Archive for January, 2013

innovating-innovation-finalist-large (1)

The Innotribe team is super thrilled having been selected as finalist for the HBR/McKinsey M-Prize Challenge on “Innovating Innovation”. The judges and the MIX editorial team poured over more than 140 contributions from innovators from around the world and from every kind of organization—looking for depth, boldness, originality, thoroughness, and the ability to inspire and instruct in equal measure.

This is a fantastic recognition of our work of the last 5 years, especially if you look at the high-caliber of the judges of this challenge, a real who’s who of leading management thinkers and progressive practitioners, including:

  • Scott Anthony – Managing Director, Innosight Asia-Pacific; author, The Little Black Book of Innovation
  • Tim Brown – CEO and President, IDEO
  • Henry Chesbrough  – Professor, UC Berkely; author, Open Innovation
  • Jeff DeGraff – Professor, University of Michigan; author, Innovation You
  • Gilberto Garcia – Chief Innovation Officer, CEMEX
  • Gary Hamel – Co-founder of the MIX
  • John Kao – Chairman of the Institute for Large Scale Innovation; author, Innovation Nation
  • Jim Stikeleather – Chief Innovation Officer, Dell Services

Winners will receive significant recognition as management innovators on the MIX, Harvard Business Review and HBR.org, the McKinsey Quarterly and McKinseyQuarterly.com. Winners will also earn the chance to appear at future live events hosted by the MIX and its partners.

UPDATE 20 Feb 2013: we just learned that we did not win. Pity. But still proud to have made it to the last 24 finalists !



Read Full Post »

We have all been reading the books and hearing the innovation experts and gurus speak and preach about the need for experimentation and failing wisely in innovation environments. All that is good in theory. What about the real life? What happens in your organization when you fail? How does your leadership assist you in this transition? What happens in the team dynamics? What happens with you?


I failed big time recently. And it traumatizes and immobilizes me. It gets me on a rollercoaster of emotions. It’s difficult to deal with the abrupt changes between being celebrated the one day, and being the pariah the other day. Or should I find solace in the fact that at least, I still have highs (and lows) in corporate life?  Some friends and colleagues don’t even have that luxury: they are being beaten up all the time.

It’s not the first time this happens to me: failing big time. Being awarded and congratulated for stellar performance in one fiscal year and then being dropped a couple of days later due to changed priorities in the new fiscal year. So where is the pattern? What can I learn from it? How don’t I get “trapped” in the same mechanism of self-defense over and over again?

When the failing hits, I indeed tend to “protect” my vulnerability and myself by avoiding contact, by being silent, not expressing myself, while at the same time feeling deep anger inside. I am turning in circles, can’t concentrate nor focus, and become cynical. It damages my performance. How can I voice my soul, my emotional state and psychology of failing, the human emotions, and the intimate collateral damage that go with all this? How can I resurrect from failure?

It happens that Adam Dachis (@adachis) just wrote a post about this, titled “The Psychology Behind the Importance of Failure”, and quotes Heidi Grant Halvorson (@hghalvorson), shared with me by Jennifer Sertl (@jennifersertl).

The problem with the Be-Good mindset is that it tends to cause problems when we are faced with something unfamiliar or difficult. We start worrying about making mistakes, because mistakes mean that we lack ability, and this creates a lot of anxiety and frustration. Anxiety and frustration, in turn, undermine performance by compromising our working memory, disrupting the many cognitive processes we rely on for creative and analytical thinking. Also, when we focus too much on doing things perfectly (i.e., being good), we don’t engage in the kind of exploratory thinking and behavior that creates new knowledge and innovation.

So here you are: you have read all the books, seen all the greatest speakers, got the best personal coaches, followed all the personal development journeys you can imagine, you even preached yourself to others the benefits and adrenaline effects of going for your true self. And then you get hit. And you don’t know what to do, how to react, how to stand-up, how to reboot, how to get alive again.

Here are a couple of questions for all you innovators out there. Some areas where I would like to know how YOU coped with that situation, and what we all can learn from it.

  • You have a project of a lifetime. You stick out your neck big time and after lots of blood, sweat and tears, corporate priorities change, and your project is stopped from one day to another. How do you cope with that? Do you have examples of how you turned that sort of failure into a success? A crisis into an opportunity? I don’t know yet a good way how to do this, other than sweating out your time and hoping for the better.
  • Igniting change and innovating also means being a corporate rebel. You walk the edges of corporate accepted behaviors  in 95% of the cases, you succeed keeping that balance. But sometimes you go over the edge. How does that behaviour impact the perception others have of you? Does it impact your performance reviews? How can you avoid paying the price?
  • In innovation, the pedestal of success and the bin of the pariah are oh-so-close. On the pedestal of success, you are full of energy, even arrogant at times, sometimes preaching. But always with your heart at the right place and a deep intention for doing good for your company and the folks who work for it. Some people call it “irresistible enthusiasm”, and get energized when they hear your voice and they see the sparks in your eyes. Others – the criticasters – believe you are member of the “ego-tribe”. You sense jealousy from those who don’t have your opportunities, who don’t have a flexible boss like yours, who don’t enjoy executive sponsorship, some call it executive “protection”. When you fail, all that positive juice flows away. You’re empty handed. It’s time for revenge, for presenting the emotional invoices. Nobody comes to sit at your table at lunch; nobody wants to be seen with the one who just failed. You have been burned. What’s your experience with that? How do you cope with that?
  • What is your experience and reaction with abrupt changes of priorities, change of guards, change of budgets? What do you do when your marching orders change from one day to another? What if you don’t feel aligned with the new directions suggested or imposed? Especially when you just failed and are super vulnerable? Should you just brace for a while and hope for the turn of tides, of keep acting based on what your intimate true self tells you about what is right or wrong for yourself or for the organization you work for and deeply care about? Who has ever done and experienced something like that? Please share your wounds and healings.
  • Corporate world has the reputation of being a world of extroverts. But at least half of the workforce is introvert. I am and never was superman. I am not the vocal extrovert; I am more the reflecting introvert. Many of us are sensitive human beings. Many men have more feminine energy than women and the other way around. Where do you go when you fail? Where do you find a shoulder to cry on? When and how do you deal with pretending to be untouchable in formal settings and/or as team leader? Should you dare to show your vulnerability with trusted colleagues or friends?  Can we look through the crack in you and wonder at the light inside?
  • Is there überhaupt something like trust in business, or is it indeed like one of my first managers in my career told me “never trust anybody in business”. Have I become old and cynical? Judgmental? Control freak? In other words have I become all the things I never wanted to become and ended up on the flip sides of my ideals “Open Heart, Open Mind, Open Will” inspired by Otto Sharmer’s “Theory U”?

The bottom line question really is: how do I keep being present and aligned with my true self, when the going gets though in periods of failure? And who is holding a space for me when I long for help in healing my injuries?

“Life of a frontrunner is hard one; he/she will suffer & many of these injuries will not be accidental” ~ Pele

I know that many Corporate Rebels struggle with this. We can support each other by sharing what works and what does not work in these circumstances. Because I have the deep belief that resurrecting from failure is one of the core elements of creating a practice for value creation.

Credit: Fallen picture by Kerry Skarbakka http://www.skarbakka.com/

Read Full Post »

This post is an extract from my first guest post on WE THE DATA http://wethedata.org/2013/01/08/who-am-i-really/

We The Data

I have always been intrigued by identity. Physical-world-Identity or Digital-Identity. But “digital” is an outdated adjective, used my pre-millennial friend to make the distinction with the world as they used to know it.

Today, it is ONE environment, blurring the contours of who-I-am as a human being in flesh and blood and with my own mind, thoughts, and consciousness. Both my body and my mind are getting increasingly augmented and complemented by tools, by ecology of machines, networks, and algorithms. That ecology of an emergent self-correcting organism was labeled as “The Technium” by mastermind Kevin Kelly.

We probably have to invent a new word for this “one environment of me”: maybe the word “Dysical” – as a contraction of Digital and Physical – could do the job?  But it is more than one word we need. We need a new language, a new vocabulary, a new grammar; new ways to create the sentences and the narrative that can capture this new form of being. And when we have developed basic literacy in this new language, perfect it like art, like literature, like poetry, for deep and rich self-expressions of the “Dysical-me”.

That rich self-expression will needed a new data order, caused by ubiquitous connectivity and an increasingly pervasive computing environment, and generating two massive transformations: the enablement of peer-to-peer relations, and the explosion of data: big data, small data, augmented data, fast data, real-time data, etc.

I believe it is time to start reflecting on a P2P “Data-Economy”. Thanks to the ubiquitous connectivity, nodes in a grid can now interact and share with each other without central body or governance. The emergence of the Bitcoin currency is a typical example how new and probably more robust and resilient currency exchanges are possible without central banks, central governance.

My “Dysical-Self” is also getting more and more defined by my context and reputation in this new P2P data-economy. My identity not any longer simply equals my identity number or my digital certificate or passport. My identity is deeply correlated with my relationships with other people and other nodes in the grid. Trust suddenly gets defined at the level of the relationship, not at the level of identity.

That sort of trust will also be very much related to our reputation. Whether that reputation is as self experienced with our human antennas, deducted by algorithms (Klout, Peerindex, Kred,…) or Socially Vouched (LinkedIn, Connect.me,…)

It will require some form of Cloud Operating System, where our mobile device becomes the remote control of our personal and interoperable Data Clouds.

But one could go on step further, where we think beyond the device. Dhani Sutandto , Senior Digital Art Director and the creator of the Oyster Card Ring recently indeed quoted in PSFK Magazine:

“There will be mobile devices but they will be something that you would wear discreetly, without making you look out of place. Instead of constantly looking down at a screen, people will wear something discreetly. Your interaction with technology won’t
be gone, but it will be seamlessly integrated and we will therefore look up and interact in a human way with one another.”

Indeed, when trillions of devices are inter-connected, we need to think beyond the context of the “device”. Device is no longer the context. We – the “Data-objects” – are the context, are the interface:

“We are the data”

And we – the data – will need a common interface to deal with our Dysical Identity, to deal with Access, Trust and Grid-Literacy.

There is more context on the WE THE DATA web-site http://wethedata.org/2013/01/08/who-am-i-really/ with thanks to Juliette Powell for giving the opportunity to share these ideas on a broader scale.

Read Full Post »

Just a couple of days ago, I submitted our entry for the MIX (Management Innovation eXchange) HBR/McKinsey M-Prize Challenge. This challenge is about Innovating Innovation and will be judged by some of the greatest thinkers in innovation
Please find below our submission. It is taking stock of a number of innovation evolutions we went through since the start, and also gives some hints on where we will focus in 2013. Enjoy, and if you like what you read, please support us with your “like” on the M-Prize page here.
Launched in 2009, Innotribe www.innotribe.com is SWIFT’s initiative to enable collaborative innovation in financial services. Innotribe fosters creative thinking in financial services, through debating the options (at Innotribe events) and supporting the creation of innovative new solutions (through the Incubator, Startup Challenge and Proof of Concepts).


SWIFT www.swift.com is a member-owned cooperative that provides the communications platform, products and services to connect more than 10,000 banking organisations, securities institutions and corporate customers in 212 countries and territories. SWIFT enables its users to exchange automated, standardised financial information securely and reliably, thereby lowering costs, reducing operational risk and eliminating operational inefficiencies. SWIFT also brings the financial community together to work collaboratively to shape market practice, define standards and debate issues of mutual interest.


The initial triggers for having a specific innovation focus and creating a dedicated tem was driven by both product and culture requirements.

Product: A good example of a product requirement was the need for a product for low volume customers. Typically, existing products targeted the top and medium segment of our customers, but we did not really have a product for low volume customers. A black-belt team was formed and delivered a brand new product in one-year time. The team not only revamped the product functionality, but also revised fundamentally the buying experience, on-boarding, pricing model, and business UI experience.

Culture: Given the nature of its business, SWIFT has a strong company culture of “Failure-Is-Not-An-Option” (FNAO). Although this culture was inspired on the Apollo 13 mission, where the NASA team would do “whatever it takes” to get the three astronauts back from space, and learning from mistakes, over the years the FNAO mantra was at times misinterpreted as a culture of no-risk taking, not coming up with ideas challenging the status quo, not daring to step forward. We wanted to create a culture where “failing smart” was accepted. To that end, we created a number of tools and techniques to enable collaborative innovation. One example is our own “sandbox”. The concept is introduced on Kosta Peric’s Forbes blog here. Kosta is SWIFT’s Head of Innovation, and has documented the history and activities of Innotribe in a recently published book “The Castle and the Sandbox” available here.

The sandbox is an “incubator” – a protected place where people with ideas can “play”, or to try out their ideas, without impacting the castle. The “castle” is the metaphor for the mothership, the core of the company. The incubator is the place where you can try, experiment, fail, try again, fail again, and eventually learn and succeed.

We also offer tools to the SWIFT employees like Idea Challenges, Brown Bags, Hackatons, and internal TEDx-like events to encourage team members to learn from the edges, to step forward and to reward initiative.


Innovation team started in 2007 when the new CEO came on board

  • Prototyping was introduced when one of the innovators challenged an executive on a proposed new product line. The executive agreed in funding 2 competing prototype teams, one for his own idea and one for the idea of the innovator. Each team had to pitch their idea and prototype head to head in front of the full executive team. To the surprise of many, the prototype of the innovator won.
  • Initially, the innovation team was seen as a fast product development shop where the end deliverables were software products. Black-Belt teams were formed per product, and end-to-end delivery cycles were reduced from 3-5 year to 1 year.
  • End 2008, based on an in-depth internal customer review, the scope of the team was re-defined as an unit within the company for enabling collaborative innovation
  • The Innotribe brand was launched in 2009 during SWIFT’s flagship event “Sibos” in Hong-Kong.
  • Initial focus of the revamped Innotribe was on idea generation and creating serendipities
  • By end 2010, we had in place:
    • An innovation framework based on open innovation;
    • A portfolio of tools and techniques for internal (SWIFT as a company and ecosystem) and external (the financial industry at large) innovation. Most of these tools and techniques were used to create the initial tribe and ideation for the open innovation pipeline;
    • A group of internal ambassadors, called “megaphones”;
    • A successful event and facilitation practice
  • In 2011, the Incubator and the worldwide start-up challenge were added to the mix and we further scaled and perfected our existing tools and techniques. The incubation phase was particularly important as for the first time we had a multi-million dollar fund for investing in promising innovations.
  • By end 2011, our Innotribe “brand” was considered the most important brand SWIFT launched in the last 30 years.
  • In 2012, we explored the Acceleration phase to progress the most promising incubation ideas through different forms of co-investment.
  • In 2013, we will continue and further increase our innovation efforts, with a greater focus on the core activities of the company for internal innovation, and exploring novel funding models for our external innovation.
  • In 2013, we will also experiment with “Innovation Journeys”, a model for enabling business units to win though co-ideation, co-creation, co-delivering. We also plan to complement our existing toolset with scenario planning and story-telling.

Here are some of the key implementation challenges that had to be overcome:

CEO as sponsor is instrumental:

  • When a new CEO came on board in 2007, he made it crystal clear that innovation was one of his big bets.
  • A CEO can make or break the innovation agenda, and set the direction and ambition for disruptive innovation or not.
  • A CEO “protects” the innovators from anti-bodies who try to fight change.
  • A CEO can “force” certain innovation projects to go ahead.
  • A CEO can open the door for skip-level meetings to have a direct contact with what’s happening in the field

Executive alignment. Having the CEO as sponsor is one thing, having the whole Executive Team (and the subsequent hierarchies) aligned is another thing.

  • In 2008, the company engaged in a company wide “Lean” efficiency exercise. Part of the methodology includes an internal customer satisfaction survey: it became clear that the executive team was not aligned on the mission of the innovation team. Expectations ranged from a pure R&D shop to a facilitating unit.
  • The Lean methodology facilitated clarity on the direction of the innovation team: it was collectively agreed that the mission was to enable collaborative innovation.
  • Any company wide program with executive attention is a great opportunity for getting executive alignment on innovation.

The concept of “enablers”.

  • The incubation projects are funded by the Incubation Fund, a 100% SWIFT Fund.
  • To help us deciding where we put our funds, a group of “enablers” was created. This is a group of senior leaders from our industry ànd from outside our industry. They have been selected for their authority and influence as persons, not necessarily because of the organization they represent.
  • The role of the “enablers” is to “enable” incubation projects. This is NOT a killing committee or gating process to say “no”. It’s a group of wise people saying “yes” to projects and bringing enabling assets to the table such as contacts, experiences, trend validation, etc

Megaphones iterations.

  • Very early on we started with the idea of “Megaphones”, some sort of internal innovation ambassadors in different departments of the company.
  • In the initial version, megaphones were “volunteered”, their mandate was unclear and their management was not motivated or incentivized.
  • In version 3.0 we got it more or less “right”: we have a novel and very transparent megaphones recruitment campaign, megaphones now have a clear mandate, spend 15% of their time on innovation related activities, and this is part of their objectives, and signed-off at the begin of the year by their managers.

The importance of communication.

  • If there is one big recommendation it is “communicate like hell”. If “they” don’t know what you do, they can’t support it, they can’t leverage it, and they can’t sponsor it.
  • Although we were doing a lot of the right things, not many people in the company really knew what we were doing. When we were dumping at the end of the year the list of our activities, many people were surprised of all the things that went on.
  • For external communication we struggled for finding the appropriate bandwidth from our own communications department. The good intentions were there, not the bandwidth. In the end we mutually agreed with our communications department to hire our own external communications agency. For internal communication, we gave one person in the team that responsibility, and we leverage as much existing communication channels like our corporate intranet, Yammer and Chatter.

Being creative with funding.

  • When coming up with new ideas, we heard several times an enthusiastic “yes, you should do that, but you have to stay in your existing budget”. So we explored alternative ways of funding such as sponsorship. 
  • A good example here is our Start-Up Challenge that has become fully self-sustainable through sponsoring. This Start-Up Challenge is probably one of the most visible initiatives now of Innotribe. In 2012 more than 600 start-up companies were screened during 3 regional competitions (one for the Americas, one for EMEA and one for APAC), and the two winners get away with a 50K$ cash price. The basic objective of this initiative is to bridge the gap between the start-up community and the heads of innovation of the financial industry. Success story: Mastercard acquired the winner of the 2011 edition in 2012 for 40M $.

Financial: own P/L

  • Our best motivation is when third parties pro-actively approach the Innotribe team and ask whether they can buy our services.
  • In 2012, we had our first innovation consulting and facilitation contracts.
  • Some of the challenges we had were related to accounting of these new revenue and cost streams. In a bigger corporation, it is not so self-evident to create a different P/L and decide what revenues and costs have to be allocated to that new P/L. To be continued…

Legal/Governance: by-laws of the company

  • SWIFT is a non-profit co-operative. Certain innovation ideas that are for profit and/or for the benefit of only a subset of the community would require a change in the by-laws of the company.
  • The governance of the company is based on a long tradition of customer consultation and consensus making. For example, our 10,000+ members are represented through 160+ National Member Groups. Consultation takes time, and sometime we want to move faster. We have learned to live with some of these constraints, to choose our battles, and remain passionate, perseverant and patient.

The benefits of Innotribe can be clustered in to three “Impact” vectors: brand, revenue, and people

  • Brand
    • The Innotribe-brand has a strong positive effect on the overall SWIFT-brand. During our 2011 Innotribe at Sibos event in Toronto, our CEO referred to the Innotribe brand as the “strongest brand SWIFT has produced in the last 30 years”
      • The Innotribe-brand is omni-present at internal and external SWIFT events
      • Our design and facilitation techniques create an immersive learning experience
      • Our curation expertise brings the finest speakers, igniters and subject matter experts to our staff and to our community
      • Customers declare it is “their” Innotribe
      • All our activities are appreciated for their freshness, deep design philosophy, and accessibility.
      • The brand reflects innovation, collaboration, youth, dynamism, and novelty.
    • The Innotribe brand is now strong enough to attract dedicated sponsoring, and initial explorations with an own P&L. We are humble enough in knowing that our brand is and will get a substantial part of its value from the connection with the “mothership” SWIFT.
  • Revenue
    • From very early on in the Innotribe history, we are getting challenged on the tangibility of our deliverables, how much they contribute to the company strategy and how much they contribute to the revenue objectives.
    • It is not always easy to find a fine balance between seeing innovation as a means for supporting short-term sales objectives, and innovation as a means to re-define the agenda.
    • A great success story is one of the incubation projects “MyStandards”. As one of the first true incubation ”sandbox” projects, a dedicated team with its own scrum master delivered a new product in one year time, with first paying customers and revenue contribution 3 months after production launch.
  • People
    • Our internal innovation activities touched more than 50% of the company during face-to-face meetings, workshops, events, and facilitation assignments.
    • More than 10% of the staff participated in our innovation challenges
    • Several ideas from the challenge have been implemented
    • But we feel we have to communicate better, at all levels: senior management, middle management, and the workforce at large.

Metrics used

  • Most of our metrics are quantitative and in essence about influence: we measure people reached, number of events, number of facilitations, number of ideas, velocity of ideas from ideation phase to incubation phase, etc
  • We regularly perform NPS (Net Promoter Scorecard) surveys. Participants to our events are very satisfied; non-participants (those who never attended) are skeptical and give us lower scores. Another reason why communication is so important
  • We are not (yet) measured on revenue contribution, but we start feeling the heat in the general crisis-climate of the financial industry, with a tendency to proving short team bottom-line results.

We have also seen some unintended side-effects

  • Tribe behavior. Our events are really special: we architect serendipities and immersive learning experiences. We create connections at people/human level. Our customers love it. We see tribe behavior – like fans for life, groupies – and return customers, who come back only for the Innotribe vibe and connections.
  • We did not plan for it, but in 2012 we are seeing the first customers – both from inside and outside our industry – soliciting us for paid facilitation, consultation and event services.
  • We are also very much in demand by our internal departments. This creates capacity challenges. The biggest challenge is to remain focused and dare to say no. We also have decided to do certain internal/external engagements only against a fee and covered T&E.

Here are some of the most important lessons that other organizations should learn from our Innotribe experience.

Communicate like hell: it’s extremely important to communicate what you do.

  • Hire a PR agency fully dedicated to your external communication. Design with them a communications plan, plan press events, plan regular press interviews, invite press to your events. Use social media tools like Blogs, Twitter, Facebook, Yammer, Chatter, etc
  • It may sound obvious, but have a website explaining what you do, what your methods and tools are, what your deliverables are: this should be the landing page for press and other communication contacts.
  • Appoint at least one person responsible for internal communication. Communicate everything: success stories and lessons learned. Celebrate experimentation, celebrate success. Have small ceremonies for winners of internal challenges. Organise brownbags, hackatons, special staff events

Think in terms of an “Innovation Portfolio”

  • We recommend you start thinking in terms of an “innovation portfolio”, highlighting how many projects and/or how many budget you will allocate to different areas of innovation: innovation in the core, adjacencies, new functionalities, new territories aka disruptive innovation. 
  • Make sure you have some quick wins in core and adjacencies; it will help you getting credibility for doing more disruptive stuff later.
  • Keep fighting for disruptive, don’t get complacent or discouraged, it is your mission to challenge the status quo relentlessly.

Accept craziness, stealth work, but capitalize on what works

  • Innovators do things differently: withhold some ideas that initially sound crazy or impossible.
  • Stealth work. Sometimes you have to walk on thin ice and do actions behind the scenes that are not fully in line with the script or standard procedures. This does not need to be done in secrecy: you can do stealth work in full transparency with your Head of Innovation and your CEO.

Passion, Perseverance, Patience

  • Innovation is challenging the status quo. Many people in your organization don’t like change. They will challenge you. They will fight you. Just accept this as part of the job. Don’t get too frustrated too much by it. And if it gets too much, get yourself a trusted friend with whom you can share your frustration, and get on with it.
  • Your passion is infectious and viral. Talk to as many as possible people in your organization and keep the conversation going. When they see the passion in your eyes and your irresistible enthusiasm, they will follow.
  • Don’t “force” innovation but do “coach” and enable innovation. The metaphor is that of a parent learning a child to bicycle: at a certain moment, you have to release, let the child experiment and fail until it can bike on its own. 
  • Be patient. Sometimes you have to live with the constraints of your organization, and accept it will take time to get where you want to be
  • Innovation is human business

Stay fresh, fun and accessible

  • Almost forgotten, but have fun 😉 Whatever you do, it must have certain lightness, freshness in it.
  • Design surprises/disruptions in the flow of your brainstorms, events, and facilitations. Make people experiment with their hands and build physical things, metaphors: they will love it and smile.
  • We design our events on purpose with some “un-polishedness”: we have learned that if what you do is too polished, too finished, you create distance and you don’t leave much room for input and creativity.

This post/submission is only possible because we have a fantastic team building Innotribe into what it is today. Petervan – the submitter of this story – is just one of the team members. Kosta Peric, Head of Innovation SWIFT, heads the team. Key team members are: Mela Atanassova, Martine Deweirdt, Muriel Dewingaerden, Greet Michiels, Karen Declerck, Matteo Rizzi, Nektarios Liolios, Dominik Debuyser.

We would not be where we are without the support of Lazaro Campos (the CEO who put the innovation team in place in 2007) and his successor Gottfried Leibbrandt who has been a sponsor since day one.

We also would like to extend credits to “the tribe”. We feel honored and humbled they consider us as “their” Innotribe.

Innovation, Open Innovation, Tribe, Events, Start-Up Challenge, Incubator, Facilitation, Architects of Serendipity

More information about Innotribe can be found in following resources:

This post was originally posted on the MIX (Management Innovation eXchange) as part of the HBR/McK M-Prize http://www.mixprize.org/m-prize/innovating-innovation.

Read Full Post »

%d bloggers like this: