Protecting Open Innovation from Corporate Antibodies

by Andrea Meyer

Point: By picking where open innovation occurs and what it communicates to the rest of the organization, innovators can protect open innovation efforts from corporate antibodies

Story: All organizations, especially large ones, have an "immune system" in the form of an army of fine-tuned antibodies that root out risk and threats to the smooth-operating status quo. These antibodies help drive efficiencies, attack waste, promote uniform performance, and prevent infection for foreign ideas.

That's good for efficiency, but innovation requires taking risks and changing the status quo to create more value. That makes innovation a prime target for the cleansing action of antibodies. Open innovation (OI) is especially prone to antibody response because it involves foreign ideas. At the December 2009 Open Innovation Summit, presenters from HP, CSC, Clorox, and Shell described how they avoided corporate antibodies at their companies. The techniques addressed who participates in open innovation, where they operate, and what they communicate so that innovation succeeds and doesn't get killed by antibodies.

For example, Russ Conser, Manager of EP GameChanger at Shell, offered a good metaphor for where to do open innovation. He showed an image of a young girl building a castle in a sandbox under a large umbrella. The sandbox metaphor works on two levels. It provides a protected place for innovation to do its value-creating experimental work. The sandbox also is the container for the innovator's gritty sand, protecting the larger organization from the risky rough ideas.

Phil McKinney, SVP and CTO at Hewlett Packard, concurred - HP put its OI in a quiet corner of the Personal System Group. The sandbox creates an antibody-free zone for innovation work and protects the larger organization from the early-stage risks of innovation.

When communicating about open innovation efforts, innovators' communications can either attract attacking antibodies or help pacify them. What innovators and their representatives say determines how antibodies react. For example, Lemuel Lasher, Chief Innovation Officer at CSC, cautioned that innovators shouldn't be too quiet or too secretive, especially when the facts are on the side of the innovator. Innovators should be provocative as long as they don't provoke too strong an immune reaction.

Ed Rinker, Manager of the Technology Brokerage Group at Clorox, used hard-hitting facts to convince his organization to deviate from its brand strategy. Consumer trends toward gentle green and natural products seemed antithetical to the Clorox brand of strong cleansers. Rinker used facts like marketing tests that proved consumers preferred GreenWorks with the Clorox name on the product to convince the antibody nay-sayers.

The most-cited communications recommendation, used at HP and Shell's programs, is communicating what the innovators did and not what they are doing or planning to do. This focuses the discussion on the new products, new customers, new revenues, and new profits generated by innovation, rather than on the potentially risky or disruptive projects underway by the innovators. Shell's Gamechanger Group continues to thrive after 12 years inside the billion-dollar giant because they show results.

Action:

• Find an 'air-cover' executive who provides the umbrella of protection for innovation
  
• Use a quiet corner or sandbox where innovators can generate results without interference or creating risk
  
• Describe the good projects you did, not the risky projects you're doing or plan to do
  
• Live on the boundary between sufficiently provocative and excessively provoking

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Author of more than 450 company case studies and contributor to 28 books, Andrea Meyer writes & ghostwrites about innovation, IT and strategy for clients like MIT, Harvard Business School, McKinsey & Co., and Forrester Research. Follow her at www.workingknowledge.com/blog and twitter.com/AndreaMeyer.

Open Innovation Summit - Day Two

by Braden Kelley

The first edition of the conference was held in Orlando, Florida at the Crowne Plaza Orlando Universal. The second annual Open Innovation Summit will be held August 11-13, 2010 in Chicago, IL.

The second day of the conference kicked off with Robert Brands. Here are some of the key takeaways from Robert and the other speakers on the second day:

Robert Brands (InnovationCoach) - Creativity x Risk Taking - There is a multiplier effect if you have the courage. Internal innovation projects need a champion to overcome corporate antibodies and those champions need to be part of other teams. Too often we forget to train our people on the basics of doing proper project management, meeting management, new product development (NPD) next practices, etc. Innovation accountability is critical. Robert Brands is right, many companies don't effectively manage projects or meetings - lots of lost $$$ and time as a result. A survey of 100 firms found the most challenging practices in innovation to be risk-taking, accountability, and inspiration.

Stephen Shapiro (Innocentive) - The worst thing we do for innovation in organizations is hire for competency and chemistry. We need diversity in teams. Organizations have personalities too and these dictate how people work with each other in the organization. Organizational personalities tend to be action/planning focused and idea people tend to get squeezed out - hurting innovation.

Ed Rinker (Clorox) - Clorox has embedded Open Innovation teams that pursue business unit opportunities and a centralized Open Innovation team to pursue breakthru ideas. We use a lot of data and our stage gate process to better evaluate which projects to fund and which to continue. Clorox focuses open innovation efforts on Tech Brokerage, Growth Networks, and Global Stewardship. Growth Networks looks for the holes in our growth plans and focuses on external networks to try and fill the holes. Clorox cross-functional innovation teams include tech brokers, external networkers, designers, sales/mktg, market/consumer research. We make up for our disadvantage in patents to P&G and others by leveraging the IP of external partners who have more IP than P&G.

James Todhunter (Invention Machine) - People think that Open Innovation is about creating new pathways for getting ideas from outside into the organization - not so. Open Innovation is about integrating our external relationships into our internal processes and capabilities. People who are focusing on Open Innovation as idea generation are finding that the signal to noise ratio is quite high. In Open Innovation, partner relationships are often unstable and pose risks to brand equity if not managed well. Companies run into problems with innovation because they are focused on idea and don't have good processes to support innovation. Alignment, authority, and actualization are needed for successful Open Innovation.

James Todhunter (Invention Machine) - In Open Innovation you have to be careful about a partner going and working with a competitor instead - Have you considered this risk? People need to really think about whether their innovation is coming from an idea-first approach or a needs-first approach. In a needs-first innovation approach, you can do directed-ideation. To address alignment issues, you need to engage constituencies in a needs-first innovation dialog. Open Innovation will not work without bi-directional value. Focusing Open Innovation on extracting value is doomed to failure.

James Todhunter (Invention Machine) - People that submit ideas don't always have all of the insights and knowledge to create fully-formed, valuable ideas. Don't ignore the power of secondary research and bring the information you have together in a cohesive way to drive innovation. Use knowledge-enabled innovation processes, research universe of knowledge, and bring in experts to help break through inertia. Don't forget to do anticipatory failure analysis as part of your innovation process. From Ideation to Product Innovation = Ideation -> Capture -> Research -> Rank/Qualify ->Validate/Refine -> Productize.


"3 F's of Innovation - Fit, Feasibility, Finance" - James Todhunter (Invention Machine)

"Leverage power of Innovation Intelligence Ecosystem" - James Todhunter


BONUS: Here is my video interview with James Todhunter - CTO of Invention Machine - recorded live at the Open Innovation Summit





Greg Fox (Cisco) - The back of every Cisco badge has the principles of Cisco's culture on it. Cisco is looking at new ways to partner - both growing ecosystems and compartnering (comfortable with competing and partnering). Every market adjacency we are seeking to address requires a partner ecosystem. We will compete aggressively with orgs like Microsoft, but at same time we will collaborate with them for good of the customer. Cisco alliance approach = Evaluate -> Form -> Incubate -> Operate -> Transition -> Retire.

Greg Fox (Cisco) - Cisco is trying to move from a culture of competition to a culture of shared goals. Every organization in Cisco (including councils) has a Vision-> Strategy -> Execution captured and communicated. Out of 1,000 potential acquisitions identified, Cisco contacts about 100, does due diligence on about 30, and closes about 9 deals. Cisco has a well-defined acquisition strategy - focus on similar core values, people, technology, and where effective integration is possible. Cisco has alliance extranets to link with partners and share joint business and marketing plans.

On the second Intellectual Property (IP) panel, they spoke about how there is no standardization amongst university tech transfer offices - Some have to get governor approval. Another big problem companies have in working with universities is that they act as if they have an innovation, but no, they usually only have an invention, and they tend to price an invention as if it were an innovation. Many universities make crazy demands in selling IP - sometimes even IP that hasn't issued a single patent yet.

Most university tech transfer offices want to sell the next Gatorade - they need to focus on hitting singles and doubles instead. University tech transfer offices often don't take into account all of the work it will take to commercialize an invention's IP. People who are interested in tech transfer office rankings should check out "Innovation U" - you can Bing it. University of Wisconsin-Madison is an innovator in tech transfer. Eugene Buff made an audience comment that most university tech transfer offices are more focused on faculty retention than on revenue. Carrington Smith says Air Products focuses on university professors in starting their IP licensing process - not on tech transfer offices.


"When world is flat, you don't have to emigrate to innovate" - John Tao (Weyerhauser)


John Tao (Weyerhauser) - Drew a distinction between baseline, trending, control, diagnostic and planning measures vs. results & in-process metrics. Weyerhaeuser also has innovation metrics on leadership & culture. Their metrics for Open Innovation include the percentage of revenue derived from alliances.

Linda Beltz (Weyerhauser) - Measurements are only as good as your measurement capability, and measurement needs change over time. Early in Open Innovation maturity, the cultural measures are most important. Later the financial measures are more important.


"Open innovation is not about outsourcing." - John Tao (Weyerhauser)


Stephen Hoover (Xerox) - It took a decade for Xerox to further develop Chester Carlson and Battelle's IP into the successful product that gained traction. Innovation and Open Innovation are leaky funnels and that's okay because you can't do everything. Open Innovation efforts should start with suppliers, partners and customers, but of course don't ignore other innovation sources. Xerox focuses on dreaming with our customers - "What if you could print on magnets?" - Now we sell paper shaped magnets for fridges.

Stephen Hoover (Xerox) - We look at customer empathy (latent needs), trend analysis, market surveys, focus groups and non-customer analysis for innovation. Xerox created a CTO-led Open Innovation Council with P&G. We're finding value with P&G that we didn't initially anticipate in the original agreement. He showed partner example with XMPie and Multi-Media personalized Imaging - very cool stuff. Next step is to take personalized imaging to digital - personalized web page linked on a DM piece - 5-10x response improvement.

Stephen Hoover (Xerox) - Too many organizations don't instument to test (or to educate or to market) in the online environment - Don't forget this! Open Innovation helps to share the risk - We only invest in 1 in 10 reasonable ideas. Nothing wrong with collaborating with competitors on foundational research at universities - shared risk - government pays attention. When we go to the state and universities with our competitors saying that a research area is important - we get their attention. Faculty members will get the rest of the system to follow along with what they want to do so.

Stephen Hoover (Xerox) - Xerox is really pushing services innovation research because services is the fastest growing part of the economy. Almost every company has outsourcing partners - UPS or FEDX are your shipping department if nothing else. Sharing the risk by balancing financial investment versus skills investment by partnering with others. How do we respond to competitive copying? - We focus on trying to make it easier to partner with us - It's a race to be faster!

Stephen Hoover (Xerox) - We have done our best to keep projects alive in the downturn with our partners so that we have projects in 12-24 months.

Overall it was a great conference, and it reinforced how important senior leadership support is to successful innovation, along with other things like good processes, cross-silo communications. I look forward to the August Open Innovation Summit in Chicago.


Check out the Open Innovation Summit - Day One wrapup here.

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Braden Kelley is the editor of Blogging Innovation and founder of Business Strategy Innovation, a consultancy focusing on innovation and marketing strategy. Braden is also @innovate on Twitter.

Open Innovation Summit - Day One

by Braden Kelley

Earlier this month I led a workshop at the Open Innovation Summit on identifying and removing barriers to innovation with special guests: Greg Fox (Cisco Systems), Helene F. Rutledge (GSK Consumer Healthcare), and Hutch Carpenter (Spigit).

The first edition of the conference was held in Orlando, Florida at the Crowne Plaza Orlando Universal. The second annual Open Innovation Summit will be held August 11-13, 2010 in Chicago, IL.

After the workshop I covered the rest of the Open Innovation Summit on Twitter as @innovate - check out the #OIS09 transcript courtesy of @renee_innosight.


"Press has done a good job of turning innovation into the buzzword of the decade." - Philip McKinney (HP)


The conference kicked off with Phil McKinney of HP, and he was followed by innovation leaders from companies such as CSC, Shell, P&G, Whirlpool, Clorox, Xerox, and more. I don't think there was a single company speaking at the conference with an open innovation effort that didn't also have an internal innovation effort as well. Personally, I believe that it is imperative to launch an internal innovation effort first in order to work the kinks out and build up your capabilities internally before opening yourself up to the outside.

Some of the key things that came out of Phil McKinney's talk included the idea that companies and countries will have to choose whether they will be focused on creating ideas or on implementing ideas. Also, as knowledge becomes a commodity and work is off-shored and verified on-shore, creativity is becoming the key to creating value. At the same time, there is often an innovation gap as many ideas submitted are not well thought-out, but at the same time the stupid ideas are often the only ones radical enough to generate big returns.

Never forget that creativity is not a gift, it is a skill that can be developed and strengthened. Ask "killer questions" to force people to look beyond the obvious, and try to prevent people from stopping after they hear the first reasonable solution. Companies do a variety of things with the people who submit selected ideas, HP plucks teams that submit successful ideas out of the business and puts them into innovation project teams focused on creating a successful launch. Change is hard for middle managers. Don't tell them what you are going to do, tell them what you did. Final point - ideas are becoming the oil, the gold - the highly valued - So, does this mean that ideas are becoming a commodity then?


"Ideas without execution are a hobby" - Philip McKinney (HP)

"Innovation results from the creative application of intellectual capital in a disciplined manner to a problem." - Lem Lasher (CSC)


Other conference highlights:

Lem Lasher (CSC) - How do you define innovation when employees have different first languages? - Answer: Use lots of visuals

Lem Lasher (CSC) - Innovation is difficult because most innovations will fail. But obstacles are put up because our mindset is to 'not fail'. "We kill innovation by trying to eliminate risk."

Lem Lasher (CSC) - "While management is focused on the seeds of innovation, they get rid of the water, they get rid of the sunlight, the oxygen, etc." - Great management understands innovation tension and focus on improving the quality of the supporting ecosystem. Great innovation leaders create an innovation agenda that is just provocative enough to enable change without stimulating corporate antibodies. CSC focuses on incremental and adjacent innovations, consciously avoiding breakthrough or radical innovation.

Lem Lasher (CSC) - Revolutionaries hate change so much that they seek to create their change with violent efficiency (so they don't have to change). Who is putting their career on the line for improving innovation process and culture in your organization?


"None of us went to school to learn how to fail. The more we try to succeed by innovating, the more we are destined to fail." - Lem Lasher (CSC)


Raj Aggarwal (Rockwell Collins) - Open Innovation for Rockwell Collins is the augmentation of internal R&D efforts with innovation from outside the company. "Internal R&D is a development process, while open innovation is a discovery process." Open Innovation is critical but requires changes in processes - companies that try to force Open Innovation into existing processes will fail.


"75% of firms expect 40% of innovation to come from external sources by 2012." - Raj Aggarwal (Rockwell Collins)


Russ Conser (Shell) - Shell talks about revolutionary versus evolutionary innovation. Revolutionary innovation looks less attractive in the beginning. Innovations follow an S-curve - don't look good early, but in hindsight their value is clear. GameChanger works to try and use different people, process, criteria, etc. to get different outcomes than core business. It's not about the idea, it's about the people and helping them make their idea real.

Russ Conser (Shell) - Shell invests not all at once, but in tranches, and evaluates submissions against six criteria - Potential Value? Could it work? Novelty? Why Shell? Sustainability? Doable Plan? The crazy ideas more likely to get funding. At the same time, your innovation program should be both transparent and below-the-radar. Too much attention, and the corporate antibodies come out.

Ed Harrington and Adam Hansen (Ideas to Go) - Everyone can be trained to be creative, but find the ones who are better at it and train those people instead. Accelerate ideation by bringing in metaphorical thinkers. Insightful people are generally self-revealing. They are happy to share their ideas. Innovators are not always the ones who come up with ideas, but they have a talent for knowing what's valuable.

Ed Harrington and Adam Hansen (Ideas to Go) - With Open Innovation, some people submit, some people have trouble expressing idea, others have no ideas but want to participate. Open Innovation is not a perpetual motion machine... We advocate an episodic approach as opposed to an always open approach when it comes to Open Innovation. Duplicate submissions are one of the key problems to solve for when you go to wide-open innovation. When it comes to duplicates in open innovation submissions - "Let the best expression win."


"I as a business person want to know what my competitors want to own." - Jackie Hutter (Hutter Group)


Jackie Hutter (Hutter Group) - If you are not communicating to General Counsel and IP lawyers what you expect from your IP portfolio, then you're leaving money on table. Some companies prevent people in business from doing patent searches, they fear that somehow it will taint things (create risk). You should be tracking competitive patents because they tell you where competitors are making technology investments. When it comes to patent searching you must frame the question properly so that it yields a narrow & relevant result set. Patent searching can also help you identify ideas that are 'half-baked' (in a good way) that you can acquire and finish off.

Carrington Smith (Air Products) - Keep in mind that by the time it shows up in a patent search tool, host organization has been working on technology for a while. I'm surprised that more companies don't integrate the out-licensing of IP and insourcing of IP and Open Innovation into one team. Many organizations don't look sufficiently at what value their patent portfolio actually has.

Pramod Reddy (P&G) - P&G has 9,000+ people in R&D but there are 2,000,000 researchers working in science areas of interest to P&G. Anything outside the inner circle of project teams is considered part of P&G's Connect + Develop program. The second deal with the same partner takes half as long and is worth twice as much as the first. The speed of review is very important to Open Innovation success, as is communicating to people "no thank you" instead of no response. P&G has done joint ventures with competitors. Why are others so afraid to do the same?

Pramod Reddy (P&G) - P&G is now undertaking proactive approach to Open Innovation through developed networks of potential providers. P&G is now trying to make it so that Connect + Develop (C+D) is the way we work, not a separate program with success stories. Team of 70+ technology scouts around world and must have broad technology understanding and good social skills for networking.

Moises Norena (Whirlpool) - Check out this article for presentation details


"Innovation is all about Enablement" - Robert Zivin (J&J)

"Innovation is Polytheistic" - Robert Zivin (J&J)


Robert Zivin (J&J) - When choosing to pursue innovation, you are choosing internal disruption - we have to be in the business of disrupting ourselves. We have to manage the disruption of ourselves. We have pharma, medical devices, and over the counter stuff too. The more it costs to manufacture a product, the easier it is to do Open Innovation. Capital costs are a hurdle to IP theft. We train a co-operative of people to help respond to the external Open Innovation submissions and help triage. We have a 30-day SLA on our Open Innovation web site - We've got to get back to people (even with a "no") rather than say nothing. The John Hopkins/J&J/Entrepreneur/Philanthropy partnership they've created, could serve as an alternative to the typical University tech transfer process


"In early stage innovation, relationship trumps ownership" - Youseph Yazdi (Johns Hopkins)


Helene Rutledge (GSK) - GSK looked at Samsung, Apple, Roche, P&G, and others in building their approach to Open Innovation. The GSK Open Innovation Model is Want -> Find -> Get -> Manage. The GSK Consumer Innovation Team workspace - The Hub - has people sit in different desks every day in an open plan flexible workspace. GSK's Open Innovation Model requires idea to have scientific proof, solid business case, be unique & have competitive advantage.

Helene Rutledge (GSK) - Aquafresh Isoactive was an Open Innovation example that involved partnering with four different external partners, and idea came from adjacent industry (shaving gel). 'What's In It For Me?' applies to open innovation as well. Hiring for open innovation at GSK involves finding people with a balance of technical licensing and product development experience.

Cheryl Perkins (InnovationEdge) - The soft things are often the hardest when it comes to innovation culture change. Iceberg of Organizational Culture - below water you have norms, unwritten rules, shared assumptions, values, and shared beliefs.


"The future of innovation strategy is all about optimizing relationships." - Cheryl Perkins (InnovationEdge)


Overall it was a great conference, and it reinforced how important senior leadership support is to successful innovation, along with other things like good processes, cross-silo communications. I look forward to the August Open Innovation Summit in Chicago.


Check out the Open Innovation Summit - Day Two wrapup here.

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Braden Kelley is the editor of Blogging Innovation and founder of Business Strategy Innovation, a consultancy focusing on innovation and marketing strategy. Braden is also @innovate on Twitter.

Innovation Convergence

by Stephen Shapiro

I never really thought much about toothpaste. But at the last two innovation conferences where I spoke, toothpaste was one of the hot topics.

At the FT Innovate conference in London, Unilever discussed their "Signal White Now" (and other brands) toothpaste. Instead of using harsh bleaches and abrasives, they borrowed an optical-effect technology from their laundry team. This toothpaste uses a blue pigment to make yellow teeth instantly appear whiter. This same ingredient is used to make white clothes look even whiter.

At the Open Innovation Summit in Orlando, GSK discussed how their "Aquafresh iso-active" toothpaste borrowed an idea from Edge shaving cream (now a division of Energizer Holdings, Inc). The toothpaste comes out like a gel, but foams in the mouth, much like the shaving cream. This formulation, according to the can I was given, removes 25% more bacteria than regular toothpaste - or 3x more according to the picture on the right.

This got me thinking. If toothpaste manufacturers can get ideas from shaving cream and laundry detergent, where else could they get ideas? Within 5 minutes, I thought up a few ideas of how to gain inspiration from other products:

1. Pop Rocks: As a kid, I loved how Pop Rocks, the carbonated candy, exploded in your mouth. What if you added Pop Rock-like crystals to toothpaste? Not only would the toothpaste foam, it would fizz and explode. Maybe this would blast the plaque off your teeth. Of course, it might blast off your teeth like Pop Rocks reputedly did a few times.


2. Shampoo: Shampoos are infused with vitamins and minerals to give your hair bounce and shine. What if you infused toothpaste with these ingredients? Or maybe you could add some homeopathic remedies - for those who believe in these alternative "medicines." Sublingual administration (under the tongue) is a common and effective way of delivering drugs directly into the bloodstream.


3. Conditioner: We use shampoo to clean and conditioner to protect. Maybe they can create a tooth conditioner; a special toothpaste that you use after your regular toothpaste. It could coat your teeth to prevent staining, bad breath, or split ends. Even better, they could borrow the "technology" used by shampoos like "Pearl" that combine shampoo and conditioner into one formulation.


4. Moisturizers: Several moisturizers have an AM and a PM formulation. One is used in the morning and the other at night before you go to sleep. The AM formula of toothpaste could be infused with caffeine that would be absorbed into the bloodstream sublingually (see idea #2 above). And the PM formulation could be infused with melatonin to help you sleep better at night.


5. Weight Loss Products: I'm not sure how this would work, but what if you could create a toothpaste that somehow made certain foods taste bad? This might cause you to reduce the amount of food you eat. Or maybe there is another way to make toothpaste a weight loss product. OK, this one is a stretch, but there might be a kernel of an idea there!

In a breakout at the Open Innovation Summit, an innovation leader from Johnson & Johnson, when asked to name the most important word for their business right now, answered "Convergence." By this, he meant the sharing of ideas across business units and brands.

Ideas can indeed come from anywhere. And quite often, the best ideas will come from inside your own organization - just from a different product, function, division, or brand. Where will your next big idea come from?

If you have other toothpaste innovation ideas, I would love for you to post them as comments!

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Stephen Shapiro is the author of three books, a popular innovation speaker, and is the Chief Innovation Evangelist for Innocentive, the leader in Open Innovation.

Barriers to Innovation Workshop

by Braden Kelley

This week I will be leading Workshop B on identifying and removing barriers to innovation on December 2, 2009 at the Open Innovation Summit in Orlando, Florida at the Crowne Plaza Orlando Universal.

Adding a front line perspective to the workshop will be:

• Greg Fox (Cisco Systems) - Chief Marketing Officer, Strategic Alliances, WW Operations & Business Development


• Helene F. Rutledge (GSK Consumer Healthcare) - Director of Open Innovations


• Hutch Carpenter (Spigit) - Vice President of Product

The workshop will be a discussion with participants about identifying the barriers to innovation that can cripple the innovation capabilities that make organizations successful. This interactive workshop will also examine how to make immediate changes in your organization to start removing participants' particular barriers to innovation and accelerate their organizations' innovation capabilities.

Highlights will include:

• An examination of how successful organizations go from nimble David to sluggish Goliath


• An introduction of a framework for identifying barriers to innovation


• Group Exercise - How to identify the barriers to innovation within your organization


• An analysis of how others have removed barriers to innovation in their own organizations


• Group Exercise - How to remove barriers to innovation in your organization

There is still time to register for the Open Innovation Summit and my Workshop B for $1000 off with code YPY692 online or by phone at 781-939-2500.

After the workshop I will be covering the rest of the Open Innovation Summit on Twitter as @innovate at the hashtag #OIS09, and will be writing up some blog entries after the event for Blogging Innovation.

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Braden Kelley is the editor of Blogging Innovation and founder of Business Strategy Innovation, a consultancy focusing on innovation and marketing strategy. Braden is also @innovate on Twitter.