actually very easy to do. Some of our clients have thirty different HR systems and we take that data to give them one holistic view of the organisation. Is it necessary for you to work with clients to implement OrgVue? It depends. Sometimes it’s just a case of delivering training and they can go forward on their own. With other clients we are more involved, but it varies. We’ve found that so much is being done on spreadsheet

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NEWS A FEW THINGS THAT CAUGHT OUR GAZE

CODIE Codie is a startup producing programmable robots and is dedicated to the vision of making coding tangible and fun for children. Through its groundbreaking applications, Codie teaches kids the principles of coding. Engineering students Adam Lipecz and Andras Hollo founded Codie in 2013 in Budapest, Hungary. Since then, the company has won several prestigious awards, including the national trophy of the Microsoft Imagine Cup. “We believe that learning to code shouldn’t stop at the edge of a screen. With Codie, kids jump into an authentic experience that’s educational and engaging,” said Adam Lipecz, co-founder and chief executive officer of Codie. “Using Codie, kids easily create programs and get instantaneous feedback through

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the robot’s actions. During product development, groups of schoolchildren time and again expressed their amazement with Codie.”

• By analysing 200 million clicks and 86 000 properties on Sweden’s most popular property site they are transforming ones and zeros into brick and mortar

For more information, visit getcodie.com. Follow Codie on Facebook at facebook.com/ codietherobot and on Twitter @ codietherobot.

• The result is a house that manifests how the Swedes want to live right now - a 1 115 square foot house over 1.5 floors, with 3 bedrooms and a social kitchen. The exterior is draped in a façade that is a hybrid of the traditional Swedish ‘Falu red’ cottage and the ‘functionalist box’ house.

A HOME BUILT BY 2 MILLION SWEDES The House of Clicks is a data experiment to show the future of architecture • The House of Clicks is a Swedish data experiment to lead the way for a new type of democratic architecture. • Involving 20 per cent of the Swedish population, two architects are creating Sweden’s most sought after home.

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CLICK INTO ACTION WITH SEALZ SUNGLASSES! Sealz sunglasses introduce new patented military-based technology to the world of performance eyewear. With our rapid transition mechanism, you can click into action at the press of a button, as demonstrated in the video (right), as your sunglasses instantly transform into goggles - and back again. To activate the mechanism, you simply hit the buttons built into the stems, which tightens the glasses around your head. This creates an effective yet comfortable seal around your eyes, providing full protection from the elements (sand, dust, wind, rain, snow). The seal is watertight, and so allows you to swim underwater if needed.

you want to allow some air in to reduce fogging up of the lenses. This exciting Australian innovation is of particular interest to the outdoor sports market (check out the Sports tab for examples), but is also being looked at for its health & safety applications, and in the military, construction, energy and emergency services industries. See more at http://www.sealz.com.au/

At any stage you can release the seal, by simply pulling the glasses forward - for instance if

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EDITORS VOICE |003

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