(19:58)

In this podcast, Jim Champy, chair of Perot Systems Corporation and co-author of the best-selling management book, Reengineering the Corporation, talks about his latest book, Inspire: Why Customers Come Back. This is the second of Champy's three books in a Financial Times (FT) Press series about new business models. The resources section has a link to Enterpriseleadership.org's podcast with Champy about his second book, Outsmart: How to Do What Your Competitors Can't.

Jim Champy has a talent for seeing the writing on boardroom walls - companies have to change the way they work if they want to be effective. No wonder Champy's book, Reengineering the Corporation, became an immediate best seller throughout the early 1990s. Over the years, Champy's has continued to crank out books and consulted about how companies must redefine business processes and their strategies if they want to compete.

Several years ago, Champy embarked on a journey to find out how companies have devised new ways to do things, and what we can learn from them. Using a filter of double-digit growth and triple-digit growth, he came up with more than 1,000 companies - ranging from mostly emerging companies to some major corporations. Champy's research has turned into a FT Press three book series about new business models pioneered by these high-growth companies. His Outsmart book features case studies about nine companies, such as Partsearch, that are innovating about how to deliver a better customer experience by combining high tech with high touch. Inspire, his latest book, includes eight concise case studies about how businesses, such as Puma and Stonyfield Yogurt, have become successful by inspiring their customers to be loyal for the long term. Deliver, Champy's third book in the series, will focus on how successful companies execute on their strategies.

Champy says that innovation was the key to driving double-digit growth at many of the companies he has profiled. Talking about Inspire, he says a company's vision directly can affect its sales success. "The new generation of customers value transparency and authenticity above all. If you want to keep your customers coming back, you need to learn how to define a consistent value proposition - one that will make your customers stay passionate about doing business with you."

In this podcast about Inspire, Champy discusses the role innovation plays in the Inspire paradigm, the top five characteristics of customer-centric companies, and the ways CIOs and CTOs can use technology to get closer to both internal customers and external customers.

Bio
Jim Champy is chair of Perot Systems Corporation's consulting practice, and is also head of strategy for the company. He directs the company's team of business and management consultants. Before joining Perot Systems, Champy was chair and chief executive officer of CSC Index, the management consulting arm of Computer Sciences Corporation. He was one of the original founders of Index, a $200 million consulting that CSC acquired in 1988.

He also co-authored Reengineering the Corporation, which appeared on the New York Times' best-seller list for more than a year. His follow-up books include Reengineering Management, The Arc of Ambition, Fast Forward, X-Engineering, and his two latest books, Outsmart, and Inspire.

Resources
Jim Champy Discusses Inspire, FT Press
http://www.ftpress.com/articles/article.aspx?p=1349306

How CIOs Can Help Their Companies Outsmart Their Competitors, Enterpriseleadership Podcast with Jim Champy
http://www.enterpriseleadership.org/blogs/podcasts/2008/09/21/how-cios-can-help-their-companies-outsmart-their-competitors-jim-champy

Taking Care of the Company, The Wall Street Journal
http://online.wsj.com/article/SB123914815543399105.html

Production Credits
Tom Parish, Host and Audio Producer

(19:18)

In this podcast, Michael J. Critelli, the retired CEO of Pitney Bowes, discusses how a change of thinking about the marketplace and customers' needs helped to step up Pitney Bowes' efforts to become a technology leader.

Based in Stamford, Connecticut, Pitney Bowes began as an innovative company back in 1908 with the introduction of a hand-cranked, double-locking postage stamp machine. For decades, the company went on to deliver one milestone after another in the postage industry. In 1968, Pitney Bowes acquired the Monarch Marking System Company, which would produce the first barcode equipment for retail trade use. Less than a decade later, the company formed the Pitney Bowes Credit Corporation, providing customers with a range of financial payment solutions.

During the 1980s, Pitney Bowes intensified its marketing efforts to move beyond the mailroom and into the front office. The company introduced a line of copying machines, facsimile machines, and a suite of management services.  In 1990s, however, Pitney Bowes demonstrated its ability to bring innovative technology to the marketplace, especially in the field of digital technologies and software. The company introduced the first in-line weighing and metering system, the first secure digital postage meter, the first inkjet postage meter, and the Digital Document Deliver platform, which provides message management via hardcopy Web, mail, and facsimile.

Under the leadership of Michael J. Critelli, Pitney Bowes's CEO, the company transformed itself into a $6 billion mail and document management solutions powerhouse. In fact, between 2000 and 2007, Pitney Bowes invested about $2.5 billion in 83 acquisitions, primarily in software and services businesses, such as MapInfo, Group 1 Software, PSI Group, and Imagitas.  The company's intellectual property includes more than 3,500 patents in areas such as ticketing, cellular phone payment, shipping, laser printing, encryption, and mail production and processing. Critelli holds six of these patents. Today Pitney Bowes's products and services range from managing corporate mailrooms to supply providing mapping software for applications such as MapQuest.

So, what did it take for Pitney Bowes to undergo this type of an innovative transformation? Critelli says that the most important change was to think differently about the business it was in. "Back in the 1990s, our chief technology officer said. 'When you move a piece of mail on a postal system, three things flow: the material, the money, and the information.' All of a sudden, the light bulb went on for me. We had the opportunity to provide solutions for all three flows, as well as the entire end-to-end processes for those flows. That gave us the framework to think about new opportunities."

In this podcast, Critelli talks about the changes that occurred for the company to undergo the transformation; the business process to integrate technology from the myriad of acquisitions into the Pitney Bowes' brand; the purpose of Pitney Bowes' customer-centered innovation; and the strategic role IT has played in the innovation transformation.

Bio

In 2007, Michael J. Critelli retired as chair and chief executive officer of Pitney Bowes Inc., a $6 billion mail and document management solutions company. He joined Pitney Bowes as a corporate attorney in 1979 where he quickly moved up the ranks to become CEO in 1996 and chairs of the board in 1997. Critelli completed his undergraduate education at the University of Wisconsin and was awarded a J.D., cum laude at Harvard Law School. He is currently advising Connecticut Governor Jodi Rell and Transportation Commissioner Ralph Carpenter on how to make the processes and practices at the State's Dept. of Transportation more effective. Critelli has also served on the board of the Urban League of Southwestern Connecticut and the National Urban League. He joined Easton Corporation's board of directors in 1998.

Mike Critelli's Blog
http://www.mikecritelli.com/

Mike Critelli, Pitney Bowes Chairman, says you like to get unsolicited mail, CatalogChoice
http://blog.catalogchoice.org/2008/10/25/mike-critelli-pitney-bowes-ceo-says-you-like-to-get-unsolicited-mail/

Podcast -- Rob Pew, Larry Keeley and Mike Critelli panel discussion on healthcare, Institute of Design Strategy Conference, May 2008
http://vimeo.com/5189004

Michael Critelli to retire from Pitney Bowes, DMNews
http://www.dmnews.com/michael-critelli-to-retire-from-pitney-bowes/article/110077/

Production Credits
Elizabeth Ferrarini, Executive Producer
Content Strategy and Media Production by Tom Parish, Inc.

(27:06)

In this podcast, Adam Hartung, managing partner of Spark Partners, discusses an innovation business model based on disrupting the status quo that gave way to an organization's foundational success.

If you want to succeed, you have to grow. If you want to grow, you have to disrupt. That is the advice of Adam Hartung, managing partner of Sparks Partners and author of, Create Marketplace Disruption: How to Stay Ahead of the Competition. Hartung adds that you have to make it a basic fact of your organization that disruption is acceptable and possibly even desirable. He says, "Look at the kind of markets Virgin gets into. Sir Richard Branson and his team encourage disruptive ideas. What could be more disruptive than Virgin Galactic, selling seats on space flights? That's how Virgin has produced superior returns for investors, employees and suppliers."

Hartung's Sparks Partners goes beyond helping companies nurture innovative ideas and bringing them to market. Instead, Spark Partners prevents companies from short-circuiting innovation because they lock themselves in to the success formulas that have brought them to where they are. The company's three-step innovation process includes the following:

• Analyzing the external challenges that will disrupt an organization's marketplace.
• Opening the lock that keeps an organization's best ideas from being implemented.
• Converting ideas into success by creating white space within the organization where the ideas are safe and not hampered by established ways of doing things.

Hartung has much first-hand experience helping companies to take advantage of emerging technologies and new business models. He began his career as an entrepreneur, selling the first general-purpose computing platform to use the 8080 microprocessor when he was an undergraduate. At DuPont, Adam built a new division from nothing to over $600 million revenue in less than three years, opening subsidiaries on every populated continent and implementing new product development across both Europe and Asia. At Pepsi, Adam led the initiative to start Pizza Hut Home Delivery. He opened over 200 stores in less than two years. He also led the global expansion mergers and acquisition initiative acquiring several hundred additional sites. He played a lead role in the Kentucky Fried Chicken acquisition.

Adam Hartung is managing partner of Sparks Partners and author of Create Marketplace Disruption: How to Stay Ahead of the Competition. He previously spent eight years as a partner in the consulting arm of Computer Sciences Corporation. He also held strategy positions at The Boston Consulting Group, PepsiCo, and DuPont. He received an MBA from Harvard Business School with Distinction.

Resources

To Succeed You Must Disrupt, Forbes
http://www.forbes.com/2010/03/01/disrupt-change-innovation-leadership-managing-hartung.html

Listen to Competitors, Not Customers, Forbes
http://www.forbes.com/2010/01/06/innovation-customers-competitors-leadership-managing-marketing.html

A Key to a Successful Business Plan, Forbes
http://www.forbes.com/2009/12/07/scenario-planning-strategy-leadership-managing-plan.html

Production Credits

Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

(9:22)

In this podcast, Roger Hardy, CEO of Coastal Contacts, talks about using online technology in innovative ways to build a global e-commerce company to do two things: drive down the cost consumers pay for eyeglasses and contact glasses, and create a superior customer service model to eliminate customers' fears about buying these products online.

If you paid $400 for a pair of glasses with designer frames, then perhaps you need to go online and checkout Coastal Contacts, based in Vancouver, British Columbia, Canada. Founded in 2000, Coastal Contacts bills itself as the world's largest online optical store. Consumers can buy brand name contact lenses from leading providers, such as Ciba Vision and Bausch & Lomb, at up to half the price of optical stores. The same goes for designer eyeglass frames from Gucci and Hugo Boss.

Roger Hardy, Coastal Contacts' founder and CEO, says that his company s has emerged as one of Canada's fastest growing companies. In fact, Hardy says that 2009 was a good year for the company with revenues growing about 17 percent. He attributes much of the company's success to investments in innovative technology to handle the volume of orders and to offer unprecedented customer service. In fact, during one 18-month period, the company fulfilled more than 1.5 million orders.  "Each week we seem to set a new record for sales," Hardy says.

Bio

In 2000, Roger Hardy founded Coastal Contacts as one of the first e-commerce vision care products company. He is currently Coastal Contact's CEO . He built his entrepreneurial career for a transportation and logistics company later purchased by DHL worldwide, followed by Wessley Jessen. Since 2004, he has been a member of the Vancouver Chapter of the Young Presidents Organization. Over the years, Hardy has received many leadership awards, including BC Business Magazine's Top Forty under Forty in 2002, and The Pacific Ernst & Young Entrepreneur of the Year Award (Business to Consumer) in 2006. He graduated from Bishops University in 1993.

Resources
Roger Hardy --- The Visionary, BCBusiness
http://www.bcbusinessonline.ca/bcb/people/2006/10/02/visionary-roger-hardy

Web Sales Grew Nicely for Coastal Contacts in 2009, Internet Retailer
http://www.internetretailer.com/dailyNews.asp?id=32868

Listening to Customers - Sandbox Solutions, Canadian Business Online
http://www.canadianbusiness.com/columnists/roger_hardy/article.jsp?content=20080501_198714_198714

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

(20:11)

In this podcast, Steve Shapiro, InnoCentive's vice president of strategic consulting, talks about how InnoCentive's open innovation model has helped companies solve the most challenging problems.

When the Oil Spill Recovery Institute in Alaska wanted to find out how to pump out the almost solidified oil at the bottom of Prince William Sound from the Exxon Valdez spill, the Institute did not turn to its researchers. Instead they posted a challenge to InnoCentive, an emerging company that specializes in open innovation, also called crowdsourcing. According to The New York Times, the Institute paid John Davis, a chemist from Illinois, more than $20,000 for his idea. Davis, an expert on cement, figured that if making cement vibrate can keep it from hardening, then a similar concept can be adapted to keep the oil in the tanks from freezing.

Founded in 1998 by three scientists working for Eli Lilly, the major pharmaceutical company, InnoCentive, became an independent company in 2005. To date InnoCentive companies, such as Dow Chemical and Procter & Gamble, and not-for-profits have posted more than 1000 challenges on InnoCentive. Research areas include everything from business processes to chemistry. Steven Shapiro, InnoCentive's vice president of strategic consulting, says that today's corporations cannot depend on their internal research and development departments to solve their toughest problems. "They need to look at external resources. InnoCentive enables these organizations to tap into a global network of more than 200,000 solvers who enjoy the challenge of competing for a cash reward. Our partnership with the Rockefeller Foundation is helping to solve problems posted by not-for-profits working in poor countries."

In this podcast, Shapiro explains the reasons for using open innovation to solve tough problems, InnoCentive's business model for generating revenue, some of InnoCentive's most successful challenges, the benefits of using InnoCentive, and the challenges this company faces in this economy.

Bio
Steve Shapiro is InnoCentive's vice president of strategic consulting. He founded the 24/7 Innovation Group, a management research and education company focused on helping organizations be more competitive. Before 24/7, Shapiro spent 15 years with Accenture, where he established and led its Global Process Excellence Practice. He delivered innovation training to 20,000 Accenture consultants. His books include 24/7 Innovation, Goal-Free Living, and The Little Book of BIG Innovation Ideas. He earned a B.S. in Engineering from the School of Operations Research and Information Engineering at Cornell University.

Resources
Open Business Model Player InnoCentive Radically Expands Its Markets, Opensource.Association

http://freethinkr.wordpress.com/2007/09/21/open-business-model-player-innocentive-radically-expands-its-markets/

If You Have a Problem, Ask Everyone, The New York Times
http://www.nytimes.com/2008/07/22/science/22inno.html

Crowdsourcing Innovation: Q&A with Dwayne Spradlin of InnoCentive, Fast Company
http://www.fastcompany.com/blog/kermit-pattison/fast-talk/millions-eyes-prize-qa-dwayne-spradlin-innocentive

Production Credits
Elizabeth Ferrarini, Executive Producer
Content Strategy and Media Production by Tom Parish, Inc.

(19:51)

Many business gurus consider relentless innovation to be the United States' only remaining edge in a global marketplace marked by labor arbitrage and the competitive threats posed by exploding economies in China and elsewhere.

Tom Koulopoulos, the author of a new book, The Innovation Zone, and the founder of the Delphi Group, says, "While some progress is being made on the innovation front, too many U.S. companies still under perform when it comes to driving the type of sustained innovation needed to meet this competitive threat. On the other hand, many corporations are looking at operational innovation as a way to cope with the complexity technology brings."

In his book, Koulopoulos demonstrates how organizations can create and sustain a culture of innovation. Koulopoulos, who writes a blog called The Innovation Zone (http://www.tomkoulopoulos.com) says that if public and private organizations are serious about taking the lead in innovation and re-invigorating the marketplace and U.S. economy, they must move behind the hype of innovation and apply proven techniques and processes. His book provides a how-to-do blueprint for innovation process methods that organizations can put into practice. He says, "We need to stop singing innovation kumbaya and start delving into the practice and science of innovation."

Koulopoulos' insights about innovation have received wide praise from luminaries such as Peter Drucker, dee Hock, and Tom Peters who called Tom Koulopoulos' writing, "a brilliant vision of where we must take our enterprises to survive and thrive." According to Peter Drucker, Tom's writing "makes you question not only the way you run your business but the way you run yourself." He is also editor of the Delphi Report, a quarterly journal for business and technology leaders.

He sees signs that organizations are embedding innovation in their business practices, and that they have devoted both financial and staff resources to innovation. He says, "It's surprising to me that more companies actually are putting people in positions of authority with respect to innovation. They are not necessarily new people; they are folks that are already on staff, but they also are carrying that [innovation] badge."

In this second Enterpriseleadership.org podcast, Koulopoulos talks about the following:

• the status of technology efforts in the U.S. corporations;
• the challenges of IT innovations in global corporations;
• the ways companies have used IT in innovative ways;
• the need for corporate education programs in innovation;
• the things CIOs and CTOs need to do to get involved in corporate innovation; and
• the way his organization works with clients to drive corporate innovation.

Bio

Tom Koulopoulos is the founder of the Delphi Group, a 20-year-old Boston-based thought leadership firm providing advice on leading edge technologies to global 2000 organizations and government. He sold Delphi to Perot Systems in 2004 and today serves as managing director of a global innovation lab.

During the past two decades Tom Koulopoulos' works have introduced core industry concepts, frameworks, and vernacular that describe the impact of technology on business. These things include Single Point of Access, Touch Points, Digital Control Rooms, Business Operating Systems, Corporate IQ, Information Value Chains, and Smartsourcing.

InformationWeek named him one of the industry's most influential information management consultants. Koulopoulos' insights on the implications of IT on global organizations frequently appear in national and international print and broadcast media, such as BusinessWeek, The Wall Street Journal, Forbes, The Economist, CNBC, CNN and NPR.

Tom Koulopoulos' eight books include: Smartsourcing, Corporate Instinct, Smart Companies, Smart Tools, and The X-economy.

Tom Koulopoulos has also been an adjunct professor at the Boston College Wallace E. Carroll Graduate School of Management and a guest lecturer at the Boston University School of management and Harvard University. He is the former director of the Babson Center for Business Innovation.

Resources

Enterpriseleadership.org Podcast - Tom Koulopoulos - The Innovation Zone
http://www.enterpriseleadership.org/blogs/podcasts/2009/06/29/podcast-with-thomas-m-koulopoulos-author-of-the-innovation-zone

Podcast -Tom Koulopoulos on Unemployment, Innovation & the PUMA Personal Transportation Vehicle from Segway & GM, The Wall Street Journal Online
http://arikjohnson.com/2009/04/10/tom-koulopoulos-on-unemployment-innovation-the-puma-personal-transportation-vehicle-from-segway-gm/

IT Outsourcing According to Tom Koulopoulos, Wisconsin Technology Network
http://wistechnology.com/articles/2795/

Architecture & Process keynote: Tom Koulopoulos
http://www.column2.com/2008/04/architecture-process-keynote-tom-koulopoulos/

Production Credits

Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis

In this podcast, Michael Hugos provides insight from his CIO experience and his latest book, Business Agility – Sustainable Prosperity in a Relentlessly Competitive World.

Michael Hugos, the former CIO for Network Services Company, took a different track when he wrote his latest IT book. Business Agility – Sustainable Prosperity in a Relentlessly Competitive World provides business executives with tools and tips on how they can help IT professionals drive business revenue. He says that IT professionals tend to forget that the business is where the money is. That's why IT exists." He adds that technologies, such as cloud computing, open source and virtualization, will provide great cost benefits to the business. "We need to be in better position to guide these decisions."

Hugos has first-hand experience working with business executives to drive revenue at Network Services Company, an $8 billion cooperative of 86 distributors that market industrial products to major companies. Before this company became agile, the profit margin on coffee cups was practically nothing and getting smaller. Multiply this by Network Services' distributors who sell to 5,000 stores across the country. He says, "We banded together under this cooperative and worked closely with sales. Interesting things started to happen and ideas for making more money started to flow." The information-based, value-added services Hugos helped to devise returned a two percent to three percent profit margin. "If you do things right, you can earn more money or what he calls the agility dividend"

Hugos thinking is nothing new. He refers to the invisible hand theory which Adam Smith, the great British economist, came up with 250 years ago. He says, "The invisible hand pushes the price of all products to their cost of production. No amount of fast talking sales people and ball game tickets will change this."

The end result for Network Services was complete transparency for more products. Hugos says, "Out of the 50 items we came up with, we carried out 25 for them. For example, we could fill an order directly off a purchasing system or via EDI or XML. We now had a customized solution that made our paper cups more valuable."

In this podcast, Hugos provides some current IT enablers that will help an organization achieve speed and agility, give some examples of companies that have achieved both business and IT speed and agility, and offers takeaways to help CIOs assess the business impact of IT based on speed and agility.

Bio
Michael Hugos, at Center for Systems Innovation [c4si], mentors companies and teams in practices of IT and business agility. Up until 2006, he was the corporate CIO at Network Services Company, an $8.2 billion cooperative distributor of janitorial product and disposable food service items. His books include the Essentials of Supply Chain Management (2nd Edition), Building the Real-Time Enterprise, and he contributed to CIO Best Practices -- Enabling Strategic Value with Information Technology. His most recent book is Business Agility – Sustainable Prosperity in a Relentlessly Competitive World.

Resources
Michael Hugos' Blog, CIO Magazine, "Doing Business in Real Time"

http://advice.cio.com/taxonomy/term/30

Michael Hugos' Website

http://www.michaelhugos.com/Center_for_Systems_Innovation.html

Production Credits
Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer
Audio Editing by Doug Marcis

In this podcast, Mark Lobel, a subject expert at PricewaterhouseCoopers, discusses the pros and cons of the four facets of cloud computing. He also touches on other cloud computing issues that should be of concern to CIOs.

Cloud computing has become an interesting and important subject on the minds of most CIOs. Its complexity has forced CIOs to think about what applications make sense to move to the cloud, what type of a cloud -- internal versus external, will work best for the organization, and how does an organization know its data will be secure?

PricewaterhouseCoopers recently published its quarterly Technology Forecast with an emphasis on cloud computing. Based on material in the report, Mark Lobel, a subject expert for PricewaterhouseCoopers, looks at cloud computing as having four facets. If one were to draw a matrix with four boxes, the top left box would include software as a service, and infrastructure as a service would be below it. The top right side of the matrix would include on-premises and off-premises or a combined public and private cloud application capability, and cloud bursting would be below it.

In this podcast, Lobel looks at the pros and cons for using each one of these cloud computing facets. He also looks at the overall strengths and weaknesses of the cloud computing industry; the way an organization's culture affects its approach to cloud computing; the ROI benefits of cloud computing; the way cloud computing will change applications development; and some takeaways CIOs should consider before deploying a cloud computing strategy.

Bio
Mark Lobel is the global PricewaterhouseCoopers subject matter expert on security benchmarking, as well as other subjects such as cloud computing. He frequently speaks on benchmarking and other topics for the MIS Training Institute, The Information Security Forum, IBM Training, and other organizations. He is the lead professional on PricewaterhouseCoopers' annual Global Security Survey with CIO and CSO magazines.
He is a Certified Information Systems Auditor, a Certified Information Systems Security Professional, and a Certified Information Security Manager (CISM). Lobel also belongs to the Information Security Systems Audit and Control Association CISM Task Force helping guide the development of this new security certification. His other association memberships include the New York Chapter of ISACA and the New York Chapter of the Information Systems Security Association. He received a B.S in broadcast communications from Oswego State.

Resources
Mark Lobel of PriceWaterhouseCoopers: Update on Recent Information Security Trends, Bank Info Security
http://www.bankinfosecurity.com/html/mark-lobel-pwc-podcast.html

Podcast: 10 Minutes on Data and Identity Theft, PricewaterhouseCoopers
http://www.pwc.com/us/en/10minutes/podcast/index.jhtml

PricewaterhouseCoopers: Security Budgets Remain Intact, Channel Insider
http://www.channelinsider.com/c/a/Security/PriceWaterHouseCoopers-Security-Budgets-Remain-Intact-440154/

Production Credits

Elizabeth Ferrarini, Executive Producer
Tom Parish, Host and Audio Producer

Audio Editing by Doug Marcis