Proudly sponsored by
Proudly sponsored by
The Black Book is a book made for makers, a celebration to those who make things happen. This book will stimulate your imagination, inspire to nurture, and to assist you to capture your ideas; it will promote interaction, exploration and experimentation - it provides opportunities for choice and discovery. Take risks, be curious, be informed, make notes, and most of all, have fun as you decipher the many messages throughout the book. - K&i Design Studio
Any tool that encourages, supports and nurtures innovation is truly worthy of support.
W
hen I was growing up I was weaned on the legends of the great South African inventions. There was the CAT scan and oil-from-coal technology, while Chris Barnard was a living and flamboyant reminder of the world’s first heart transplant. As Cape Town harbour thrust out into the sea on reclaimed land, I would walk past the massive multi-shaped concrete blocks called Dolos that had made this possible. In my Dad’s toolbox was a tube of Pratley Putty (“the first putty to have made it to the moon”), while in the pool at school a Kreepy Krauly tick-tickticked away. Within me was thus instilled a great
sense of patriotism encapsulated by the words ons maak ‘n plan! To my mind, we were a nation uniquely able to achieve the impossible and to take our place on any world stage. However, when I recently scrolled down the Insead Business School’s Global Innovation Index for 2010/11 in search of South Africa, I was genuinely dismayed to find us ranking 59th out of the 125 countries surveyed. Going up the list, I cast my eyes on the band of countries that occupy positions 36 through to 42 - Latvia, Slovakia, Chile, Moldova, Lithuania, Jordan and Bulgaria. “Can that be right?” I asked myself. “Surely we are more innovative than them.”
FNB has a proud history of innovation. Innovation has added hundreds of millions to our bottom line in both revenue and savings. What’s more, it has enabled, and continues to enable us to develop and deepen enduring rewarding
“Can that be right?” I asked myself. “Surely we are more innovative than them.” relationships internally and externally. If FNB with its 25 000 employees can achieve massive transformation through creating a culture of innovation and
making it one of our strategic pillars, then what could South Africa achieve with its 50-million people? Hence our sponsorship of the Innovation Summit’s Black Book. Any tool that encourages, supports and nurtures innovation is truly worthy of support. Latvia, Slovakia, Chile, Moldavia, Lithuania, Jordan and Bulgaria beware! Let us innovate our way to the success we deserve. Simply because – in terms of ons maak ‘n plan! – we can. Paul Steenkamp FNB Innovators FIRST NATIONAL BANK
“The most potent muse of all is our own inner child.� Stephen Nachmanovitch
Vision statement: To make Southern Africa globally competitive through innovation.
D
ear delegates, presenters and innovation lab participants, on behalf of the organising committee and our sponsoring partners, we welcome you to the 4th SA Innovation Summit 2011. This year, our focus is on Southern Africa’s Innovation Legends, who will showcase and share the lessons they learned on how to innovate and how to bring new ideas to the market in a big way. We don’t only celebrate yesterday’s legends, but also today’s legends in the making who ideate, inspire and implement. They convert ideas into value and generate impact through, inter alia,
the commercialisation of products, the improvement of services, and the policies they influenced. This year’s Summit provides an unprecedented number of choices with industry-specific, corporate-focused or
“Let’s help make Southern Africa a better place to live...” entrepreneurial focused topics to stimulate learning and explore new thinking. Absorb the information presented by keynote speakers; engage in workshops
and participate in the innovation laboratory and innovation competitions; contribute to the innovation provocation engine and learn what is required for YOUR idea to become the next BIG THING. Let’s help make Southern Africa a better place to live, to work and to play and prosper in through our ideas and innovative solutions. We trust that you will have as much fun participating in this year’s Innovation Summit as we had in planning and organising it! Itha taljaard from sense2solve, dr. audrey verhaeghe from riis, partners & organisers.
Lyall Watson
...that moment of insight becomes the creative act as a joining of two previously incompatible ideas.
eccentric/idiosyncratic/quirky/strange/bizarre/weird/outlan aberrant/extraordinary/nonconformist/avant-garde/far out risk taking/thinking outside the box/unexpected/unforeseen/ surprising/captivate/enrapture/rebel/reveal/lateral/creativ sideways/visionary/inspired/resourceful/ingenious/unconve creative/clever/experimental/artistic/expressive/courageou bold/fearless/gallant/gutsy/courageous/determined/daring/ spirited/mettlesome/confident/unusual/irregular/unorthod out of the ordinary/atypical/alternative/different/new/novel pioneering/original/unprecedented/eccentric/idiosyncratic/ outlandish/curious/abnormal/anomalous/aberrant/extraord out/offbeat/off the wall/unconventional/risk taking/thinking unforeseen/unanticipated/unpredicted/surprising/captivate creative/imaginative/original/nonlinear/sideways/visionary unconventional/enterprising/inventive/creative/clever/expe courageous/valiant/valorous/intrepid/heroic/bold/fearless/ daring/audacious/unflinching/dauntless/spirited/mettlesom unorthodox/unfamiliar/uncommon/unwonted/out of the ordi new/novel/innovative/groundbreaking/pioneering/original/ idiosyncratic/quirky/strange/bizarre/weird/outlandish/curi extraordinary/nonconformist/avant-garde/far out/offbeat/o thinking outside the box/unexpected/unforeseen/unanticipat enrapture/rebel/reveal/lateral/creative/imaginative/origina inspired/resourceful/ingenious/unconventional/enterprisin experimental/artistic/expressive/courageous/valiant/valoro gallant/gutsy/courageous/determined/daring/audacious/unf mettlesome/confident/unusual/irregular/unorthodox/unfam ordinary/atypical/alternative/different/new/novel/innovati original/unprecedented/eccentric/idiosyncratic/quirky/stra abnormal/anomalous/aberrant/extraordinary/nonconformis wall/unconventional/risk taking/thinking outside the box/un unpredicted/surprising/captivate/enrapture/rebel/reveal/la nonlinear/sideways/visionary/inspired/resourceful/ingeniou inventive/creative/clever/experimental/artistic/expressive/c heroic/bold/fearless/gallant/gutsy/courageous/determined/d dauntless/spirited/mettlesome/confident/unusual/irregular unwonted/out of the ordinary/atypical/alternative/different groundbreaking/pioneering/original/unprecedented/eccentr bizarre/weird/outlandish/curious/abnormal/anomalous/abe avant-garde/far out/offbeat/off the wall/unconventional/ris unexpected/unforeseen/unanticipated/unpredicted/surprisi lateral/creative/imaginative/original/nonlinear/sideways/v ingenious/unconventional/enterprising/inventive/creative/c expressive/courageous/valiant/valorous/intrepid/heroic/bo determined/daring/audacious/unflinching/dauntless/spirite irregular/unorthodox/unfamiliar/uncommon/unwonted/out different/new/novel/innovative/groundbreaking/pioneering idiosyncratic/quirky/strange/bizarre/weird/outlandish/curi extraordinary/nonconformist/avant-garde/far out/offbeat/o thinking outside the box/unexpected/unforeseen/unanticipat enrapture/rebel/reveal/lateral/creative/imaginative/origina inspired/resourceful/ingenious/unconventional/enterprisin experimental/artistic/expressive/courageous/valiant/valoro gallant/gutsy/courageous/determined/daring/audacious/unf mettlesome/confident/unusual/irregular/unorthodox/unfam ordinary/atypical/alternative/different/new/novel/innovati original/unprecedented/eccentric/idiosyncratic/quirky/stra abnormal/anomalous/aberrant/extraordinary/nonconformis wall/unconventional/risk taking/thinking outside the box/un unpredicted/surprising/captivate/enrapture/rebel/reveal/la nonlinear/sideways/visionary/inspired/resourceful/ingeniou inventive/creative/clever/experimental/artistic/expressive/c heroic/bold/fearless/gallant/gutsy/courageous/determined/d dauntless/spirited/mettlesome/confident/unusual/irregular unwonted/out of the ordinary/atypical/alternative/different groundbreaking/pioneering/original/unprecedented/eccentr bizarre/weird/outlandish/curious/abnormal/anomalous/abe avant-garde/far out/offbeat/off the wall/unconventional/ris unexpected/unforeseen/unanticipated/unpredicted/surprisi lateral/creative/imaginative/original/nonlinear/sideways/v ingenious/unconventional/enterprising/inventive/creative/c expressive/courageous/valiant/valorous/intrepid/heroic/bo determined/daring/audacious/unflinching/dauntless/spirite irregular/unorthodox/unfamiliar/uncommon/unwonted/out different/new/novel/innovative/groundbreaking/pioneering idiosyncratic/quirky/strange/bizarre/weird/outlandish/curi extraordinary/nonconformist/avant-garde/far out/offbeat/o thinking outside the box/unexpected/unforeseen/unanticipat enrapture/rebel/reveal/lateral/creative/imaginative/origina inspired/resourceful/ingenious/unconventional/enterprisin experimental/artistic/expressive/courageous/valiant/valoro gallant/gutsy/courageous/determined/daring/audacious/unf mettlesome/confident/unusual/irregular/unorthodox/unfam ordinary/atypical/alternative/different/new/novel/innovati original/unprecedented/eccentric/idiosyncratic/quirky/stra
When I let go of what I am, I become what I might be. Lao Tzu
page 33
Proverb - A successful person is often one who is willing to take risks.
Peter Greenwall Geoffrey Qhena Bridgitte Backman Kammy Dhaver Salomon Erasmus Christo Fourie Dr. Ntokozo Mthembu Alexandra Fraser Dr. Botlhale Tema Claire Janisch Vivienne Schultz Sheena Reel Jan van Mol Willie van Straaten Lawrie Golding Tim Malone Godfrey Parkin Katherine Thompson John Rooymans Kemble Elliot Dr. Louise van Rhyn Michael Joseph Dr. Deonie Botha Brian Steinhobel Skip Davis Dr. Brenda Hattingh Marinus Du Plessis Ravini Moodley William Gwata RhodĂŠ Odendaal Dr. Thulani Dlamini Aage Thunem Dr. Liesbeth Botha Paul Steenkamp Maggie Fikkert Mareli Steyn McLean Sibanda Jeffrey Baumgartner Rory Moore & Andries du Plessis Isaiah Engelbrecht Dr. Kamalluddien Parker Gavin Symanowitz Kerryne Krause-Neufeldt Nico Steyn Prof. Francesco Petruccione Marius van der Leek Martin Combrinck Jac Spies Rehann Calitz Gustav Praekelt Allon Raiz Mirah Wilks James Durno Ms Qhelile Nyathi & Ms Nandipha Mnquemeni .55 Brian Lambert .56 Moky Makura
.1 .2 .3 .4 .5 .6 .7 .8 .9 .10 .11 .12 .13 .14 .15 .16 .17 .18 .19 .20 .21 .22 .23 .24 .25 .26 .27 .28 .29 .30 .31 .32 .33 .34 .35 .36 .37 .38 .39 .40 .41 .42 .43 .44 .45 .46 .47 .48 .49 .50 .51 .52 .53 .54
The organisers:
Itha Taljaard Dr Audrey Verhaeghe Suzette Heydenreich Linda Swart Riette van Schalkwyk Jonathan Muringani Jeanette Albertyn Olinski Snyders Hlengiwe Vilakati
1 Peter Greenwall Director
Innovation101
My 30-minute presentation entitled “If you’re out of whack, you’re right on track” is based on Edison’s quote: “Discontent is the first necessity of progress.” If you’re out of whack, you’re right on track
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eter Greenwall will go through a 5-step cycle of innovation that leads to hundreds of whacky and serious products from the future, and illustrate his points with comedy and songs.
He is a songwriter, author, entrepreneur and “errorthoughtical” engineer. His musical scores have featured on World Cup opening ceremonies, Miss World Pageants, London musicals and multimedia stage shows
Peter Greenwall has spent 4 years researching and developing theories about the psychology of innovation. As a corporate musician he’s spent 20 years working with creative industries and producing conferences and events. Previous clients include: World Intellectual Property Organisation (WIPO) conference, London (Paul Regis), The University of Stellenbosch MBA programme, Cape Town (Louise Van Rhyn), Regents Business School - London (Dr. Lieselotte Badenhorst).
for corporate events. His comedy musical presentations are all based on his book, ‘LOGICAL STUPIDITY - INNOVATION by navigating through nonsense’ and deals with psychology of the creative process/ innovation /PIFYAFFING: Pulling Ideas From Your Aspirations For Financial Gain. Peter’s navigation through nonsense is loads of fun and full of laughs but it’s also a light bulb moment in creativity. It teaches how to access the creative soul within each of us.
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2 Geoffrey Qhena CEO
IDC of SA Limited
“Innovation is about making sure that the rate of change inside the organisation is greater than the rate of change outside…” Jack Welch (ex-GE) The Innovation Imperative
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nnovation has never been more important to the IDC than it is presently. Given the massive challenge that South Africa faces, both in terms of job creation and global competitiveness, the IDC will be looking at new and innovative ways to address these challenges with more vigour than ever
before. Historically, the IDC has always valued innovation and has demonstrated a willingness to embrace innovative companies such as Sasol, Mozal and Amajuba berries with great success. Currently there are many internal initiatives and interventions underway to ensure that the IDC not only lists innovation
Geoffrey Qhena is the CEO of the Industrial Development Corporation of SA Limited. Mr Qhena completed a Bachelor of Accounting Science (B Compt) from the University of SA in 1993. He holds a Certificate in Advanced Tax from the University of SA and has completed the Senior Executive Programme jointly offered by Harvard University and the University of the Witwatersrand’s Business School.
in its vision, but actively puts measures in place to build its innovation capacity year-on-year. The IDC recognises “If you really want to build innovation capacity, you must allow room for mistakes. Failing in the right direction brings learning – but make sure that the lesson is learnt.” that innovation is a continuous journey, one to which it is committed to taking, with a vision of contributing to a greater South Africa.
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3 Bridgitte Backman Managing Director
Sasol business ventures
“Sasol business ventures has been incubating small businesses in the energy, chemical and related industries on Sasol’s behalf since 1997.” Innovation & Entrepreneurship what entrepreneurs should know
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here are numerous factors that impact the development of an innovative idea into a commercially viable product, more so in the SMME sector where a host of other challenges, like access to finance & support to develop the idea, have a bigger bearing than they do in the corporate innovation space. Many potential entrepreneurs sit on their innovative ideas, not fully knowing how to exploit the market, while other fall prey to IP traps & loose agreements that sees anybody but the entrepreneur benefiting from the innovation. Sasol Business
Ventures has been incubating small businesses “Many potential entrepreneurs sit on their innovative ideas, not fully knowing how to exploit the market...”
in the energy, chemical & related industries on
Sasol’s behalf since 1997. Join Bridgitte, MD of Sasol Business Ventures, as she shares insights & challenges faced by entrepreneurs in the energy, chemical & related value chain in bringing their innovation to market.
Bridgitte Backman completed her BSc in Chemistry at UCT, and went on further to acquire her MBA at Rotterdam school of Business, Germany. Bridgitte has had diverse experience within the liquid petroleum industry, contributing significantly toward business, social and cultural transformation through roles that include: Commercial equity manager at MOSGAS, Business Development Manager at BP. Currently, she is the managing director of Sasol Business Ventures, Sasol’s business incubator.
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4 Kammy Dhaver Innovation Circuit Manager Eskom
“In order to establish the notion of a permanent and formal platform for OI, Eskom needs to verify and test aspects and implications of OI.” The Eskom Open Innovation pilot
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n order to establish the notion of a permanent & formal platform for OI, Eskom needs to first verify & test aspects & implications of OI according to the two approaches identified as part of the process of developing a case study for OI. These approaches are: Approach 1. Leverage NineSigma’s vast global OI network. Approach 2. Build & stimulate a local energy eco-system. The main objective of the OI Pilot project is to ascertain the best OI approach for Eskom to follow going forward, in order to solve challenges & stimulate economic
growth in South Africa. The stakeholder groups, technologies & media to be used will be identified with the main objective of stimulating OI during this pilot project.
Kammy Dhaver, current position, Innovation Circuit Manager at Eskom holdings. Kammy has been with Eskom for 13 years and has primarily been involved in bag filter research and condition monitoring. Kammy is a Polymer Scientist, she obtained her MSc.Polymer Chem. degree from Potchefstroom University and a Masters degree in Technology and Innovation Management at the Da Vinci Institute in Johannesburg.
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5 Salomon Erasmus Entrepreneur/Speaker/Problem Solver
BMGI & Smart Fan
“The mission of design thinking is to translate observations into insights and insights into products and services that will improve lives” - Tim Brown Tycoon Factory
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hen entrepreneurs successfully launch new solutions in the market, delivering significant value for both the producer and consumer, they make their mark on the economy. I strongly believe more should be done to enable entrepreneurs to succeed. I propose a new supporting framework where
consumer desirability of the new solution is accurately assessed, solution feasibility is confirmed through “South Africa needs more successful Entrepreneurs.”
proper solution design and business viability is clearly understood
through proper planning. You seldom find an entrepreneur who finds the right balance between these three elements. This process converts all of the uncertainty there is around a new start-up venture into assessed risk, which can be managed. During the Innovation Summit 2011 I will share with you how you assess consumer desirability.
During ‘02 & after 7 years of corporate ladder climbing I decided to start up the first SA based Six Sigma Consulting & Training company known today as BMGI. During the course of 2009 I realised that I wanted to make entrepreneurship a career and resigned from my role at BMGI at the end of 2010 & proceeded to start up Smart Fan which provides customer management technologies to the live entertainment industry.
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Customers hire products or services to get functional and emotional aspects of jobs done By understanding why customers buy products and services and how they go about assessing if it was a good purchase, this will unlock innovation opportunities
6 Christo Fourie Head: Venture Capital SBU IDC
“I am passionate about helping entrepreneurial innovators to finalise the development of their unique technological inventions and the subsequent commercialisation of their products. The IDC Venture Capital SBU is the perfect platform that helps me to fulfil this.” Funding of SA technologies which are globally unique
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he Venture Capital Business Unit” in the IDC (VC SBU, which was launched in April 2007) provides equity funding to start-up technologyfocused businesses. Our mandate is to enable the completion of the development of technology-rich South
African Intellectual Property (IP) into a market-ready product, followed by the commercialisation thereof. A key requirement relating to the IP is that it has to be globally unique and science-based. Funding of between R1million and R40-million
per project is provided, with a maximum of R15 million allowed in the first round. In return for the funding that we provide, we require a significant minority equity stake of between 25% and 50%, which will be determined by our valuation of the business.
Christo Fourie is the Current Head of Venture Capital SBU at the Industrial Development Corporation of South Africa Limited. Christo’s previous positions at the IDC include Head of Corporate & Structured Finance Department and Head of the Workout & Restructuring Department. He completed his studies at the University of Johannesburg in 1995 and is a qualified chartered accountant.
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First National Bank - a division of FirstRand Bank Limited. An Authorised Financial Services and Credit Provider (NCRCP20).
For over 70 years, the Industrial Development Corporation (IDC ) has been the catalyst for identifying, funding and developing some of the most remarkable South African innovations, many of which have grown into globally recognised brands. Some of the successful initiatives include: • The Cape Epic Cycle Race that promotes sports tourism • Funding for a 3D animation feature film Zambezia
• Venture capital funding for an X-ray machine that does a full body scan in just 13 seconds at low radiation • Installation of 44 000 solar hot water geysers If you have a big idea that can contribute to building South Africa’s industrial capacity and creating jobs, visit www.idc.co.za to submit your funding application. Call 0860 693 888, or email callcentre@idc.co.za for more information.
Chillibush4757IDC
Incubating South African innovation with massive impact
The IDC provides finance for industrial development. To discuss funding of R1 million or more, please call 086 069 3888 or visit www.idc.co.za
7 dr. Ntokozo Mthembu Professional Engineer & senior specialist - SPII
“SPII is designed to promote and assist technology development in South African industry.”
SPII Funding
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he Support Programme for Industrial Innovation (SPII) is a Department of Trade and Industry program that is managed by the IDC. SPII is designed to promote and assist technology development in South African industry through the following three schemes: • Product Process Development - promote innovation and technology development through the provision of financial assistance for the development of new products and/or processes. • Matching Scheme - provides financial assistance in the form of
a taxable non-repayable grant of between 50% and 75% (depending on the shareholding by BEE, women and persons with disabilities) of qualifying costs incurred in pre-competitive development activity associated with a specific development project up to a maximum grant amount of R3 000 000.
• Partnership Schemes – provides financial assistance in the form of a conditionally repayable grant of 50% of the qualifying cost incurred during development activity with a minimum grant amount of three R3 000 000 per project, repayable on successful commercialisation of the project.
Dr. Ntokozo Mthembu is a Professional Engineer and senior specialist at SPII and an extraordinary professor of industry at Vaal University of Technology. He was educated in South Africa and abroad, and holds degrees in liberal arts and engineering, including MSc (Mech. Eng) from Glasgow University, UK, and a PhD in Mechanical Engineering from University of Cape Town.
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8 Alexandra Fraser Research Analyst Invenfin
“If you can’t explain it simply, you don’t understand it well enough.” Albert Einstein
Top 5 Pitching Tips
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hen trying to raise funding from an investor, you will often get one opportunity to pitch your concept. Perfect your micropitch. You need a one sentence pitch which conveys the value proposition of the business: who you are, the problem you are solving, the solution and how you will make
money. Edit the slide deck. Your presentation needs to grab an “Pitching is an art and should be a combination of story-telling, a conversation and a sales pitch.” investor’s attention from the first minute.
Be credible. While your investor may not be an industry expert, don’t assume that they are ignorant of the market. They will expect you to have a deep understanding of the sector and key players. Pitching is an art and should be a combination of story-telling, a conversation and a sales pitch. Getting the balance right takes time, so practice.
Alexandra Fraser joined Invenfin, after completing her Masters in International Business and Emerging Markets (cum laude), at the University of Edinburgh’s Business School. Alexandra is involved in managing and assessing new investment proposal for Invenfin. Alexandra has previously worked in different sectors focused on early-stage investment. She also holds a BSc and PGDM from UCT.
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Practical guide for start-up businesses Validating your idea through market & competitor research Determining whether your concept is protectable & how to do this Raising funding to complete development & take your concept to market
9 DR. BOTLHALE TEMA MANAGING DIRECTOR
AFRICAN CREATIVE CONNECTIONS
“We are all responsible for improving the quality of our lives and often all it takes is a shift in focus or an altered perception to see new opportunities and possibilities.” A CULTURE FOR INNOVATION
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reativity is inward looking, focusing on bringing into being what did not exist before whereas innovation has its eye outward on the market; satisfying its needs. Innovation takes the products of creativity and makes them available to the market. “Creative and innovative thinking knows no boundaries.” Creative and innovative thinking flourishes in free and democratic societies where citizens have the right to free
expression and bucking the trend. Conformity is antithetical to innovation. Creative thinking is not a mysterious capacity only endowed to a few, it is generally agreed that each person has it but may need a leg-up through education and
encouragement for it to flourish. Creative and innovative thinking knows no boundaries. The artificial separation of the arts and science should be modulated. The science in the arts and the arts in the science should be explored more.
MD of African Creative Connection focusing on facilitating bilateral cooperation between South African companies and institutions with their African counterparts in other African countries. Previous positions: chief Director: International Cooperation in the DST and in 2005 seconded to the African Union Commission in Addis Ababa to serve as the Director for the Department of Human Resources, Science and Technology.
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Innovation is a renewable source of wealth Innovation takes place within a context which either encourages or inhibits it Prejudice and conformity are antithetical to innovation The culture of innovation must be nurtured rather than left to chance The culture of innovation should have efficient systems that supports it
10 Claire Janisch Founder
biomimicrySA
“Biomimicry is the practice of learning from and then emulating nature’s genius to solve design challenges and create more sustainable designs.” Biomimicry: Innovation inspired by nature
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hatever the challenge, the odds are high that one or more of the world’s 30 million creatures, imaginative by necessity, have not only faced the same challenge, but has evolved effective strategies to solve it. “The biomimicry approach introduces an entirely new realm for entrepreneurship.” After 3.8 billion years of R&D, organisms are the consummate architects, physicists,
chemists, and engineers, and ecosystems are economies beyond compare. They can provide us with innovative and progressive solutions to the design, engineering and other challenges that we now face. Innovators from all walks of life - engineers, managers, designers, architects, business leaders, and more can use biomimicry as a tool to create more sustainable designs. The Biomimicry process of consulting life’s genius, can serve as a guide to help innovators use biomimicry to biologize a challenge.
Claire is a graduate of and a cotrainer for The Biomimicry Group’s international 2-year Biomimicry Professionals Program. She currently heads up biomimicrySA (South Africa), a regional affiliate of the Biomimicry Group. Claire is also a co-creator of the Genius Lab, inspiring innovation and future thinking for organisations and individuals (children and adults).
NOTES
11 Vivienne Schultz CEO
A2B MOVEMENT
“Work is nature’s best physician and essential to human happiness.” Galen 172 AD
Volitional Development
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o stimulate the creativity and initiative of community members, employees, students, etc., their volition must first be ignited. Volition is the internal spark that drives our responses and ignites
“Change is not merely an event, but a process.” our willpower and motivation to act. The strength of this volitional spark is determined by our selfperceived competence
which we arrive at after an intricate brain process that occurs every time we face a task or challenge. Do not summarily label people as incompetent, lazy or stupid. As the image here shows, the problem could be caused by their low volition and perceived sense of incompetence. In Vivienne’s efforts to alleviate poverty and disempowerment, she gleaned skills from different disciplines and pioneered new ways of bringing empowerment to the disempowered of South Africa and Sub-Saharan Africa. After 17 years of practice, she is an empowerment connoisseur, engaging different channels and patterns of thought and creating the perfect blend for socioeconomic change to happen.
NOTES
Three powerful influences working against empowerment: Africa’s history of colonialism, its own culture of dependency and the new presence of China and the generation of reliance on China The damage caused by these influences Tools developed to measure Occupational Intelligence that assesses the damage Task-to-man “just-right” fit & A2B methodology Training of Trainers
sasol chemcity ... “... we are a world class enterprise developer that provides sustainable solutions through passionate innovation to stimulate economic and business growth” “... we are a world class enterprise developer that provides sustainable solutions through passionate innovation to stimulate economic and business growth”
sasol chemcity ...
Sasol ChemCity: enabling SME sustainability through job creation Established in 1997, Sasol ChemCity is a wholly owned subsidiary of Sasol Chemical Industries. The division was specifically created to support the development of the downstream chemical, and related industries by Sasol ChemCity: enabling SME sustainability through jobenergy creation incubating small, medium and micro enterprises (SMMEs). The organisation aims to facilitate the establishEstablished in 1997, Sasol ChemCity is a whollyasowned of Sasol Chemical Industries. The division was ment of independent downstream enterprises, well assubsidiary the establishment of upstream suppliers. The number created to support thealready development of the downstream chemical, energy and related industries ofspecifically broad based suppliers that have been assisted by Sasol ChemCity currently stands in excess of 50by incubating small, medium and micro enterprisesfocus (SMMEs). The organisation aims to facilitate the establishcompanies. Further, the supplier development area offers corporate organisations, including Sasol, the ment of independent downstream enterprises, as well chain as theby establishment of upstreamsuppliers suppliers. number opportunity to grow the competitiveness of its supply assisting black-owned andThe creating of broad based suppliers that have alreadyThis been by Sasol currently stands in of excess of 50 additional capacity in the local economy. hasassisted the potential toChemCity assist in the transformation the South companies. Further, the supplier development area offers organisations, including Sasol, the African economy. Through this economic growthfocus initiative, Sasol corporate is supporting two key governmental priorities tonamely grow the competitiveness of its supplyjobs chain byfacilitating assisting black-owned suppliers and creating inopportunity South Africa, those of creating sustainable and the development of broad-based additional capacity in the local economy. This has the potential to assist in the transformation of the South black economic empowerment. African economy. Through this economic growth initiative, Sasol is supporting two key governmental priorities in South Africa, those of creating sustainable jobs and facilitating development of broad-based “We believe that namely successful business incubation means providing supportthe to new business people throughout black the full economic enterpriseempowerment. development value chain,” says Bridgitte Backman, managing director: Sasol ChemCity. “ By focusing our efforts, Sasol ChemCity is creating employment in communities throughout South Africa and “We believe that successful business incubation new business people throughout assisting to develop sustainable enterprises. This means is madeproviding possiblesupport throughtothe practical and very structured the fulloffered enterprise development value chain,” says Backman, director: Sasol ChemCity. support by our strategic business pillars, asBridgitte well as through themanaging dedication of our passionate and “ By focusing our efforts, Sasol ChemCity is creating employment in communities throughout South Africa and innovative employees.” assisting to develop sustainable enterprises. This is made possible through the practical and very structured support offered by our strategic business pillars, as well as through the dedication of our passionate and As Sasol’s enterprise development incubator, Sasol ChemCity continues to achieve impressive results in innovative employees.” growing businesses in the chemical, energy and related sectors and ensuring they become viable enterprises. A wide variety of companies are supported in industry sectors such as alternative housing, innovative new As Sasol’s enterprise development incubator, Sasol ChemCity continues to achieve impressive results in energy solutions, health and beauty, waste management, and community based initiatives. Sasol ChemCity growing businesses in the chemical, energy and related sectors and ensuring they become viable enterprises. has established or companies supported are oversupported 320 businesses and created moreasthan 3 600 direct jobs,innovative enhancing both A wide variety of in industry sectors such alternative housing, new business and economic growth. energy solutions, health and beauty, waste management, and community based initiatives. Sasol ChemCity
To find out more, go to http:www.chemcity.co.za or call +27 11 344 2186 has established or supported over 320 businesses and created more than 3 600 direct jobs, enhancing both business and economic growth. To find out more, go to http:www.chemcity.co.za or call +27 11 344 2186
Taking technology to the next level The South African Government through the Department of Trade and Industry (the dti), has always placed a priority on the development of new technologies as part of an important thrust to strengthen South Africa’s competitiveness globally. The Support Programme for Industrial Innovation (SPII), an initiative of the dti, continues to play a key role in fulfilling this mandate, by supporting the development of new technologies in the South African Industry.
Chillibush4769IDC
SPII – Promoting technological development in South Africa In April 1993, the ISE was restructured to focus its development efforts across all sectors of the South African economy. As a result, the restructured programme was renamed the Support Programme for Industrial Innovation (SPII). Since then, the programme has undergone a number of improvements in order to streamline the processes and improve access to the Schemes by South African entities, as well as citizens in general.
The SPII is designed to promote and assist technologydevelopment in South African industry through the provision of financial assistance for projects that develop innovative products and/or processes. The SPII is focused specifically on the phase that begins at the conclusion of basic research (at the stage of proof of concept) and ends at the point where a pre-production prototype has been produced. The Industrial Development Corporation (IDC) of South Africa Limited, on behalf of the Department of Trade and Industry (the dti), manages the programme. The SPII currently consists of three schemes: the Product Process Development, Matching and Partnership Schemes. The project size rather than the company size determines the type of funding/ scheme for project development. However, the company size is used to determine the qualification to various incentives offered by SPII.
If you have an innovative product or process to contribute, please contact us: Telephone: 086 069 3888 | Email: spii@idc.co.za | www.spii.co.za
12 Sheena Reel Project Manager
Altech Card Solutions
“The importance of innovation for prosperity and employment is summed up in the formula, which states “research turns money into knowledge, whereas innovation turns knowledge into money”.” Creating the Innovation Culture
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irms of all sizes are actively seeking to become more innovative. In many firms, products and services teams seek to generate more ideas and evaluate those ideas to create new products and services. While many firms have well-defined new products or services development processes, few firms have mastered the generation and
“One of the biggest challenges to becoming more innovative as a firm is changing the corporate culture to accept and embrace innovation.” management of ideas – the so-called “Front End” of innovation. One of the biggest challenges
to becoming more innovative as a firm is changing the corporate culture to accept and embrace innovation. While many approaches recommend adapting corporate culture to the innovation focus, little information exists on the methods to change corporate culture to accept and embrace innovation. I will share some ideas on creating a culture of innovation.
I was born and brought up in Kenya. I joined Kenya Data Networks (KDN) in the year 2004. I have been awarded a scholarship via Altech to further carry out my studies in MSc Management of Technology and Innovation at the Altech Academy. I’m currently working for Altech Card Solutions as a Project Manager under their e-Security department.
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13 Jan Van Mol creative lab researcher Addictlab.com
“Mission: to accelerate creative talent & generate innovation.”
How to become more innovative?
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Choose your battle. A ‘quantum leap theory’ for brands. Your brand is the collection of a series of brand-molecules such as: Sales - Management - Products - Services Environment - Share holders - People - Brick & Mortar - Human Resources - Assets History - Competitors - Family - Social Tissue - Political Presence - etc
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Dare to think the unthinkable: neglect your intellect. We are limited by what we know. The more we know, the more restricted we are in our free thinking. So you need to neglect your intellect. Go with first impressions, emotion rather than rational thoughts. Get out of your comfort zone.
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Marshal your people. Change your employees into brand ambassadors. Install a concept squad, and give them a mandate of idea generating power.
Belgian Jan Van Mol started his own advertising agency while still at school. As founder and creative director of MotuNuï, he managed to give the agency a profile of a creative hotshop combined with that of a high level service company. This resulted in a series of loyal clients in markets such as FMCG, automotive, retail, food and media. Believing in a more holistic approach on the creative process and branding, he moved on as an entrepreneur, creating Ad!dict Creative Lab (in short addictlab.com).
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The innovation lab at the 2011 Innovation Summit will be a proof of our addictlab thinking: Select and accelerate creative talent, create genuine and authentic stories, think out of the box and generate innovation and ideas for companies and organisations
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14 Willie van Straaten Ceo
Inventec (Founder of Verimark)
“In a rapidly changing business environment, innovation is the key to exploiting change as opportunity - endowing your company with a competitive advantage and a powerful capacity to create wealth.” How to turn ideas into profitable innovations
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nnovation is arguably the most lucrative endeavour known to man. Analogically speaking, it is like “spinning straw into gold” – generating an idea at zero cost and transforming it into an
return on investment! But be aware: An idea or invention alone has limited value. To add value, a suitable business model, including a systematic product development process,
along a value chain into a product offering that is responsive to the needs and wants of the target market. Once developed, the marketready product must be presented, promoted and delivered to the
“…invention is like spinning straw into gold.” innovation that may return millions of Rand – an infinitely high
must be implemented to progressively transform the idea
target market in such a way as to capture value in the form of profits.
Willie holds B.Econ (Hons) and Master degrees in the field of new product positioning strategy. He is the founder and former CEO of Verimark. Presently he is the CEO of Inventec, a company that specialises in the invention, development, manufacturing and commercialisation of unique and innovative products for local and international markets.
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15 Lawrie Golding Head Coach
Vodacom Group
“innovation in the right hands can change the world.”
Innovation at Vodacom
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ince its commercial launch in June 1994, Vodacom has been South Africa’s number one cellular network operator. We have racked up an impressive list of ‘firsts’ throughout our existence. These include being the first network to offer a cellular fax & data service, the first to offer prepaid cellular &
the first to launch a 3G HSDPA network in the country. We even offered the first dedicated mobile network soap opera, delivered exclusively to our Vodafone live! subscribers. In 2009, Vodafone Group acquired a majority stake in the company allowing us to enter into partnerships with both Neotel & MTN in imple-
menting a new fibre optic network. Of course, we are also renowned both for our good corporate citizenship. For example, our Graduate Programme for Females in Technology & the launch of cellphones designed for the visuallyimpaired demonstrate how innovation in the right hands can change the world.
Lawrie Golding is currently Head Couch in the Vodacom Group. He is involved in the implementation of Strategy, Culture and Transformational Change across the Group; facilitation of all internal Management Orientation and Induction programmes; and assists with Values and Behaviour alignment and skills based interventions. He joined Vodacom in 1995 as General Manager Marketing, Sales and Product Development, and over a period of ten years held senior positions in the Vodacom Group including Director Marketing, Managing Director National Chains and Group Executive Marketing in 2004.
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16 Tim Malone
Creative Thinking Consultant “Every human being has the potential to think creatively. Improve organisational innovation, motivation and productivity through creativity training with Innovation StylesTM .” Start with the Fuzzy Front End
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he “fuzzy front end” is the term used to describe the unpredictable, unstructured and sometimes chaotic nature of ideation that is the catalyst for innovation. But where do novel ideas come from? A charismatic, visionary leader? Innovation think tanks? External consultants?
While these possibilities may produce some results, research proves that by far the most effective and sustainable innovations “Great minds do not think alike.”
come from within the organisation - ideas that add value by reducing overheads, increasing productivity
and motivation, streamlining processes and even leading to new products or services. Encouraging and improving creative thinking throughout the organisation generates a greater number of viable and diverse ideas ensuring the innovation process meets with a higher degree of success.
Tim Malone spent over 30 years in advertising agency creative departments both in South Africa and internationally winning over 30 creative awards in the process. Passionate about the positive influences creative thinking ability can have on individuals, organisations and the country as a whole, Tim helps develop organisation-wide creativity and innovation. Tim is the only recognised South African practitioner of Innovation Styles™ - a methodology developed by internationally recognised innovation expert William Miller.
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Without creativity, innovation is a non-starter Employees can be the greatest source of ideas Creative thinking is a skill that can be learned A creative climate improves motivation and productivity
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current commercialised product will be a nglo American Platinum, the platform for funding consideration by the world’s largest primary platinum PGM Development Fund. miner, is a proud partner of the The competition is open to researchers, 2011 Innovation Summit. This aims institutions, manufacturers, designers or to provide opportunities for innovators teams resident in South Africa and must and inventors to communicate their be submitted by 30th November 2011. ideas, including new applications for the The unique qualities of pgms make them platinum group metals (pgms) mined a vital component in many technological by Anglo American Platinum. Access to inventions and a part of our everyday these opportunities is promoted through lives – in applications as diverse as the PGM Industrial Commercialisation transport, industrial processes, electronic Competition. device manufacture and medicine. South Africa is home to 77% of the Their catalytic world’s platinum properties make reserves, and Anglo We’ll reward the best them a significant American Platinum proposal with a contributor to accounts for about risk free capital improving the 42% of newly injection of R300 000! environment by mined production providing cleaner, globally, with its more efficient energy. Research and operations primarily based in South development into the applications of the Africa. Beneficiation of South Africa’s pgms has brought significant technical mineral wealth before export has huge and commercial success in all of these potential for major financial growth with many opportunities for job creation in the areas. Together with their ability to be recycled, pgm use is also increasingly country. South Africa’s strengths include sustainable. technical and production expertise as Innovation and economic growth are well as comprehensive research and integrally linked. This competition should development activities. help promote innovative, commercially Anglo American Platinum launched the viable technology that will add value to PGM Development Fund in 2009 with the pgm economic chain. the specific objective of providing capital for future pgm market development MICHAEL JOSEPH Anglo American Platinum and beneficiation. The Fund seeks to invest primarily in early stage or startMore Information To download an entry form, up activities with commercial viability. visit the PGM Development Fund: The Industrial Commercialisation www.pgmdevelopmentfund.co.za Competition for the best new application Michael Joseph | 011 373 6788 for pgms or an improvement on a E: mjoseph@angloplat.com www.pgmdevelopmentfund.co.za
17 Godfrey Parkin CEO
Britefire
“Organisations who are intimately in touch with the thinking of their customers, take risks, reward failure, and internally network the resulting knowledge, their ability to adapt rapidly keep competitors reeling.” Innovation Needs Context
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aving innovative ideas is easy – getting them to work in context is hard. Innovative thinkers must be good sales people with a strategic perspective. Look at your idea through the eyes of those who must implement it, and work out a compelling, credible way to communicate
it. The best way to get decision-makers to buy “Build an organisation of people who are insatiably curious!” into your idea, and to guarantee a successful implementation, is to step back and craft a
strategy that is both commercial and usercentric. Then lobby any influencers that you can find before pitching to the players in the decision-making process. Instead of presenting an abstract concept, show a working example or prototype of the idea and focus not on the idea itself, but on the impact that it will have.
An internationally renowned consultant and author in digital business strategy, social computing, and online marketing, he has founded innovation-led companies in Zurich, London, and Washington DC. His clients include Global 500 and local corporations. He is currently developing Eskom’s digital and social strategy. He runs the E-Marketing Professional Certificate, and leads programmes at USB-ED, DMA, and ASTD.
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The information empowerment of individuals and the collaborative nature of small-group and grassroots movements have forever shifted the balance of power in the customer-vendor relationship Brands have become what individuals say about them. Organisations no longer control the message It’s not who you know but who they know that determines the value of your social networks Externally crowd-sourced innovation can keep organisations competitive Internally networked knowledge can help organisations escape from the confines of legacy thinking
18 Katherine Thompson Attorney
Chetty Law
“As a firm we are inspired by the spirit of inventors, an unrelenting spirit, that forays despite parameters and boundaries. This spirit is particularly relevant in the African context and must be fostered.� 101 on IP Due Diligence
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n understanding and ability to confidently interact with legal constructs that impact innovation is essential in an innovation driven economy. IP Due Diligence Assessment involves a meticulous enquiry as to the IP ownership and licensing arrangements that impact each aspect of research projects. Typically, an IP Due Diligence Assessment queries the Intellectual Property developed prior to and during a project by the innovators or third parties, existing
encumbrances and obligations such as licence conditions, and solicits response on how such IP will be disseminated. interact with legal constructs that impact innovation. Projects cannot ignore the issue of ownership and licensing of IP, as this could result in disputes of varying magnitudes as to who would be the rightful IP rights holders.
Katherine Thompson is an Attorney specialising in technology and innovation law. Katherine adds to her Masters degree in international law, real world experience in the application of intellectual property and technology laws in the digital environment. In addition, she has written thought leadership articles as well as spoken at several technology law conferences.
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19 John Rooymans Inventor & founder of Lemnis Lemnis lighting b.v.
“Innovation starts with a purpose like making the earth a better place for people. Out of the box thinking will create new ideas and vision to realize these ideals and dreams.” Colours save energy
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ixing colours or special Spectral Power Distribution is adjusting light to match the eye sensitivity under different intensities. The first introduction of Lemnis coloured SPD occurred in streetlights in 2007 based on a fixed colour combination. Lemnis’ street lighting luminaries provide increased energy savings over traditional street lighting through colour composition. Lemnis’ innovation allows for better sight at low light intensities and the enhanced perception of colours at moonlight intensities
while delivering up to 70% energy reduction over traditional street lighting. Vision at low light levels increases with adjusted colour combinations. Lemnis Lighting luminaries make use of this “Our ears and eyes respond dynamically, a lux meter not.” biological phenomenon by emitting only the necessary wavelengths. The knowledge of SPD optimization is also valid for indoor lighting, growing plants and photosynthesis process in algae reactors.
In 2005, Rooymans founded Lemnis lighting. He wanted to make a difference in sustainable solutions by means of LEDs while at the same time improving quality of life on earth. Prior to Lemnis, Rooymans had a career as technical advisor for governmental and public organisations. Rooymans also boards Sparkxis, a nanotech company and is member of the CELMA charter and the IEA.
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20 Kemble Elliot Deputy Principal
Crawford Fourways
“Many think that the solution is technology, but actually, technology is merely the tool, such as pen, pencils and calculators were in the past. The solution is both more complex and simpler than imagined.” Building a Suspension Bridge Between Education & Business
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veryone has an opinion on what education should be doing to improve. Many of those involved in business believe that they understand education and its challenges, because they have been in a classroom and understand the basic concept of forcing information into little minds. However, education has changed so fundamentally in the last few years, and is continuing to change at such a great rate, that without an understanding of the way we are headed, business will
never see how they can help to change the situation. When we can find a way to have business and education merge in a seamless way, we will have solved the problem. Many think that the solution is technology, but actually, technology is merely the tool,
such as pen, pencils and calculators were in the past. The solution is both more complex and simpler than imagined. I would like to open the door on that discussion, knowing that finding the solution will take will, perseverance, dedication and time.
Kemble Elliot is currently Deputy Principal at Crawford Fourways. Kemble Elliott has been a teacher for 24 years. In that time she has worked with children and adults of all ages, beginning with teaching Drama to Grade 1 – 12; English to Grade 5 – 12; Arts and Culture to Grade. 4 – adults. She has three daughters and has been married to her long-suffering husband, Mervyn, for 24 years.
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How can we engage business innovators in ways to provide learning experiences that engage learners’ creativity and innovations skills from an early age? How can we create thinking environments in schools while involving business participation with their expertise, time and resources? How do we tap into business leaders to promote and support creativity and innovation in the classroom?
21 dr. Louise van Rhyn CEO
Symphonia
“I am passionate about guiding organisations to let go of past hierarchies that often stifle creativity and engagement.” A Culture of Innovation
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ccording to Ed Schein, culture is the most difficult organisational attribute to change, outlasting organisational products, services, founders and leadership and all other physical attributes of the organisation. Join us for this important
discussion to investigate the value of creating a
from Neuroscience and Management
“Join us for this important discussion to investigate the value of creating a culture of innovation.” culture of innovation. Louise will be be sharing insights
Dr. Louise van Rhyn is the CEO and founder of the Symphonia Group of Companies. She is a veteran in the field of Organisational Development and brings with her over 23 years of experience in facilitating change in large corporations. She believes quite strongly in humanity in the workplace and continues to engage executives and leaders, through her unique Leading Organisational Change (LOC) workshop.
2.0 to illustrate how creating a Culture of Innovation can have a lasting positive impact on the performance, effectiveness and productivity of the employees of the organisation. Ultimately, enabling organisations to tap into the collective wisdom of their employee’s to maximise potential on an individual, team and organisational level.
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Tel: +27 (0) 12 675 5000 Fax: +27 (0) 12 675 5400 innovation@gijima.com www.gijima.com
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he Technology Innovation Agency (TIA) is an initiative of the Department of Science and Technology (DST) mandated to enable and support technological innovation across all sectors of the economy with the objective of enhancing the country’s global competitiveness by providing socio-economic benefits for all its citizens. While South Africa has conducted some of the best research in the world as quoted in various international science publications, the country has failed to turn research outputs into commercially viable products and services. This has created what has been called an Innovation Chasm - “the gap between the local knowledge base and the productive economy.” TIA is providing financial and non-financial support across broad technology areas in various sectors of the economy not just to bridge this gap, but also
to promote a culture of technology and innovation. It also uses the country’s science and technology base to create new industries, sustainable jobs, and help diversify the economy. TIA has issued a call for proposal for investments in various sectors including Health, Agriculture, Industrial Biotechnology, ICT, Energy, Mining, and Advanced Manufacturing. Many have heeded the call with private companies, science entities and even women applying for assistance for their innovations. “...enhancing the country’s global competitiveness by providing socio-economic benefits for all its citizens.”
TIA Senior General Manager: Marketing & Technology Innovation Dr Bongi Gumede said: “By providing support to SMMEs through our Technology Stations
TIA was formed through merging seven DST entities previously tasked with supporting and promoting innovation in the country. These include the Innovation Fund, Tshumisano Trust, Cape Biotech Trust, PlantBio Trust, LIFElab, BioPAD Trust, and the Advanced Manufacturing Technology Strategy (AMTS). and Platforms, and fostering strong partnerships with industries and other science and technology stakeholders, we are confident that TIA is on the right path to becoming a world class innovation agency that supports and enables technological innovation to achieve socio-economic benefits for SA. In all, it is imperative that TIA brings all innovations to market, where they can benefit ordinary South Africans.”
22 Michael Joseph Manager: Industrial development & beneficiation - Anglo American Platinum Ltd
“As the world leader in platinum production we are striving to be at the forefront of market development and allocate substantial resources to ensure ongoing demand and future uses for all our platinum group products.” Platinum Groups Metals & the opportunities for Innovation
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he presentation will focus on the following: • An overview of the platinum group metals and their current uses. • Innovation within Anglo American Platinum, with respect to its product applications developed by fabricators, scientists, others etc. and how they impact on
the improvement in the quality of the environment and life. • Anglo’s market development programme and its local programme aimed at stimulating research and innovation in the PGM sector to create a local competence that is able to innovate and develop additional applications for these
metals. The platinum group metals have unique characteristics and properties and consider that their uses have many years to go as one discovers the untapped beauty and chemistry that not only make it stunning to wear but beneficial to the improvement of life and the environment.
Michael’s innovation has been his ability to adapt his competences and strengths to meet new challenges in his work life. The variety in his work life has made him streetwise and philosophical about the present and road ahead. After teaching for five years he joined the mining industry and has held a number of different positions within various disciplines and is cherishing the challenge in the current position supporting the market development and beneficiation portfolio.
NOTES
The opportunities for PGM innovation are very real South Africa has a good research base with highly competent people and a growing innovative community Interaction and collaboration can bring about new opportunities for economic, social and environmental prosperity
23 Dr. Deonie Botha Manager
Anglo American Plc
“Multinational mining companies can easily be convinced to make use of open innovation platforms and their related methodologies to tap into the wisdom of the crowds without effectively ‘mining’ the wisdom of their internal ecosystem.” Creating sustainable open innovation - mining industry
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other industries) need to revisit internal processes and procedures to ensure that the use of open innovation platforms and their related methodologies contribute to the bottom line.
ne of the several strengths of multinational mining companies is their ‘internal’ ecosystem of technical expertise. However, the fact that this internal ecosystem is distributed across
various geographical locations around the globe and across different cultures and operate in different time zones can inhibit and pose as a barrier to sustainable innovation. Companies in the mining (and
“Companies in the mining (and other industries) need to revisit internal processes and procedures...”
Dr. Deonie Botha obtained a doctorate in Knowledge Management from the University of Pretoria in 2007. Currently, she is enrolled for her second masters at the University of Pretoria. The focus of her current studies is on the role of IT in support of Knowledge Management. Deonie joined Anglo American Plc in 2009 and is responsible for Knowledge Management and Technology intelligence.
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24 Brian Steinhobel Owner
Steinhobel Design
“don’t underestimate what good design can do for a product.”
The subtle nuances of high design, driven by cutting edge technology
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he subtle nuances of high design, driven by cutting edge technology. • Sub-conscious and conscious psychologies. • Ergonomics, anthropometrics,
computer aided design (CAD), manufacturing technologies, marketing strategies and legal intellectual property. • Contractual issues, business and entrepreneurial skills.
• A plethora of dynamic symbiotic influences must all be orchestrated and culminate in products that will impact for the betterment of civilization.
Brian Steinhobel graduated in Design at Witwatersrand Technikon Department of Art and Design in 1982. Brian is personally cited as co-inventor on a few hundred patents and design patents. Often inventive steps are required during the design process to fully resolve a product’s development.
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25 Skip Davis Vice President NineSigma
“Harnessing the wisdom of the crowd - whether inside the firm or outside the firm is one way to out innovate the competition.” Harnessing the Wisdom of the Crowd
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ow does a firm do this in today’s global economy? In today’s fast paced business world, sometimes it is hard to even figure out who the competition is! Harnessing the wisdom of the crowd – whether inside the firm or outside the firm is one way to out innovate the competition. In this context we define crowd broadly to mean employees inside the firm, suppliers, consultants, retirees, customers and the many smart people around the world that can help the firm innovate new products, services and business models.
Skip Davis is a Vice President with NineSigma, a leader in helping companies to implement open innovation programs. He has 20 plus years of experience in product management, corporate management and consulting. Skip is working with NineSigma clients to leverage open innovation concepts to improve overall innovation effectiveness. He has led projects in the areas of open innovation program development, technology scouting, organisational design and open innovation work process development.
NOTES
How to define and leverage an innovation ecosystem (crowd) to help out innovate the competition
26 Dr. Brenda Hattingh Managing Director
Centre for Power Intelligence
“New Success DNA™ is emerging. People are awakening to a new quality of living. Become part of the innovative process – your contribution is important!” Innovation and Leadership
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ower-shifts are influencing leaders, governments, academics, organisations and individuals and a new awareness of new quality living, a
new success DNA, is emerging. Leadership is moving from maintaining “power
over people” to a new dynamic and innovative ability to “release power within people”. Most leaders, however, are stuck in the concept of “power over people”. Only a select few understand the psychology of innovation and have the ability to inspire people to utilize their infinite
potential to the benefit of all. The time has come to: Understand the power-shifts, inspire innovation in all to meet new needs and challenges, develop New Success DNA™ and New Leadership DNA™. We focus on developing innovative leaders who lead with passion, inspiration and wisdom.
Dr. Brenda Hattingh was born in South Africa, and received the B.Sc. B.Ed. M.Ed. Ph.D (Psych) degrees from the University of Pretoria. As a futuristic Innovation, Leadership and Development Consultant, Executive Coach and Strategist and registered Psychologist, she has extensive experience in utilizing personal and organisational potential and developing personal and organisational innovation and resources.
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Understanding New Success DNA™ Understanding the dynamics of innovation Meeting current and future needs Developing innovative leaders with passion and wisdom
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and the private sector. ITNewsAfrica.com is a highly regarded international media partner, co-sponsoring such prestigious international conferences as ITU Telecom World Conference (the ITU is a UN body), AfricaCom, Commonwealth Telecoms Summit and the IDC CIO Summit. We have a solid track record of maximizing advertiser ROI and our editorial team is made up of a select network of passionate content contributors & journalists stationed around the African continent.
Partnerships: ITNewsAfrica.com has established a number of strategic partnerships that have contributed to its growth. These include: • International Telecommunications Union (a UN body) • Commonwealth Africa Summits • Informa Telecoms (organisers of AfricaCom, EastAfricaCom and West Central AfricaCom) • ISI Emerging Markets • MSN Arabia and Maghreb Content partnership. • CIO Podcast - content exchange agreement • International Data Corporation www.itnewsafica.com
27 Marinus du Plessis Manager: Technical Advisory & Innovation - Exxaro Resources
“Innovation has many definitions but is essentially about an idea that has been implemented, achieving the results it has been intended to do.” Technological innovation framework for a mineral resources company
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nnovation is a key competence and facilitates through “discovery” the finding of sustainable solutions for complex, open ended problems. In most cases, a systematic process is needed to ensure sustainable “Innovation can and should be managed in a corporate organisation to be successful.”
results. In the Mining and Minerals industry, innovations are mostly focused on improving internal processes. Technological innovation is actively managed through Research and Development processes, which are mainly done in-house by larger companies and being outsourced by smaller companies. Exxaro is one of the larger diversified Mining and Miner-
als companies in South Africa with significant in-house R&D and Innovation capabilities. The technological innovation process in Exxaro is well established and follows the main process: idea generation, business case development and evaluation, solution development and demonstration, to industrialisation (with formal gate management).
Twenty six years experience in various aspects of the Mining and Steel Industry including Research & Development, Operational Management, Technology Management, Project Management and Marketing of which sixteen years have been on senior management level. This experience complements academic training in geology, mining, metallurgy, technology, project management and business management.
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Innovation should be actively managed in a corporate organisation Companies should broaden their innovation activities outside the domain of the Research and Development group Innovation must support the overall vision of the company but should also be able to influence strategic direction
28 Ravini Moodley CEO
Institute of Inventors & Innovators
“There are a number of resources already available, however they are often difficult to find if you have had no prior experience.� The Institute of Inventors & Innovators (III)
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outh Africa technologies and inventions have to compete in the international market. With the accelerating rate of technological development in the world today, and the ever diminishing window of opportunity for new inventions
– the time frame and margin for error within which inventors have to develop and commercialise is getting ever smaller. Time to market now paramount to the success of new inventions and technologies. The III is a non-
Ravini Moodley is currently heading up the Institute of Inventors and Innovators a non-profit organisation that assists inventors with the process from concept to commercialisation. She holds a Masters in Technology and Innovation management from the Science Policy Research Unit at the University of Sussex and has worked in agricultural development and small enterprise development.
profit organisation, established to assist inventors to commercialise their products. We aim to provide a variety of services and resources that will provide the inventor with information, linkages and opportunities to make the entire process of concept to commercialisation quicker, easier and hopefully a lot less painful. The III Roadmap has been developed to assist inventors to traverse the journey from concept to commercialisation as quickly and as smoothly as possible.
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History of the organisation and key successes Main activities in 2010 The web-based application that has been developed to assist SA inventors and Innovators
29 William GWATA MANAGING DIRECTOR ALGORHYTHM PVT LTD
“It has always been a natural dynamic of human society that handsome returns accrue to those who control constraints. Ideas are the chief constraint of our times.” INNOVATION DEMYSTIFIED
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eview of the theoretical basis of innovation • Illustration of the innovation process
using two primary case studies • The Kotomatic • The Gwatamatic • Consideration of the life history of an
innovation • Review of major constraints to commercialisation of innovation and solutions • Conclusion
William Gwata was born and bred in Zimbabwe. He completed his first degree in biochemistry at the University of Surrey, UK. He also holds a Bachelor of Accounting Science degree from the University of South Africa. He spent eleven years in formal employment before setting up his own business designing and marketing cooking equipment.
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We are all innovators out of pressure to solve problems or just plain curiosity It is the follow-up effort that makes the difference There is no silver bullet – all essential factors have to be there simultaneously If the quality of the idea is high enough, chances of solving the other constraints improve
30 Rhodé Odendaal Self-Expression Guru Crink
“The profession of book writing and publishing makes horse racing seem like a solid and stable business.” Innovate at all levels
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n an Internet-driven, always connected world, everyone is a publisher. The implication is that traditional book publishing companies, both globally and locally cannot expect to be successful in the future, if they are not able to innovate at all levels of their business. Real innovation should happen at all levels and in all departments. Many traditional
publishing companies are not aware of how to be innovation-ready, how to really get their entire company and industry to take a different approach to making content available. Given this Internet climate, it is even important for individuals with great ideas to try to take these to market. Most important is to have a passion for what you
“Almost anyone can be an author; the business is to collect money and fame from this state of being.” want to do. Passion is more important than knowledge, experience and a bank account.
I launched Crink in 2008 after obtaining my Master’s Degree in publishing. I had enough experience in the traditional book publishing industry to know that I want to change a few things; I had too little experience in innovation to complete my Doctorate on my own. I love reading, teaching and educating the masses about the wonderful world of publishing.
NOTES
Relationship between publishing and innovation What is considered innovative in the publishing industry Innovation should take place within all general management functions of a business Examples of innovative publishing businesses
31 Dr. Thulani Dlamini Group Executive: Research & Development - CSIR
“The innovation process often takes a very long time, which could pose a challenge for an organisation with a very broad mandate, which has to meet short and long term objectives.” Needs Based Innovation
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he Council for Scientific and Industrial Research (CSIR) has a remit to contribute to the development of society and competitiveness of local industry through the use of technology. An underpinning factor for the innovation programs of the CSIR is the need to ensure that outcomes of R&D “…developing solutions to complex technology problems that translate to real impact in society and industry.”
are transferred and add value to stakeholders. The innovation process often takes a long time, which could pose a challenge for an organisation with a very broad mandate, which has to meet short and long term objectives. This presentation will explore the CSIR’s approach to needs based innovation and planning for impact. Examples used will illustrate the CSIR’s multi-disciplinary capability and approach in developing solutions to complex technology problems that translate to real impact in society and industry.
Dr. Thulani Dlamini’s portfolio includes strengthening R&D in the organisation, R&D strategy, emerging research areas, strategic research partnerships and information services. Before being appointed to this position, he was the manager of the CSIR National Laser Centre for two years. He joined the CSIR from Sasol, where he had been chief scientist in the heterogeneous catalysis division.
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enabling innovation Research Institute for Innovation & Sustainability
Enabling Innovation: Strategy, IT Application, Training, Implementation & Measurement. “RIIS can assist organisations to improve their overall capability to innovate�; this refers to the capability to convert new ideas into business value or impact in society. The aim is to get your overall capability to innovate higher than 70 %, this will lead to your organisation getting closer to achieving your business goals. The first element that impacts on this capability is how well the organisation connects internally (within the organisation) and externally (with co-innovators) y-axis in figure. The second element that impacts the capability is the organisational idea to market value chain (x-axis in figure). Revitalise your innovation effort by drawing a line in the sand, objectively measuring where you are and planning strategically to improve your overall capability to innovate.
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ften the Boards or Executives of large organisation would pose the question, “Why aren’t we more innovative, despite the large pools of quality resources?”, followed by the instructions to introduce an innovation rewards scheme or intensify the focus on “thinking outside the box”. Although plausible, these strategic instructions usually do not result in an increase in successfully implemented innovations. The introduction, facilitation and execution of a workable, customised innovation philosophy (and accompanying system) is however far more complex than this. Although there are many successful case studies and models, each company differs in the culture, openness and appetite for innovation, ultimately requiring a customisation of the textbook innovation systems. This said, Hansen and
Birkenshaw* describes the innovation value chain as an adaptable framework for the sourcing and nurturing of innovative ideas up to the point of successful implementation. To integrate innovation into the company, one needs to view the innovation process as a value chain that flows from one stage to the
to move through the conversion stage of selection (screening and initial funding) and development (from idea to result) after which the diffusion stage follows (penetration of markets, groups, etc.). Whilst the generation of a number of excellent ideas can be challenging, the inability to manage
The innovation value chain is an adaptable framework for sourcing and nurturing innovative ideas up to the point of successful implementation. The chain consists out of the generation, conversion and diffusion of ideas.
next in its quest towards implementation. The innovation value chain consists of three main stages: generation of ideas, conversion of ideas and diffusion of ideas. Idea generation can come from one of many sources, including: in-house (within a business segment or unit), cross-pollination (collaboration across units) or external (parties outside the firm). These ideas need
them through proper screening, fund allocation, development and packaging for market penetration, is the key to a prospering innovation cycle. The Novixo system has been developed as a cooperation between Fourier Approach and RIIS as an innovation management system that enable organisations to manage and measure the end-toend innovation process.
*Based on Hansen, Morten T., and Julian Birkinshaw. 2007. The innovation value chain. Harvard Business Review 85, no. 6, June: 121-30
32 Aage Thunem Excecutive vice president Sintef
“Understanding the dynamics and fundamental differences of research, innovation and commercialisation is essential when creating a knowledgebased industrial environment.� The social responsibility of Research Organisations
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nderstanding the dynamics and fundamental differences of research, innovation and commercialisation is essential when creating a knowledge-based industrial environment.
On the global scale each country has their policies, strategies and funding regimes to achieve national innovation objectives, and the role of different stakeholder in the commercialisation ecosystem
varies. In this presentation the focus is placed on the role of the R&D in an organisation, in this case SINTEF, and the social responsibility SINTEF has as a key player in the Norwegian R&D society.
‌innovation and commercialisation is essential when creating a knowledge-based industrial environment.
Aage J. Thunem is the Executive Vice President of SINTEF ICT. He finished his studies at Norges Teknisk Naturvitenskapelige Universitet in 1976.
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33 Dr. Liesbeth Botha Executive Director: Materials Science & Manufacturing - CSIR
“The benefits of diversity in SET fields cannot be underestimated. Different people bring different ideas and perspectives to the table.” Successful historical innovation & spin-out
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n this presentation, I tell the story of one successful historical innovation and spinout – the company UViRCO (www.uvirco. com) that manufactures and sells cameras
“We must focus on why we do what we do, on what it’s good for and how it will make a difference to people’s lives.” for the detection of corona around highvoltage transmission lines (products like “CoroCAM” and “MultiCAM”), and one
aspirational story of the future mobile health company Cellnostics. They will commercialize a microscope-on-asmartphone with which some pathology tests can be conducted in a cheap and distributed fashion. I will share the challenges and lessons learnt with UViRCO, and how we plan to apply our learning in the process of developing Cellnostics. Of interest are the internal cultural, policy, process and practice issues in the CSIR, and how these impact on the innovation and spin-out process.
Dr. Liesbeth Botha was born in Pretoria, South Africa, matriculated with seven distinctions from the Afrikaans Girls’ High School Pretoria. She then obtained a B.Eng. (Electronic) and M.Eng. (Electronic) from the University of Pretoria, South Africa and a PhD (Electrical & Computer Engineering) from Carnegie Mellon University, Pittsburgh, USA with a thesis entitled “Optical Symbolic Correlators”.
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34 Paul Steenkamp Head - FNB Innovators First National Bank
“Imagination comes standard with all human beings. Innovation only comes with those who implement their ideas.” Fast track and/or enhance your innovation journeys by learning from a few of ours
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eaders – Please create the environment in which innovation can grow and flourish. If you don’t, no one will, and it won’t happen. Management – Please invest some of your precious budgets and resources into innovation. It’s risky, but the upside is that if successful, innovations can help you beat recessionary pressures
and make you a hero. If they fail, maximise the positive return on investment, which will probably take the form of lessons learned. These insights have value, and can also make you a hero. Employees – Ideas aren’t special, innovations are. Innovation = idea + action. Please implement, implement, implement.
Paul has worked locally and abroad in the field of OD since 1997. For those of you impressed by pieces of paper, he has an honours degree in industrial psychology and an MBA from Henley (which hang in the single toilet at home). He is a member of SAINe and the South African Organisational Development Network (SAODN).
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Imagine Take action Collaborate at every given opportunity & in every conceivable way
35 Maggie Fikkert ceo - QueO Innovation & Strategy Consulting
“Innovation is a path to self-actualisation; step over the boundaries of the norm and tread where no-one has before.� Business Model Innovation
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ld principles no longer work in a new economy considering that the world has become more complex and competition takes place globally. Organisational
business models are becoming critical sources of competitive
advantage and hence classical models have to transform to leverage opportunities or merely to survive in a turbulent, flat-world business environment. Organisations often wrestle with, fail to capitalise on, or merely stumble across unique growth opportunities, which they do not believe fit into their classical business models. Now is the time to capture opportune white space by capturing unchartered territories and underserved markets through business model innovation, to embrace innovative models of value creation.
Maggie Fikkert is the CEO of QueO Innovation and Strategy Consulting, which involve research, and strategy (including innovation strategy) for corporates as well as social upliftment strategies through open innovation. Maggie’s academic qualifications include a BSc Honours degree in Information systems and a MBA (both cum laude). Maggie has been involved with value innovation strategies across industries.
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36 Mareli Steyn Business Consultant Fourier Approach
“Research has shown that organisations that successfully manage innovation as a core competency and measure innovation results, internally and externally, consistently outperform those organisations that do not.� Unleash the power of innovation
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he customised innovation management software program, Novixo, has been developed to enable organisations to manage and measure the end-to-end innovation process. Ideas are managed from submission and evaluation through resource allocation and implementation, based on the multiphased RIIS innovation process. Two modules, which can operate independantly from the core innovation management system, have also been developed to enhance the Novixo product: the Innovation Provocation
Engine (IPE) and the Innovation Measurement Module (IMM). The IPE incites employees of an organisation to innovate by system generated e-mails containing industry-related buzz words and creative techniques. Provoca-
tions allow individuals to escape the norm. The IMM measures the degree to which an organisation has embraced innovation processes, practices and governance and provides quantified value (INDEX) in this regard.
Mareli obtained her B.Eng (Industrial) degree from the University of Pretoria in 2010. She is employed as a Business Consultant at Fourier Approach. Mareli has participated in projects focusing on business analysis including process improvement and optimisation, business process reengineering and software development. She is particularly interested in business process improvement through the use of optimisation techniques.
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Effective innovation management system software should: Make and save your company money, leading to competitive advantage and long-term growth Manage and measure the end-to-end innovation process effortlessly and effectively Be customisable e.g. classify ideas, customise evaluation criteria and process flows Have idea campaign capability, motivating reward systems and comprehensive reporting ability Be intuitive and userfriendly
DBSA, developing the region
We are not just a money bank. We are a development bank
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Flock is a range of genuine handmade home products, created by the ladies of the Karoo.
ll of our felt and craftswomen are local to the area. Petrusville is a small South African town in the Great Karoo, surrounded by flat-topped koppies (hills). Like most Karoo places it is a small, isolated town with a big heart. Flock is a community initiative begun by the Petrusville ladies, under the guidance of Zahn Spies. They use their existing needlework skills that are traditionally passed from mother to daughter to create beautiful home works to make a better life for themselves. Our range includes felt
slippers, dolls, quilted duvet covers and oven mitts, crocheted throws; and some hand knitted “Like most Karoo places it is a small, isolated town with a big heart.”
kid mohair throws. Each item is handcrafted and signed by the particular lady who made it. In the land of wind pumps and never-ending skies, it is parched and unforgiving for much
of the year. But with the first rains, the arid soil bursts to life. Sweet grass covers the plains, providing sustenance for the Karoo Sheep from which our wool is sourced. With the help from finance generated by FLOCK, the hardy women of Petrusville, facing difficult circumstance and often abject poverty, found a way to survive and make available the abundance of their beloved Karoo.
Social Investment Project
get your dancing slippers at the after party
Contact: benzahn@telkomsa.net or 082 896 1828
37 McLean Sibanda ceo - The Innovation Hub Management Company (Pretoria)
“Successful commercialisation requires the right ingredients to be in place: an idea that addresses a need, a market, distribution channels, and the right team with the right capabilities.” Science parks in socio-economic development
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ey lessons and insights: Intellectual property is an important tool for your business. To protect or not to protect is a business and commercial decision. In other words, to commer-
“Life is too short – make it count!”
cialize your idea, you don’t have to protect it but have to effectively manage the intellectual property associated therewith. Whereas the team is more important
than the idea itself, it is important that the idea on which the business is based is useful and has a market. As the market is a dynamic place, once you embark on the process of commercialisation, it is important to keep a constant watch on the ‘dashboard’ to remain relevant – this means continuous intellectual property searches, market studies, competition, review of relevance of the team, assessment of the distribution channels, potential new markets for the idea or its adaptation and a close watch on the funding requirements as well cash-flow.
McLean Sibanda holds a Master’s degree in Engineering from the University of the Witwatersrand and Masters of Laws (LLM) (Commercial Law) degree from UNISA. He is an admitted attorney of the High Court of SA, and is also a registered SA patent attorney. He has wide experience in innovation, intellectual property policy and management, technology transfer and commercialisation of intellectual property.
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38 Jeffrey Baumgartner Founder/managing director JPB.COM
“Take an ‘anticonventional’ approach to creative problem solving. From defining your problem, to seeking insight to creating ideas, strive to avoid conventional ideas and be proudly unconventional.” Open innovation
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pen innovation may seem like the sexiest process in business today - and it can be. But running a successful initiative requires planning, intelligence and an understanding of the underlying creative processes. “You don’t need lots of ideas, just a few relevant, creative ones.”
The ingredients of a successful open innovation action: • Alignment with strategy, usually through innovation challenges • Asking the right questions • Managing intellectual property (IP) • Being prepared for the administrative load of evaluating ideas • Implementing ideas. These ingredients must be avoided at all costs:
• Open suggestion scheme in which any ideas whatsoever can be submitted • Voting for favourite ideas • Asking customers what they want. A focused open innovation process combined with an efficient evaluation system, IP management and a will to implement the most creative ideas ensures your open innovation initiative will succeed.
Jeffrey Baumgartner is the author of The Way of the Innovation Master, founder of the jpb companies in Thailand and Belgium, co-founder of the Brussels Imagination Club and inventor of Jenni innovation process management software. He is currently developing a new approach to creative thinking, which he calls Anticonventional Thinking. He expects it will knock your socks off!
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39 Rory Moore CEO
Innovation Agency
“innovation initiatives with a strong focus on social based innovation, is a more appropriate approach to innovation in today’s modern world.” A network perspective on social capital, knowledge networks & innovation
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he link between social capital, networks and knowledge transfer is of particular interest due to the link that exists with the diffusion of ideas and innovation. For us one thing is clear: Insight into information flow for the purposes of innovation necessitates an understanding of
the inner workings of networks per se. It is supported by claims that certain configurations of relationships with others confer significant information and control benefits. Clearly, this view is rooted in a long sociological tradition viewing a person’s position in a social network as determinant
of opportunities and constraints. Taking note of the developments within the field of Social Network Analysis (SNA) and its application to innovation and organisational studies, it is important in understanding the inner workings of (informal) networks found within organisations.
Rory is an innovation pioneer and assists companies in reframing their businesses through innovation initiatives. He has an MBA in innovation and rigorously combines academic principles with real world experience. Leading teams in corporate banking gave Rory the essential skills to lead the Innovation Agency. At SystemicLogic he worked on large innovation implementation projects. Rory is still on the executive team at this firm.
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40 Isaiah Engelbrecht Chairman SAINe
“Innovation is about people and the process of turning their knowledge into value (preferably measurable); therefore we need to create enabling platforms for people to connect.” The role of open and collaborative innovation in South Africa: SAINe
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he South African Innovation Network (SAINe) is a non-profit network providing a neutral platform for activating the multi-helix principle in Southern Africa where government, academia, industry and society come together and collaborate to find new solutions, innovate and generate value. SAINe therefore works to enhance and promote the innovation climate in South Africa. SAINe intends building a community of innovation practitioners to focus on the development of a South African Na-
tional System of Innovation for economic and social benefit with positive influences spilling over to neighbouring countries. It also creates a platform for SAINe leaders of Innovation to be used as an instrument to lobby support
and understanding of the importance of dedicated activities to grow a culture of innovation in South Africa that would increase innovation output. “SAINe aims to build a strong culture of innovation in SA.”
Isaiah Engelbrecht is currently a senior innovation manager at the IDC with more than 17 years’ experience in various areas of business, research and innovation management. He is also the chairman of the South African Innovation Network (SAINe) and is very passionate about implementing innovation to transform businesses and communities. He holds a degree in mechanical engineering, an MBA and is currently studying toward a PhD in innovation management.
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41 dr. Kamalluddien Parker MANAGING DIRECTOR ZRW MECHANIKA
“Science Technology and Innovation Parks (STIP) can play a pivotal role in creating an enabling environment and facilitating the process of evolution in the green economy in the Gauteng Province.” Science, Technology & Innovation Parks
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cience, Technology & Innovation Parks as an enabler for Sustainable Economic Development – a provincial perspective. Investments by the world’s leading nations in research parks reflect an appreciation of their capacity to spur knowledge-based growth and a national commitment to
enhance technological competitiveness through innovation. Science Technology and Innovation Parks (STIP) can play a pivotal role in creating an enabling environment and facilitating the process of evolution in the green economy in the Gauteng Province. Empirical data suggest that instruments such as STIP, if mobilised
appropriately within a broader family of interventions, can play a pivotal role in the activation of the fundamentals for establishing a sustainable green economy. An important characteristic of Science Technology and Innovation Parks is their diversity. No one-size-fits-all applies.
Dr Kamalluddien Parker serves on several local and international advisory, evaluation and review panels in the areas of new technology research and development. He is an internationally awarded technology development specialist with a PhD from Monash University, Melbourne, MSc, BSc. Mechanical engineering from University of Cape Town. He is currently the Managing Director of Strategic Technology Services Company, ZRW Mechanika operating in different sectors.
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An attempt is made to elucidate the DNA of a STIP
The Green Light
to Go...
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ighting is a key global focus when it comes to energy efficiency. It’s common knowledge that standard bulbs not only consume a great deal of power, but are also environmentally unfriendly in their make-up and production cycles – hence the ongoing focus on new generation lighting systems. In South Africa, the free give-away by Eskom of CFL light bulbs has been a moderately successful
attempt to get a grip on the Demand Side Management (DSM) portion of the South African power conundrum. But, despite this advance, the reality is that not all lighting solutions are equal. When it comes to the quality of light produced, the general
environmental impact of different bulbs and the cost savings the varying solutions offer, differences can be dramatic. “As new players and products emerge at a rapid rate, so the need for technical clarity grows. Companies really should be putting a far stronger focus on the technical details of various solutions and products,” says Francois van Tonder, Managing Director at Lemnis Lighting Africa, the producer of industry-leading Pharox LED bulbs.
Lighting and clean development Lemnis Lighting is the only LED lighting company in the world qualified by the South African Department of Environmental and Tourism affairs to supply certified national greening products. The firm is also registering the first LED CDM carbon project in the world in South Africa.
This means Lemnis Lighting clients can formally offset their lighting system development costs against their carbon emissions, and can also gain carbon credits by developing a lighting system in partnership. “The equation is not just about cost savings, it’s about full participation www.mypharox.co.za
in the green economy when it comes to things such as carbon credits,” says van Tonder. “To a lot of architects and business people, carbon credits are something to do with the future. But in fact they have quickly become a business reality. They need to be factored into decision making.”
SOUL PROVIDERS
Conversation Architects | Content Shapers | Community Builders
“We’re excited about how social innovation can shape the future of Africa’s villages, cities and the daily lives of her citizens.”
S
oulProviders is a small business focused on big GROWTH - our overarching goal is to help organisations, brands & businesses grow by amplifying their communications. We do this by applying our research, experience and ideation skills towards crafting bespoke strategies that successfully integrate digital and social media into the conversation. We care about our street, our city, our people, our country and our continent. We are particularly passionate about social innovation and sharing African success stories with the world. Grow on!
www.soulproviders.co.za
42 Dr. Gavin Symanowitz Managing Director
BlockbusterInnovation.com
“We’ve succeeded doing things this way, so we’ll continue to do things this way. Success has the horrible side-effect of creating blind-spots in companies.” THE DANGERS OF COMPLACENCY
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ood is the enemy of great. Organisations that are viewed as being good rarely have an incentive to do anything differently, which might move them towards being great. Once the business has been successful for a sustained period of time, it becomes
dangerous. Fortunately, companies can do something about it. They can start to ask questions. Questions like “Why”, “Why not?” and “How?”. Why are we doing things this way? Why don’t we do this? How can we do this better? Or differently? Questions are just the starting point.
“Good questions form the foundation for real innovation.” blind to other ways of doing things. It fails to spot changes in the business environment. Complacency is
But they form the foundation for real innovation, for moving the company from good to great.
Dr. Gavin Symanowitz is an Innovation Thought Leader and accomplished speaker. He talks regularly on how companies can spot new opportunities, avoid corporate blind-spots and create blockbuster products. He is also the founder of FeedbackRocket. com, an international award-winning online innovation which enables important management feedback conversations that wouldn’t happen face-to-face.
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43 Kerryne Krause-Neufeldt Chief Excitement Officer eyeSlices®
“It is possible to triumph the odds in SA with Passion, Perseverance, Paying the Price, Patience and Sweat Equity.” Yes! It is possible for ordinary individuals to beat the odds!
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he statistics show that only 1 in 10 000 product (technology) ideas in the pharmaceutical industry will ever successfully make the journey from concept through to commercialisation and achieve a return on investment! It is possible to triumph the odds in SA with Passion, Perseverance, Paying the Price, Patience and Sweat Equity. It is a myth that one has to have the money upfront to start! The pain is real but so are the rewards. Take it step by step… eat that elephant one bite at a time and keep
crossing those chasms. I will show you what they are and how to beat the odds.
Albert Einstein
Kerryne is a serial entrepreneur with a passion for innovation, technology, brand building and globalisation. Her first business at 23 led Kerryne to stumble upon a gap in the global market and venture out to develop and create her own product innovation. After 7 years of trials, obstacles and challenges, eyeSlices® - an award winning product - was launched onto the market and is now exported to 14 other countries.
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The eight chasms to cross when taking an innovation from concept to commercialisation How eyeSlices速 was funded throughout the process eyeSlices速 case study applied throughout to give real examples
44 NICO STEYN Ideas-go-to-Guy THEiDEASGAME
“It is all right there - in the source material of The Greatest Thinkers of all time: methodologies rich and guaranteed to consistently deliver fantastic ideas!” The Problem with Problem Solving..!
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eople like to talk about innovation, creativity and ideas a lot more than they are prepared to dive in and get their hands dirty. Perhaps it is fear that makes us look for big words
and difficult concepts to make thinking and coming up with ideas seem more complex than it really is. But then, it gets ugly from there on in. The truth is: “People are lazy”. When it comes down to
I was blessed enough to become Creative Director of MNET at only 21, and was afforded the fantastic opportunity to brush shoulders with creatives from large agencies and cool TV brands, Nickelodeon, MTV, ESPN and
Showtime on Madison Avenue. Ever since, I have been inspired to work to make creativity easier in concept, so that people everywhere could understand it and come to grips with the basics in a flash; that means they get to the good ideas faster!
creativity and thinking, most of us respond to it much the way we generally do to a physical workout. We
“It takes commitment and practice to become better at anything…” hate to sweat. There are no short cuts, pills or quick fixes. It is going to take some work but it won’t kill you… You just need to take the first step!
NOTES
Embrace the Willingness to Explore Quality comes from Quantity Geniuses Produce!
45 PROF. Francesco Petruccione SA Research Chair UKZN
“If we want to lay the technological foundations for the economic development of South Africa in this century it is imperative to invest and innovate in quantum technology.” Quantum technology
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he 21st century will be the century of quantum technology. This recent field exploits the bizarre features of quantum mechanics uncertainty principle, entanglement and measurement - to perform tasks that are impossible using conventional “classical” means. Quantum technology is already influencing fundamental research and will soon shape real world applications “Innovation is not an occupation, it is a preoccupation.”
such as computing, communication, cryptography, imaging and metrology. Quantum technology is no longer restricted to physics; it is being developed in computer science, engineering, chemistry and biology. The first quantum machines are already available on the market. If we are preoccupied about the future and want to lay the technological foundations for the economic and industrial development of South Africa in this new century it is imperative to invest and innovate in quantum technology.
Francesco Petruccione (born 1961 in Genoa) is an Italian theoretical physicist. He has been Professor at UKZN since 2004 and Chairman of QZN Technology since 2011. Petruccione is author of more than 100 research papers and wellrespected co-author of an important monograph on open quantum systems. He has made significant contributions to quantum information processing and communication.
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Quantum technology Quantum industry Quantum cryptography
46 Marius van der Leek Managing Director Mobyl
“I am passionate about creating a renewed focus on the value of strategy and architecture, a promoter of design and an advocate for implementing structure towards the realisation of architected solutions to re-establish the relationship between ICT delivery units, business, solution providers and shareholders.” The management of Innovation within fast-moving high-tec ICT business
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n the search to find the winning formula, managing innovation is based on hard work and reliable data, not entirely on the practice, recognising necessary but sufficient conditions and context. A set of propositions potentially lay the foundation for a review of the existing basis for measuring performance and
success in delivering towards shareholder expectations in
today’s knowledge era – however, how does existing concepts,
methods, approaches, models, practices and theoretical constructs support investment decision-making for achieving maximum shareholder value and sustained business success, recognising your specific business context, whether starting up, growing, mature or in turnaround?
Marius van der Leek has been a keen observer and studying the management of technology within environments that are fast moving and require high-tech large-scale multi-channel multi-platform multi-vendor complex business systems.
NOTES
O
ne of the nation’s best loved business publications since 1983, Management Today magazine came under new ownership at the start of 2011. The new team took a critical look at the publication. Asking the question: How do you re-launch a much-loved magazine? All be it one “It’s been a learning curve in terms of what makes a great digital magazine and we are still tweaking, learning and growing. The feedback from our new partners, readers, contributors and advertisers is fantastic.”
quickly, within a month the first Management Today magazine appeared online, on the iPad and iPhone. The team is certainly maximising the benefits of digital publishing. The magazine now features extra video and audio content as well as additional editorial that was previously limited in the print version. Readers can click-through from the pages to websites of contributors and advertisers. You can respond instantly to adverts by clicking on the “Email Me” links inside the pages, or send a snapshot of a favourite page to a friend. Real-time statistics
Owner & Publishing Editor Alan de Sousa Caires
with a circulation far from its halcyon days of the ‘90s. The answer came in the form of digital publishing. Moving Management Today is the magazine for decision makers and leaders in business who require knowledge and opinions on the latest developments in leadership, business strategy and management. The monthly magazine covers trends in both local and international thinking to assist in
guiding your organisation through these times of volatility and change.
as well as individuals, Corporations and Government departments.
========================= Africa’s number one monthly magazine for today’s manager. ========================= Read by universities and top business schools in South Africa,
Published in South Africa since 1983 with a local, African and global perspective, Management Today magazine prides itself on high quality content from both the academic and business worlds.
are available; which pages were most viewed, average reading time, and which websites people “Since launching we have grown to 35 000 online readers in 4 months, with the iPad APP being downloaded in over 50 countries. Such amazing growth would be unimaginable in the print version.” visited via links from the advertisements. Valuable feedback for both contributors and advertisers alike. The magazine now partners with several organisations to produce a jointly branded special edition each month – certainly a step up from the usual in-house newsletter. Publishing Editor Alan de Sousa Caires still has faith in the printed version, saying he still gets a buzz when he walks into an office or library and sees the magazine on display.
47 Martin Combrinck Founder
Laughter for Africa
“In the sweetness of friendship let there be laughter, and sharing of pleasures.” Kahil Gibran
Creating Social Change through Laughter
L
aughter is a force for democracy and it is also regarded as the best medicine! Imagine if you can learn to laugh without using jokes, comedy or humour, which is all based on the intellect/mind. How? Learning how to laugh for no reason at all - just for the sake of laughing!
As a Wellness Coach, Strategist and Laughter Professional, Martin lecturers on mind-body and wellness related modalities, nationally and internationally. He established Laughter for Africa - a project aiming to ‘create social change through Laughter’ in South Africa. Martin is the CEO of Sanga Wellness, offering wellness services and solutions to the corporate environment. Martin is one of the founding members of Ananda Sanga Educational Institute, specialising in yoga teacher’s education and training. Martin is married to Anne and has a son Roshan. They have been living near Cape Town, South Africa since 1993.
NOTES
Studies shown that children laugh an average of 200-300 times a day and adults 10-15 times Laughter is universal and you can learn to laugh more like children Laughter is a body-mind exercise that releases endorphins and antistress cocktail in the body for overall health and wellbeing Reconnect people under a non-threatening, non-political, noncompetitive banner Unite all ages, personality types and cultures
48 Jac Spies Innovation Practitioner & Trainer
“Jac is a skilled facilitator and trainer on the Theory of Inventive Problem Solving (TRIZ), and several other world leading Innovation methodologies and tools.� The early innovator captures the future
I
nventive problem solving topics: Expectation modelling, Technology Evolution and Trends, Solving Technical & Physical Contradictions with open source TRIZ and ideal final result. Companies who apply TRIZ are able to: Generate ideas and solve problems faster. Forecast technologies and track product evolution. Build stronger patents and work around existing ones. Maximize potential for new product success. Streamline the use of resources. Improve understanding of
customer requirements. Save time and money when developing new products. TRIZ, in contrast to brainstorming
techniques, which is based on random idea generation, enables an algorithmic approach to the invention of new systems, products and services. In simple terms, TRIZ is a structured approach that puts a scientific process behind problem solving, and enables inventive solutions of a high value, in less time.
Jac Spies is a facilitator, trainer, and mentor on the Theory of Inventive Problem Solving (TRIZ), and several other world leading Innovation methodologies and tools. He is an experienced facilitator in strategy planning using the international strategy development and deployment methodology known as Hoshin Kanri.
NOTES
How to identifying the technical contradictions How to apply the 39 TRIZ Parameters to find alternative potential solutions How to find inventive solutions using the 40 TRIZ Inventive Principles
49 Rehann Calitz Managing director Feral Wits
“Be brave. Be aware - develop an inquiring mind ask questions. Be interested in what other people do - their lives; their passions; their successes and failures. Be alone - find or create your own ‘white space’. Be content. Live life.” Contextual Innovation
R
ehann Calitz will give an in depth and explorative presentation and discussion which emphasizes the importance of understanding context within the innovation process. Discussion points include: • Awareness of the unique context within which a specific solution, concept or idea will be implemented. • Changing our analysis and investigation of context. • The knowledge of context as a means of achieving relevant and sustainable solutions to existing challenges. • Context as an im-
perative in establishing brand identification and recognition. • Context as an evolving and dynamic reference.
Rehann’s insatiable desire for knowledge, unparalleled awareness of anticipated and current trends and innate creativity has rendered him influential in the establishment of several brands. Rehann is currently living in Pretoria with his three children; fostering his passion for architecture and functional spaces; engaged in numerous exciting projects and yes, still asking why.
NOTES
50 Gustav Praekelt Founder
Praekelt Digital
“The future of communications in Africa relies on the mobile phone. Through communication, people get access to information and education.� Driving behaviour change through mobile technology
T
he future of communications in Africa relies on the mobile phone. Through communication, people get access to information and education. By harnessing the power of community
involvement, the Praekelt Foundation inspires behaviour change in the youth of South Africa through YoungAfricaLive: a mobile community that entertains and educates young people on the topics of love, sex and relationships.
Gustav Praekelt is the founder of Praekelt Digital. After completing his B.Sc. in Computer Science and Philosophy, he co-founded one of the early digital interactive studio in Africa and was its technical director for 10 years. His belief in the power of mobile phones to transform Africa inspired him to establish the Praekelt Foundation in 2006.
NOTES
51 Allon Raiz CEO
RAIZCORP
“Two approaches were used to shift Entrepreneurs: Mentorship and Coaching - Both were criticised for not being appropriate interventions for entrepreneurial characteristics. But there is another methodology that has been developed in South Africa called Entrepreneurial Guiding.” New approaches to shifting entrepreneurs effectively
A
llon Raiz will unpack the methodology and the thinking that lead to the development of ‘Entrepreneurial Guiding’. His passion and focus on the development of entrepreneurs attracted the attention of the
World Economic Forum, which on 11 March 2008 awarded Allon as a Young Global Leader. In addition to completing a Doctorate in Entrepreneurial Studies and Innovation, Allon is an accomplished international speaker who, in 2011, was
Allon Raiz is the founder and CEO of Raizcorp, the only privately-held, unfunded, profitable business incubator on the African continent, supporting in excess of 200 businesses. He is an author, a radio show host, and has written and hosted a primetime reality TV show, all in the field of entrepreneurship.
invited to speak at the World Economic Forum Annual meeting, held in Davos, Switzerland. Allon is the author of “Lose the Business Plan - What they don’t teach you about being an entrepreneur”, published by Bookstorm and Pan MacMillan. “Entrepreneurial Guiding will become the first entrepreneurial intervention methodology that has been accredited by a Government.”
NOTES
+coffee stay positive passionate ambitious motivated work hard persevere transform process plan analyse reflect evaluate take action
research gather
turn it up side down change direction the opposite
learn through trial and error happy mistakes
learn through trial and error happy mistakes
turn it up side dow n change direction the opposite
challenge question research gather
+coffee
aaargh!!
stay positive passionate ambitious motivated work hard persevere
transform process plan analyse reflect evaluate take action read look listen think explore observe converse sleep eat exercise cups of tea take a walk brush your teeth dream imagine
IDE IDEA
2 the action or process of thinking : Sophie sat deep in thought. • the formation of opinions, esp. as a philosophy or system of ideas, or the opinions so forme thought and action • careful consideration or attention
read look listen think explore observe converse sleep eat exercise cups of tea take a walk brush your teeth dream imagine
aaargh!!
challenge question
EA
First comes thought; then organisation of that thought, into ideas and plans; then transformation of those plans into reality. The beginning, as you will observe, is in your imagination. Napoleon Hill
ed : the freedom of
www.sense2solve.co.za
52 MIRAH WILKS SAFE 2 FAIL PRACTITIONER INNOV8TRIX
“Never do things others can do and will do if there are things others cannot do or will not do.” Amelia Earhart, Aviatrix. The KAI Inventory
A
s a psychologist, I question whether NASA Execs have allowed confirmation bias to distort their collective reasoning? Cognitive bias has a clouding effect on decision making and problem solving. Adaptation Innovation theory isolates idiosyncratic preferred cognitive
styles of creative problem solving. The KAI Inventory highlights three key areas in an individual’s creative ability to generate sufficiency in the originality of ideas (SO), be efficient in problem-solving methodology (E) and desire to conform to rule or group to some degree (R).
Founder of INNOV8TRIX Innovation Consultancy. Researcher PENN STATE Graduate School: Creativity, Innovation, Leadership. Co-ordinator TRIZ for FET schools/colleges; TRIZ associates USA and Dublin University. HPCSA Reg. Counsellor in Independent Practice: Counselling Trauma; Paralegal support. PSYSSA Gauteng Committee Representative: Psychometrics & Registered Counsellors. Masters in Education & Counselling (USQ). Psychology HONS (UNISA). Fine Arts HONS (WITS).
NOTES
THREE Key points to a creative you Tool Kit essentials: Adaptation, Blink, Nudge, Bias killer Lead creatively by innovation
53 James Durno Artist/Visual communications consultant
“What does it look like… and can it fly?”
Visual language
W
hat is Visual thinking, Visual Language, Right Brain thinking, Graphic Recording, Scribing, Graphic/Visual Facilitation, Visualisation, Rich Picture, Big Picture, Info Graphics, Animated Whiteboard Explainer Videos, Environmental Graphics, Visual Vocabulary? ...Confused? A look at the growing
trend towards the Visual in Corporate Communications & making sense of scattered trends & buzzwords. James Durno will share his journey as a Corporate Visual Communications Consultant and his fascination with Visual Language. He will show an exciting range of examples of his various projects. He will discuss the
James Durno is an experienced & prolific Fine Artist and Visual Communications Consultant, servicing the Corporate Sector. He Translates complexities into rich Visual Language, providing a wide variety of services. These range from live Graphic Recording/Facilitation & Whiteboard Scribing, to Strategy Mapping & Business Model VisualiSation.
power of Visual Language, why he increasingly sees his role as that of a translator & why he felt it necessary to consolidate disconnected existing disciplines & methodologies into one unique diverse Visual Communications offering.
NOTES
54 Qhelile Nyathi & Nandipa Mnquemeni UKZN students SIFE-UKZN
“A HEAD FOR BUSSINESS. A HEART FOR THE WORLD. Knowledge is power, and power to light-up entrepreneurial minds is understanding how the business world functions.” SIFE - Innovation for Enterprise
H
ow to become more innovative? Innovation begins in communities and in the head of the innovator. How to take an idea
to market? Innovators observe a need, use what is available to create products that are economically and environmentally sustainable and
“The triple bottom line and price, product and appeal = important.”
accessible to many people from all different cultures. The triple bottom line must be considered and price, product and appeal are important. Key lessons and insights: innovation requires creativity, an open mind and critique. Strategies - observe, design, evaluate and critique and re-design. Frameworks. Models.
Students in Free Enterprise are a diverse group of students from different disciplines at the University of KwaZuluNatal. They are concerned with bringing together the top leaders of today and tomorrow to create a better, more sustainable world through the positive power of business. The students work on projects which focus on entrepreneurial initiatives with different target audiences.
NOTES
Adapting the innovation approach to the diverse needs of people in different communities We can reach great heights if we release ourselves to do so!
55 Brian LamBert Principal Researcher of Technology Sales Enablement - Forrester Research
“Buyers & sellers of technology operate in an increasingly more complex world. Sales conversations need to be able to articulate buyer value, moving away from product & solution-based selling.� Closing the gap between strategy and execution with buyer-relevant initiatives
B
rian has personally worked with, trained, and spoken with 10,000-plus sales team members on four continents. He helps sales, marketing, and portfolio leaders plan, deliver, and operate services that bridge the gap between strategy and execution with buyerrelevant initiatives. He is a thought leader in
and advises leaders on overcoming the key ...changing go-to-market strategies through changing behaviours and building more sales-driven cultures. challenges associated with changing go-
to-market strategies through changing behaviours and building more sales-driven cultures. He also helps clients improve the performance of sales teams through their portfolio, marketing, and sales leadership approaches to driving more valuable sales conversations that focus on the outcomes buyers’ desire.
Brian has more than 15 years of experience in sales, sales training, sales management, consulting, sales readiness, and learning and development. Brian received a Master of Science in human resources and information resource management from Central Michigan University. He also has a Ph.D. in organisation and management.
NOTES
56 Moky Makura Founder
MME Media Group
“What traits do the top entrepreneurs have in common that led to their unparalleled success and the key lessons we can learn from them.” Stories of entrepreneurship in Africa & SA
I
n August 2010, Moky’s MME Media (in conjunction with GIBS) published her latest book ‘South Africa’s Greatest Entrepreneurs’. The
book features the stories of 22 of the country’s top entrepreneurs. In her presentation, Moky will look at the commonalities between the top entrepreneurs
featured in both her books. What traits they had in common that led to their unparalleled success? What are the key lessons we can learn from them?
Moky Makura was born in Nigeria, educated in England and since 1998 has lived in Johannesburg, South Africa. A publisher, author, TV presenter/producer, actress and a successful entrepreneur in her own right, Moky holds an Honours degree in Politics, Economics and Law from Buckingham University in the UK. With a wealth of marketing communications experience gained from over 18 years in the PR industry serving almost every aspect of specialist communications across the continent, Moky’s field of expertise extends across most market sectors band industries.
NOTES
InnoVAtion
An innovation is an improvement on somebody else’s invention. For example, the first electric light bulb, which wasn’t very practical, was invented by Joseph Swann of England. After extensive experimenting, Thomas Edison of the USA developed an improved, more reliable light bulb that was practical to use. Edison’s bulb, which had a carbon filament, was an innovation. Source: Great SA inventions – Mike Bruton
“The idea seems absurd, but I can find no flaw in it.” - Johannes Kepler “Ideas are like rabbits. You get a couple and learn how to handle them, and pretty soon you have a dozen.” - Jonh Steinbeck
Henry Ford Henry Ford Henry Ford
“Great things are done by a series of small things brought together.” Vincent Van Gogh - Also see page 123
Henry Ward Beecher
33 is, according to the Newton scale, the temperature at which water boils. Wikipedia
egg•head a person who is highly academic or studious; an intellectual.
be an innovation. “ Any good musicLesmust “ Baxter
Henry Ford
“Creativity is the defeat of habit by originality.� - Arthur Koestler
"You cannot depend on your eyes when your imagination is out of focus." Mark Twain
.1 .2 .3 .4 .5 .6 .7 .8 .9 .10 .11 .12 .13 .14 .15 .16 .17 .18 .19 .20 .21 .22 .23 .24 .25
Switzerland Sweden Singapore Hong Kong Finland Denmark USA Canada Netherlands United Kingdom Iceland Germany Ireland Israel New Zealand Korea Luxembourg Norway Austria Japan Australia France Estonia Belgium Hungary
.26 .27 .28 .29 .30 .31 .32 .33 .34 .35 .36 .37 .38 .39 .40 .41 .42 .43 .44 .45 .46 .47 .48 .49 .50
Qatar Czech Republic Cyprus China Slovenia Malaysia Spain Portugal United Arab Emirates Italy Latvia Slovakia Chile Moldova Lithuania Jordan Bulgaria Poland Croatia Costa Rica Bahrain Brazil Thailand Lebanon Romania .51 .52 .53 .54 .55 .56 .57 .58 .59 .60 .61 .62 .63 .64 .65 .66 .67 .68 .69 .70 .71 .72 .73 .74 .75
Viet Nam Kuwait Mauritius Saudi Arabia Serbia Russian Federation Oman Argentina South Africa Ukraine Guyana India Greece Uruguay Turkey Tunisia Macedonia Mongolia Armenia Ghana Colombia Trinidad and Tobago Georgia Paraguay Brunei Darussalam .76 .77 .78 .79 .80 .81 .82 .83 .84 .85 .86 .87 .88 .89 .90 .91 .92 .93 .94 .95 .96 .97 .98 .99 .100
Bosnia & Herzegovina Panama Namibia Botswana Albania Mexico Sri Lanka Peru Kazakhstan Kyrgyzstan Guatemala Egypt Azerbaijan Kenya El Salvador Philippines Jamaica Ecuador Morocco Iran Nigeria Bangladesh Honduras Indonesia Senegal .101 .102 .103 .104 .105 .106 .107 .108 .109 .110 .111 .112 .113 .114 .115 .116 .117 .118 .119 .120 .121 .122 .123 .124 .125
Swaziland Venezuela Cameroon Tanzania Pakistan Uganda Mali Malawi Rwanda Nicaragua Cambodia Bolivia Madagascar Zambia Syrian Arab Republic Tajikistan Cote d’Ivoire Benin Zimbabwe Burkina Faso Ethiopia Niger Yemen Sudan Algeria
83
79
50
85
92
8
43
Source: http://www.globalinnovationindex.org
Depth of credit information / Market capitalization / Legal rights strength to get credit / Total value of stocks trade / Computer software spending / Domestic credit to private sector / Strength of investor protection / Royalty and license fees payments / Market access trade restrictiveness / GERD financed by abroad Tertiary outbound mobility / Gross tertiary outbound enrolment / Pupil-teacher ratio / Computer and communications service exports / Imports of goods and services / ICT use / Exports of goods and services / ICT access / GDP per unit of energy use / Creative goods exports.
79
40
o n e wh
“ Ever y
o’s ever
taken a
shower
h a s h ad
an idea . It ’s th e perso n wh o g ets out of the sh ower, d ries off a n d do e s someth in g abo ut it wh
o make
s a dif fe
rence.”
- Nolan
B u shn
ell
Eskom invented the Bird Flapper to make their power lines The number of birds flying into electrical lines was reducedmore visible to birds. by 75% in some areas. Source: Great SA inventions – Mike Bruton
More (Did you know’s) on page 318
“New discoveries in science and mathematics often consist of a synthesis between theories or concept, which have hitherto been regarded as unconnected.� Anthony Storr
“The world is but a canvas to the imagination.” - Henry David Thoreau
upcycling Upcycling is the process of converting waste materials or useless products into new materials or products of better quality or a higher environmental value.
T
he first recorded use of the term upcycling was by Reiner Pilz of Pilz GmbH in an interview by Thornton Kay of Salvo in 1994. “Recycling,” he said, “I call it downcycling. They smash bricks, they smash everything. What we need is upcycling where old products are given more value not less.” Upcycling is the opposite of downcycling, which is the other half of the recycling process. Downcycling involves converting materials and products into new materials of lesser quality. Wikipedia: http://en.wikipedia.org/wiki/Upcycling
“Don’t judge each day by the harvest you reap but by the seeds that you plant.” Robert Louis Stevenson
“After climbing a great hill, one only finds that there are many more hills to climb.� Nelson Mandela
“Creativity is contagious.
Pass it on.” - Albert Einstein
“There is no use trying,” said Alice. “One can’t believe impossible things.” “I daresay you haven’t had much practice,” said the Queen. “When I was your age, I always did it for half an hour a day. Why, sometimes I’ve believed as many as six impossible things before breakfast.” Lewis Carroll
“Expect problems and eat them for breakfast.” Alfred A.Montapert
318
“A problem well stated is a problem half solved.� - Charles Kettering
t +27 (0)12 346 8200 c +27 (0)82 676 7219 e info@ehubs.co.za w ehubs.co.za
RaizcoRp Jeanne Renou Marketing Manager Raizcorp is a business incubator supporting in excess of 230 small businesses t +27 (0)11 566 2000 e jeanner@raizcorp.com w raizcorp.com SaSol BuSineSS VentuReS nevashnee naickeR Corporate affairs Manager Small business incubator focusing on SMME’s in the energy, chemical & related value chains t +27 (0)11 441 3034 c +27 (0)82 655 2202 e nevashnee.naicker@ sasol.com w chemcity.co.za the innoVation huB McLean sibanda Ceo Centre of innovation & knowledge creation t +27 (0)12 844 0045 e msibanda@ theinnovationhub.com w theinnovationhub.com
a2B MoVeMent vivienne schuLTZ Ceo Social entrepreneurial development & training leaders in A2B methodology
centRe foR poweR intelligence dR. bRenda haTTingh Managing direCtor Developing New Success DNA™ & Leadership DNA™ individuals, companies, organisations & governments t +27 (0)71 401 1100 c +27 (0)82 558 8400 e workshops@ powerintelligence.net w brendahattingh.com fnB PauL sTeenkaMP Head - fnB innovators Encouraging & supporting the process of innovation, strengthening FNB’s culture of innovation t +27 (0)11 352 1546 c +27 (0)72 018 7391 e psteenkamp@fnb.co.za w fnb.co.za innoV8tRix MiRah WiLks foUnder, ConsULtant praCtitioner Innovation & adaptation, the dynamic loop of creative problem solving t +27 (0)11 262 2298 c +27 (0)82 413 5052 e info@innov8trix.co.za w innov8trix.co.za laughteR foR afRica MaRTin coMbRinck foUnder Our goal is to create social change through laughter t +27 (0)21 855 1470 c +27 (0)72 229 7454 e info@laughter4africa.org.za w laughter4africa.org.za SyMphonia dR. Louise van Rhyn Ceo Organisational change practice that works with leaders to engage their stakeholders to maximize talent, human energy & creativity
t +27 (0)21 913 3507 c +27 (0)82 449 1414 e louise@symphonia.net w symphonia.net
anglo aMeRican plc dR. deonie boTha Manager: knowLedge ManageMent & teCHnoLogy inteLLigenCe Mining & metals t +27 (0)11 638 2827 c +27 (0)71 851 4577 e debotha@ angloamerican.co.za w angloamerican.co.za eSkoM kaMMy dhaveR innovation CirCUit Manager Electrical utility c +27 (0)83 310 4556 e karamatchee.dhaver@ eskom.co.za w eskom.co.za
addictlaB.coM Jan van MoL foUnder & Ceo creative think tank since 1997 c +33 (0)67 991 1113 e jan@addictlab.com w addictlab.com afRican cReatiVe connectionS dR. boTLhaLe TeMa Creative direCtor t +27 (0)11 802 1420 c +27 (0)82 389 3106 f +27 (0)86 559 5487
JAMES DURNO ARTIST / VISUAL COMMUNICATIONS CONSULTANT t +27 (0)11 726 8128 c +27 (0)83 226 1463 e jjdurno@durno.co.za w james.durno.co.za SENSE2SOLVE ITHA TALJAARD CEO Unlock value & potential through new business model strategies, applied creative & critical whole brain thinking t +27 (0)28 514 3152 c +27 (0)83 629 9188 e itha@sense2solve.co.za w sense2solve.co.za THEiDEASGAME NICO STEYN IDEAS-GO-TO-GUY An exciting new tool, which facilitates the idea generation process by itself! c +27 (0)83 560 8056 e nico@theideasgame.com w theideasgame.com
BUSINESS RESULTS GROUP ZANDER POWELL SOLUTIONS ARCHITECT Strategy. People. Innovation. Results driven consulting, skills development & specialised management services t +27 (0)11 463 9898 c +27 (0)82 806 5897 e zander@brg.co.za w brg.co.za CRAWFORD FOURWAYS KEMBLE ELLIOTT DEPUTY PRINCIPAL Education t +27 (0)11 465 4418 c +27 (0)83 442 6221 e kelliot@ crawfordschools.co.za
MANAGEMENT TODAY MAGAZINE ALAN DE SOUSA CAIRES MANAGING DIRECTOR Africa’s number one monthly magazine for today’s manager f +27 (0)86 577 5602 c +27 (0)79 296 6375 e alan@ management-today.co.za w management-today.org SIFE-UKZN MR PENWELL NDABA & DR. ANGELA JAMES SIFE-UKZN FACULTY & CO-FACULTY ADVISORS Student organisation t +27 (0)31 260 7804 t +27 (0)31 260 3438 VAAL UNIVERSITY OF TECHNOLOGY - i2P LAB PROF. DEON DE BEER i 2p is a self-help product development laboratory. Ideas into prototypes, enhancing your skills! t +27 (0)16 950 9325 c +27 (0)83 634 8662 e i2p@vut.ac.za w vut.ac.za
ALGORHYTHM PVT LTD WILLIAM GWATA MANAGING DIRECTOR Design of automatic cooking equipment, particularly cooking software t +26 34 747 393 c +26 37 7410 8221 e williamg@ gwatamatic.com INSTITUTE OF INVENTORS & INNOVATORS RAVINI MOODLEY CEO Non-profit organisation
t +27 (0)11 487 1536 c +27 (0)73 249 5977 e ravini@iii.org.za w iii.org.za INVENTEC WILLIE VAN STRAATEN CHIEF EXECUTIVE OFFICER We specialise in turning ideas & inventions into profitable innovations t +27 (0)11 883 7992 e inventec@icon.co.za w inventec.co.za I-SLICES MANUFACTURING KERRYNE KRAUSE-NEUFELDT CHIEF EXCITEMENT OFFICER Innovator, manufacturer & exporter of eyeSlices® product ranges t +27 (0)11 315 0394 e kerryne@eyeslices.com w eyeslices.com STEINHOBEL DESIGN PTY LTD BRIAN STEINHOBEL OWNER Industrial design & product development t +27 (0)11 706 2187 c +27 (0)82 557 4594 e design@steinhobel.co.za w steinhobel.co.za
ANGLO AMERICAN PLATINUM LIMITED MICHAEL JOSEPH MANAGER: INDUSTRIAL DEVELOPMENT & BENEFICIATION To implement strategy of growing the Platinum Group Metals market t +27 (0)11 373 6788 c +27 (0)83 455 7878 e mjoseph@angloplat.com w angloplatinum.com
Directory
DBSA JAYSHREE NAIDOO STRATEGY MANAGEMENT & INNOVATION Development bank of Southern Africa t +27 (0)11 313 3374 c +27 (0)78 801 1702 e jayshreen@dbsa.org w dbsa.org IDC VENTURE CAPITAL SBU CHRISTO FOURIE SBU HEAD The VC SBU funds the development & commercialisation of SA technologies which are globally unique t +27 (0)21 269 3730 e christof@idc.co.za w idc.co.za INDUSTRIAL DEVELOPMENT CORPORATION ZANELE MONNAKGOTLA HEAD: INNOVATION DEPARTMENT Financing of new industries & industrial undertakings t +27 (0)11 269 3299 c +27 (0)82 469 8627 e zanelem@idc.co.za w idc.co.za INVENFIN ALEXANDRA FRASER RESEARCH ANALYST Early stage venture capital fund & part of the Remgro Group t +27 (0)21 888 3277 c +27 (0)73 313 8095 e ideas@invenfin.com w invenfin.com SUPPORT PROGRAMME FOR INDUSTRIAL INNOVATION (SPII) NADIA NORTJE SPECIALIST Industrial development corporation t +27 (0)11 269 3659 f +27 (0)11 269 3901 e nadian@idc.co.za w spii.co.za w idc.co.za
ALTECH CARD SOLUTIONS SHEENA REEL PROJECT MANAGER Secure electronic transactions provider c +27 (0)78 476 1176 e sheenar@acs.altech.co.za w acs.altech.co.za GIJIMA TECHNOLOGY PEOPLE NATALIE TAYLOR BUSINESS MANAGER: INNOVATION t +27 (0)12 675 5177 c +27 (0)83 653 8633 e natalie.taylor@ gijima.com w gijima.com LEMNIS LIGHTING AFRICA FRANCOIS VAN TONDER MANAGING DIRECTOR s VANMAX.VANTONDER.F c +27 (0)82 565 0271 w lemnislighting.com MOBYL DESIGN MARIUS VAN DER LEEK MANAGING DIRECTOR Mobyl is a ‘home grown’ ICT strategy, architecture & systems design practice c +27 (0)83 458 4120 e marius@mobyl.com w mobyl.com PRAEKELT DIGITAL GUSTAV PRAEKELT FOUNDER Develops mobile solutions for emerging markets t +27 (0)11 482 8684 e gustav@praekelt.com w praekelt.com SAFIPA PROGRAMME MANAGEMENT
OFFICE THIRU NAIDOOSWETTENHAM NATIONAL PROGRAMME COORDINATOR The South Africa–Finland Knowledge Partnership on ICT (SAFIPA) programme t +27 (0)12 841 2462 c +27 (0)82 7846713 e tswettenham@csir.co.za w safipa.com TECHNOLOGY INNOVATION AGENCY KGOMOTSO MATJILA GENERAL MANAGER: MARKETING & BRANDING Supporting South Africa’s technological innovations by providing financial & nonfinancial support t +27 (0)12 472 2737 c +27 (0)86 638 4784 e kgomotso.matjila@ tia.org.za w tia.org.za UNIVERSITY OF KWAZULU-NATAL PROF. FRANCESCO PETRUCCIONE SOUTH AFRICAN RESEARCH CHAIR Premier University of African Scholarship t +27 (0)31 260 2770 c +27 (0)72 664 3476 e Petruccione@ukzn.ac.za w quantum.ukzn.ac.za VODACOM LAWRIE GOLDING HEAD COACH Leading cellular network in South Africa t +27 (0)11 653 6113 e lawrie.golding@ vodacom.co.za w vodacom.co.za
BIOMIMICRYSA CLAIRE JANISCH
FOUNDER Networking, education, training c +27 (0)76 578 6574 e claire@biomimicry.net w biomimicrysa.co.za BLOCKBUSTERINNOVATION.COM DR. GAVIN SYMANOWITZ MANAGING DIRECTOR Spot new opportunities, avoid blind-spots & create blockbuster products c +27 (0)82 896 2861 e gavin@ blockbusterinnovation.com w BlockbusterInnovation.com BMGI SOUTH AFRICA SALOMON ERASMUS DIRECTOR Innovation, change & optimisation consulting & training t +27 (0)12 460 0304 e infosa@bmgi.com w bmgi.com
t +27 (0)12 844 0672 c +27 (0)82 578 0728 e audrey@riis.co.za w riis.co.za TIM MALONE CREATIVE THINKING CONSULTANT Using the Innovation StylesTM methodology, I help develop organisationwide creative thinking & innovation c +27 (0)82 553 4479 e tim@tim-malone.com w tim-malone.com QUEO INNOVATION & STRATEGY CONSULTING MAGGIE FIKKERT CEO Strategy & consulting c +27 (0)82 622 2222 e maggief@queo.co.za w queo.co.za
INNOVATION 101 PETER GREENWALL DIRECTOR Getting inside the innovation mindset c +27 (0)72 683 1000 e innovation101@mac.com INNOVATION AGENCY RORY MOORE CEO Advisory, content creation & implementationt t +27 (0)10 590 3033 e rory.moore@ systemiclogic.net w innovationagency.com JAC SPIES INNOVATION PRACTITIONER & TRAINER t +27 (0)12 991 0352 c +27 (0)82 903 6006 e jac.spies@gmail.com RIIS DR. AUDREY VERHAEGHE MANAGING DIRECTOR Enabling innovation: strategy, IT application, training, implementation & measurement
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FOURIER APPROACH MARELI STEYN BUSINESS CONSULTANT Industrial engineering, development, integration & support of information systems & infrastructure t +27 (0)12 667 3232 e steynm@fourier.co.za w novixo.co.za JPB.COM JEFFREY BAUMGARTNER FOUNDER & MANAGING DIRECTOR Innovation services with focus on creativity; Sells Jenni innovation process management software t +32 (0)2 305 6591 c +32 (0)478 549 428 e jeffreyb@jpb.com w jpb.com
SOUTHERN AFRICA INNOVATION SUPPORT PROGRAMME (SAIS) VIRGINIA KUVEYA ADMINISTRATIVE OFFICER Inspiring innovations t +264 61 207 2762 e virginia@ saisprogramme.com w saisprogramme.com
CHETTY LAW KATHERINE THOMPSON ATTORNEY Chetty Law was established to promote enabling legal environments & provide contextualised & relevant legal services c +27 (0)82 940 1307 e katherine@chettylaw.co.za w chettylaw.co.za
BRITEFIRE GODFREY PARKIN CEO A digital strategy & marketing firm, helping companies excel worldwide in e-business, online marketing & web project management t +27 (0)21 790 0303 c +27 (0)76 970 1152 e info@britefire.com w britefire.co.za CRINK RHODÉ ODENDAAL SELF-EXPRESSION
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w mmemedia.co.za SOULPROVIDERS SARAH-JANE BODEN FOUNDER & CHIEF FIRESTARTER SoulProviders is a boutique communications agency based in Johannesburg. c +27 (0)74 178 4242 e sj@soulproviders.co.za w soulproviders.co.za
CSIR DR. LIESBETH BOTHA EXECUTIVE DIRECTOR: MATERIALS SCIENCE & MANUFACTURING One of the leading scientific & technology research, development & implementation organisations in Africa t +27 (0)12 841 4954 e ebotha@csir.co.za w csir.co.za CSIR DR. THULANI DLAMINI GROUP EXECUTIVE: RESEARCH & DEVELOPMENT Science council t +27 (0)12 841 3135 e thdlamini@csir.co.za w csir.co.za EXXARO RESOURCES MARINUS DU PLESSIS MANAGER TECHNICAL ADVISORY & INNOVATION Mining Sector t +27 (0)12 307 4958 c +27 (0)83 609 1275 e marinus.duplessis@ exxaro.com w exxaro.com FORRESTER RESEARCH
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BRIAN LAMBERT PRINCIPAL RESEARCHER OF TECHNOLOGY SALES ENABLEMENT Independent research company t +44 (0)20 7323 7730 e blambert@forrester.com w forrester.com NINESIGMA SKIP DAVIS VICE PRESIDENT NineSigma is the most experienced & advanced open innovation service provider in the world c +1 216 470 2915 e davis@ninesigma.com w ninesigma.com SINTEF AAGE THUNEM SINTEF is the largest independent research organisation in Scandinavia t +47 (0)73 593 000 f +47 (0)73 593 350 e Aage.Thunem@sintef.no w sintef.no ZRW MECHANIKA KAMALLUDDIEN PARKER MANAGING DIRECTOR Renewable energy company t +27 (0)11 8947695 c +27 (0)82 415 8548 e kparker@ zrwmechanika.co.za w zrwmechanika.co.za
SAINE (THE SA INNOVATION NETWORK) ISAIAH ENGELBRECHT CHAIRMAN Platform for innovation t +27 (0)12 844 0672 e info@saine.co.za w saine.co.za
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