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Contents

Welcome 4

The judges 6

Real Innovation Awards winners 10

The fi nalists 12

The Peoples Choice winners 24

About 26

Thank you 30

4

Welcome

It is with great pleasure that we welcome you to the inaugural Real Innovation Awards ceremony.

Innovation is fundamental to long-term success in business, and every year there are many awards given out to the most innovative companies. But these awards are usually given for the wrong reasons. Often it is the celebrated visionary leader or the cool new product that gets the attention. Our purpose with the Real Innovation Awards (RIA) is to highlight the messy realities of the innovation process.

Real innovation is haphazard and serendipitous, and often requires a good dose of luck. It requires a willingness to fail. It needs stubborn, even slightly crazy people who are prepared to challenge the existing order. And it needs good timing some great ideas come along before the market is ready for them, while others arrive too late.

In collaboration with our colleagues at Management Today, we have created six unusual award categories, each one highlighting a different aspect of the real innovation process. We had more than 400 nominations, and from this impressive set of companies and individuals we put together a shortlist of fi nalists.

Our judges chose one winner per category, who will be honoured this evening. We will also be recognising the Peoples Choice winners who were chosen through a popular vote on our website.

In this booklet we have put together brief descriptions of the winners. We want to get executives, innovators and entrepreneurs thinking much more broadly about what innovation success looks like in reality, and to inspire the next generation of businesspeople in their innovative endeavours.

Julian BirkinshawDirector of the Deloitte Institute of Innovation and Entrepreneurship

5

Innovation is not something that just happens. It comes from the freedom to experiment and fail coupled with real determination and commitment. I am delighted to be a part of the Real Innovation Awards a celebration of the diverse skills, hard work and sheer persistence needed to make innovation a success.

Vimi Grewal-Carr, Managing Partner, Innovation and Delivery Models, Deloitte.

6

Julian Birkinshaw

Tim Brooks

Julian Birkinshaw is Professor of Strategy and Entrepreneurship at the London Business School, and Academic Director of the Deloitte Institute of Innovation and Entrepreneurship. He is a Fellow of the British Academy and the Academy of Social Sciences.

Professor Birkinshaws new book out in March 2017 is called Fast/Forward: Make Your Company Fit for the Future.

His research focuses on how large companies can become more innovative and agile in todays turbulent business environment.

He came 43rd in last years Thinkers 50 ranking of the top global business thinkers.

Tim Brooks is CEO of BMJ, a global medical knowledge provider.

His career in publishing began when he launched his own magazine business in his twenties, and he has since managed famous media brands as diverse as The Guardian, In Style, and The Architects Journal.

He was Executive Fellow at London Business School from 20112012, and his non-executive roles include the chairmanship of NLA media access, which manages copyright licensing on behalf of British newspapers and magazines; the Professional Publishers Association; and the British Library Advisory Council.

The judges

7

Luis Cilimingras

Charlie Dawson

Luis Cilimingras is IDEO Londons managing director. He is passionate about how technology and communication combine to drive behavioural change.

Since joining IDEO in 2010, Luis has led numerous projects, ranging from electric mobility to FMCG appliances, retail spaces or healthcare.

Luis recently returned to London after starting up an innovation studio for Intercorp, a large Peruvian conglomerate, creating new products, services and experiences for the countrys emerging middle class.

A trained engineer, Luis served as head of digital innovation at Fiat Group, where he oversaw the development and launch of Fiat eco:Drive, the fi rst mass-market connected car app.

Charlie Dawson is partner at The Foundation.

He established The Foundation in 1999 as a consultancy to help clients solve their most diffi cult growth challenges by being more effectively customer-led.

To achieve this means bringing together customer and business understanding skills. He was inspired on a new car company launch that did this by happy accident to great effect. The fi rm has long-standing relationships with HSBC, Visa, M&S, O2 and the Volkswagen Group. Recent projects include helping Jaguar Land Rover keep more customers, helping Morrisons fi nd ways to differentiate and compete strongly in future, and helping eBay get better at creating trust.

He previously worked in advertising and has a fi rst-class degree in Manufacturing Engineering from Cambridge.

8

Vimi Grewal-Carr

Matthew Gwyther

Vimi Grewal-Carr is managing partner on the UK Executive with responsibility for innovation and delivery models at Deloitte.

She is a Global Lead Client Service partner working with capital market and investment banking clients to help them address their most critical business issues and transform their organisation in response to signifi cant market events.

Her specifi c expertise includes M&A integration, advising clients on the use of offshoring/near-shoring, building STP solutions and technology integration.

Matthew Gwyther is editor at Management Today, Haymarket Publishing.

Matthew has edited Management Today for the last 15 years and during this time has won the coveted BSME Business Magazine Editor of the year award on a record fi ve occasions. As a freelancer he wrote for the Sunday Times Magazine, The Independent, The Telegraph, The Observer, GQ and was a contributing editor to Business magazine.

He was PPA Business Feature Writer of the Year in 2001. He has also worked on drama serials for Channel 4 and BBC. Before becoming a journalist, he had a brief and inauspicious spell as a civil servant at the Medical Research Council.

Matthew is the co-author of Exposure, published by Penguin in London and New York in 2012. He is also a regular presenter on BBC Radio 4 In Business programme.

The judges

9

Kathryn Parsons

Jeff SkinnerSecretary to the judging committee

Kathryn Parsons is the founder of Decoded, the company set up to demystify the dark arts of the web through the lens of code and demonstrate that anyone and everyone can acquire the basic skills needed to understand what goes on behind the screen.

She is specifi cally encouraging women to be code-literate, so as not to be excluded from a skill-set of the future digital economy.

Jeff Skinner is executive director of the Deloitte Institute of Innovation and Entrepreneurship at LBS and leads on many entrepreneurship courses and student innovation initiatives at the School.

Before LBS, Jeff was Commercial Director at University College London where he co-founded more than 30 technology-based spin outs that collectively raised more than 30 million in fi rst-round capital.

Prior to this, Jeff led technology commercialisation at Hoechst Celanese Photonics in New Jersey and was photonics research manager at General Electric.

He holds a PhD in thin fi lm photonics from UCL and a MBA from LBS.

10

The If At First You Dont Succeed award

Joint winners:

Dubsmash

Hertfordshire Independent Living Service (HILS)

The George Bernard Shaw Unreasonable Person award

Jane Chen, CEO

Embrace Innovations

The Masters of Reinvention award

Steve McGuirk for his achievements at the Greater Manchester Fire Service

The Alexander Fleming Serendipity award

Barrnon

The Best Beats First award

Deliveroo

The Harnessing the Winds of Change award

BlaBlaCar

Real Innovation Awards winners

11

Ive enjoyed how innovators have responded to the six ways in which we suggest that innovation really happens. The roles of luck, messiness, experimentation and grind seem to resonate far more than the lexicon of forecasting, strategy, planning and risk-management. I think the Real Innovation Awards is onto something.

Jeff Skinner, Executive Director, Deloitte Institute of Innovation and Entrepreneurship

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Dubsmash is an app allowing users to record themselves lip syncing over famous quotes, songs and movie clips and share these dubs with friends.

Founders Jonas Drppel, Roland Grenke and Daniel Taschlik created their fi rst prototype during a Berlin Hackathon in 2012, testing it fi rst with friends and then at tech meet-ups. It didnt quite work, so they tried again with Starlize, an app for users to video themselves lip-syncing. Sales were poor, and in November 2014 they tried again with an easier-to-use app called Dubsmash. It became Germanys top seller within a week; it has now been downloaded by 100 million people in 78 countries.

Dubsmash is still iterating: version 2.0 is a social platform that will go head-to-head with Snapchat and Instagram. Drppel says: Video will be the predominant way we communicate in the next fi ve years. Dubs are just the beginning.

@dubsmash

Hertfordshire Community Meals was founded in 2007 to deliver meals-on-wheels in Hertfordshire. In 2010, the company was weeks from collapse when a catastrophic 250,000 trading defi cit was revealed after the tragic death of its CEO.

The operating model was fl awed, with extortionate lease costs for an unreliable fl eet; unaffordable pay; wasteful operations; inconsistent service; and overly restrictive contracts. By re-designing the operating model, renegotiating contracts, cross-utilising assets and diversifying and improving services, failure was turned to success.

The company, renamed as Hertfordshire Independent Living Service, is now the largest community meal service in the country and an innovative sector leader: providing 500,000 meals per annum, 365 days a year; employing 200 people (many facing employment barriers); and providing independent living services to more than 10,000 vulnerable people in their homes. As a spokesperson for the company said: We have learned to value failure for the lessons which it teaches, and to relish the change that failure necessitates.

@hertsindliving

The fi nalists


Making an omelette means cracking some eggs. Any successful project has a failure or two along the way, and equally most failures provide insights that can lead to success.

This award celebrates an individual or organisation who tried something that didnt work out but which provided the stepping-stone for a subsequently successful outcome.

13

Paul Ostergaard founded Norwood Systems, a Bluetooth-enabled service linking mobile phones to the fi xed-line network, in 2001. He raised US$20 million and won several tech start-up prizes. But the business model confl icted with that of its partners (the handset manufacturers) and he sold the company in 2004.

Paul continued to work within telecoms and in 2011 he re-launched Norwood, this time taking advantage of Smartphones and WiFi. His fi rst app, Work Phone, fl opped. But in 2015, Norwood launched World Phone, and fi nally struck gold. The app, which offers inexpensive international calling at home and abroad, has been downloaded more than 4.5 million times, and used in more than 200 countries.

@norwoodsystems

Brazilian entrepreneur Tiago Dalvi created the one-stop-shop platform OLIST in 2015. OLIST connects small and medium size businesses to the fast growing Brazilian marketplaces space the fi rst choice for store owners who wish to grow profi ts by offering their products online.

He began selling artisan products in a shopping mall in 2007, but the business model wasnt scalable. He tried selling the products direct to major offl ine retailers, but soon realised he needed a leaner business model.

He launched his fi rst online business, Solidarium, in 2011 and by 2014 it had more than 15,000 artisans and one million monthly visitors. After seeing a major market shift, where traditional ecommerce companies started becoming marketplaces but struggled to connect with long tail merchants, he adapted his business model and created OLIST. By the end of 2015, OLIST was on track to reach 2,000 merchants and 100,000 products during the next 12 months.

@olistbr

14

As Chief Fire Offi cer in Greater Manchester during the 2000s, Steve McGuirk had to adapt to big reductions in spending and changing global risks.

His innovation was to refocus his force away from its traditional fi refi ghting role towards safety and prevention. This was not popular with fi refi ghters, but it was enormously successful, with dramatic reductions in both workforce and the numbers of fi res.

In recent years, Steve has also led changes in the use of technology to make fi refi ghting safer, and in increased co-operation between the fi re and ambulance services to speed up responses to falls, cardiac arrests and other emergencies.

All these important changes have required effort to overcome resistance within a rather traditional public sector operating environment.

@manchesterfi re

In the mid-1990s, Auto Trader was one of the top-selling magazines in the UK, with a print circulation of almost 400,000 and revenues of 220 million. While many magazines were driven out of business by the internet, Auto Trader reinvented itself as a digital company. It launched its fi rst website in 1996 and aggressively pushed its online offerings, with a separate digital sales team competing with the print-based team.

By 2013, with circulation down to 27,000, the company turned off the printing presses. But new digital offerings more than made up for this shortfall. In 2015, as the largest digital automotive marketplace, Auto Trader made an operating profi t of 133 million on revenue of 255 million and fl oated on the London Stock Exchange, entering the FTSE 250.

@autotrader_uk

The fi nalists


Incumbent fi rms always struggle with disruptive rivals because they dont want to cannibalise their existing offerings or they are unable to rethink their existing way of working.

This award is for the organisation that most successfully reinvented itself when faced with a major challenge to its previously-successful business model.

15

Most newspaper businesses have struggled to survive the dotcom revolution; Schibsted has enjoyed 15 years of double-digit growth. In 1995, it was a Norwegian newspaper company with 3.5 billion Kroner in revenue. Today it operates in 30 countries and has revenues of 15 billion Kroner, mostly from digital services.

Schibsted was an early mover in digital with its large media houses Aftonbladet and VG going online in 199495. And not least, Schibsted dared to disrupt itself: its bold decision in 1998 to start Finn.no established a digital competitor to its profi table Norwegian newspapers in classifi ed advertising. While its print business went into decline, the company expanded its digital operations. Schibsted is now a global leader, investing heavily in technology, and with a young, digitally-savvy workforce delivering great user experiences and the best ad solutions to its audience.

@schibstedgroup

ING, the giant Dutch bank, went through a painful restructuring after the 2008 fi nancial crisis, selling off product lines and rethinking its business model. Its executives embarked on an ambitious transformation programme streamlining internal processes and making a strategic push into digital banking.

ING threw out its traditional hierarchical structure in favour of an agile approach more typical of a start-up. 350 autonomous squads now set their own KPIs, work in short sprints and have regular progress updates. Squads are clustered into tribes, supported by coaches. The new model has already paid dividends, with substantial improvements in customer service, cost effi ciency, employee engagement and innovation.

@ing_news

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John Risley founded Clearwater Fine Foods in 1976; within a decade it was one of the largest seafood companies in the world.

In 1997, he set up Ocean Nutrition Canada (ONC) to manufacture Omega-3 fi sh oil, having spotted the market potential. Investing heavily in research and development, ONC was the fi rst company to successfully commercialise Omega-3, overtaking rivals to become the leading producer.

In 2012, Risley sold ONC to Royal DSM for US$550 million but kept a prolifi c algal strain his research team had discovered, initially focusing on biofuel. Then they found the strain had signifi cant health properties if it was fermented for slightly longer.

John has just partnered with Cargill to open a food-grade algal oil factory in Liverpool.

@clearwatersea

Founded in London in 2011 by Azmat Yusuf, Citymapper stands apart as an exceptional addition to consumers mobile navigation options.

Combining public transport data with its own routing technology and design, Citymapper focuses on the urban experience, integrating all public transport route options in a way that simple directions-based rivals do not.

It now offers pedestrian and bike-friendly routes as well as comparisons of various private and public transportation options, at a level of detail hitherto unavailable from a single source.

It has also innovated in an increasingly relevant market niche: the urban commuter and traveller. Growing fast, its now available in 34 cities and urban areas in 17 countries, and remains free to use.

@citymapper

The fi nalists


First movers dont always have the advantage. Sometimes the smart thing is to wait for the pioneers to take the initial risks, and to do the hard work in shaping a market.

This award is for the company that moved quickly to dominate an emerging market category, typically with a different and better business model than the fi rst mover.

17

Grab was founded in 2012 and in four years has grown into Southeast Asias largest mobile internet company, with the most funding ever raised by a homegrown company. Grab continuously disrupts itself to achieve its vision of providing safe, accessible and affordable transport to all in Southeast Asia.

Starting as a taxi-hailing app, Grab now offers the most transport services at different price points in 30 cities, and offers world-fi rsts such as cross-border ridesharing, Flash feature pooling taxis and cars, and the share-my-ride safety feature. Grab improves lives in local communities their driver incomes have increased 30%; they collaborate with the World Bank to solve traffi c congestion, and eight in 10 women feel safer taking a taxi with Grab.

@grabsg

King originally distributed its digital games on its own site and through partners such as Yahoo! In 2009 the company noticed a massive drop-off in traffi c, and realised that players had jumped across to Facebook. Zynga, with its Farmville and Cityville franchises, were dominating with 292 million users in 2009 compared to Kings 30 million.

King saw how technology was changing the way people played digital games and knew they had to innovate. It focused its team on six different experiments. By just 2012, when King launched Candy Crush Saga, it was the second largest Facebook game developer, ahead of EA and Disney and by January 2013, Candy Crush Saga was the number one Facebook game.

By 2016, King had 463 million monthly active users, while Zynga had just 68 million. By moving quickly, learning from others pioneering efforts, and capitalising on changing social trends, King became the clear market leader.

@king_games

Deliveroo is a delivery service founded in 2013 by William Shu and Greg Orlowski.

Deliveroo works with more than 16,000 best-loved restaurants to provide the best food delivery experience in the world. Shu, a former analyst, spent 10 months on his scooter building a deep understanding of the logistical network he would build. He keeps Deliveroo effi cient by constantly tweaking its core routing algorithm. Telling a restaurant precisely when to expect a pick-up is far better than saying: Hell be there in 10 minutes.

Deliveroo is headquartered in London, with more than 800 employees in offi ces around the globe and with as well as over 20,000 riders. It has grown at 25% a month and has so far raised nearly US$200 million.

@deliveroo

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Icelandic entrepreneur David Helgason is the pioneering visionary who founded Unity Technologies, the company that created the game engine Unity thats now used to build more than a third of mobile games and almost all virtual-reality games.

David taught himself to program, dropped out of university, and founded Unity in 2003 with two other programmers. Their vision, posted on the wall in their basement-offi ce was to democratise game development, and despite many people telling him he was crazy, he persevered. Six years later he secured venture capital funding to scale the business, moved to San Francisco, and grew the company to more than 500 employees and beyond.

Today Unity is one of the few European software companies with global impact, and David is still true to his original vision: Over my dead body would I let Unity fail its mission.

@unity3d

Danae Ringelmann was inspired to reinvent start-up funding, having seen her parents struggle to get capital to scale their business. And working in fi nance, she saw how hard it was to help individuals fund their dreams.

She co-founded the crowdfunding platform Indiegogo in 2007, initially to fund independent fi lmmakers in exchange for products or perks. At fi rst, she met with huge scepticism and resistance. She heard people saying that the business would never work.

Danae and her partners were rejected by 90 investors but fi nally won their fi rst US$1.5 million round of fi nancing in 2011.

Indiegogo has hosted more than 680,000 campaigns in 224 countries and territories.

@indiegogo

The fi nalists

The George BernardShaw UnreasonablePerson award

George Bernard Shaw said that progress depends on the unreasonable man (or woman) the person who persists in shaping the world rather than letting it shape them.

This award is for an individual who has shown enormous tenacity and stubbornness in pursuing an idea, despite the diffi culties encountered along the way.

19

Embrace Innovations makes low cost infant incubators for developing countries at 1% of the cost of traditional incubators.

CEO and Co-Founder Jane Chen and her team conceptualized the idea at Stanford University. They ploughed through design iterations and user testing for years before launching in 2011.

The technology consists of a sleeping bag design incorporating a wax like substance with a melting point of 37 Celsius. Once melted, the wax maintains its temperature for up to eight hours, regulating the newborns temperature. Bankruptcy loomed when at the last minute an investor pulled out of a fundraising round in 2015. Employees deferred their salaries while Jane embarked on a frenzy of meetings, fi nally convincing Salesforce co-founder Marc Benioff to invest. Embrace then launched a new Little Lotus collection for healthy babies in US and Europe. The company has a 1:1 model; for every Little Lotus purchased, another is donated.

Embrace works with governments, NGOs and private clinics to distribute its products. These have helped over 200,000 babies across 20 countries. Their target is one million.

@embraceinnov

Fernando Fischmann is a renowned scientist and entrepreneur. He has developed an environmentally-friendly technology that can create unlimited-size crystal-clear lagoons, surrounded by beaches, anywhere in the world. Nowadays, he boasts more than 400 projects worldwide. Fernandos innovations have generated a portfolio of over 1,000 patents, positively impacting the world, changing peoples lifestyles.

Fernandos innovation sprang up from one of his dreams: to build a tropical-like turquoise lagoon in front of the freezing cold and dangerous Chilean coast. Everybody told him it was impossible. He kept persevering and after years of research he achieved his goal: an eight hectare crystal-clear lagoon at San Alfonso del Mar, the size of 6,000 swimming pools. These lagoons use just 2% of the energy and 100 times less chemicals required by conventional pool technologies.

His technological breakthrough is being applied to a wide variety of industrial applications and being used to solve some of the greatest challenges of human kind: water and energy scarcity, as well as pollution.

Crystal Lagoons

20

In 2007, MIT Professor Rosalind Picard and her team developed iCalm, wearables designed to detect the fi rst signs of stress in autistic people by measuring their electrodermal activity. One day, a student borrowed a pair of wristbands to monitor his autistic brothers stress level, and Professor Picard later chanced upon a huge peak in the data that turned out to have been a seizure. Professor Picard had indirectly invented a device that could save lives by monitoring epilepsy.

Empatica was started in 2011 to bring advanced data analytics on the human body to researchers and patients. Its latest product, Embrace, is a revolutionary wearable that can provide alerts for seizures and increasing stress levels. It combines state-of-the-art healthcare technology with intriguing design.

@empatica

The breakthrough lightbulb moment for Cumbrian engineering boutique, Barrnon, was owner Andy Barrs realisation that its high-end scallop trawling gear could be repurposed to recover stratifi ed waste from radioactive sludge ponds.

Barrnon quickly prototyped a purpose-built system and demonstrated it to the UKs Nuclear Decommissioning Authority, winning a contract to continue development. The company has subsequently developed a suite of tools designed to meet the exacting standards of the nuclear clean-up industry and has won contracts in the US and Japan, as well as the UK.

@barrnon

The fi nalists

The Alexander FlemingSerendipity award

Fleming discovered penicillin essentially by accident, and indeed many other famous discoveries have been entirely serendipitous.

This award is for a person or organisation that built a thriving business on an idea that originated in the most unexpected or surprising way.

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The Morphsuit was stumbled upon by accident and has grown into a global phenomenon. It began at a stag party, where guests were asked to dress in a single colour. Brothers Fraser and Ali Smeaton and their friend Greg Lawson noticed one man getting huge amounts of attention for his bright blue zentai, a head-to-toe skintight spandex bodysuit. Inspired, the founders wore similar costumes on a ski trip to Canada, where they attracted similar levels of attention.

They refi ned the design, spent 700 on a website and launched Morphsuits, so-called because the costume made people morph into a more fun version of themselves. The original business case was to sell 20,000. To date, more than 2.5 million have been sold.

@morphcostumes

Lebanese entrepreneur Habib Haddad co-founded Yamli with Imad Jureidini in 2007. The companys products are aimed at people with no access to an Arabic keyboard who want to send or receive information in Arabic. The Yamli smart keyboard allows users to type in Arabic using a standard Qwerty keyboard, by spelling their words phonetically. Yamli Arabic Search is a search engine enabling people to quickly fi nd Arabic-language content.

Habib created Yamli during the 2006 Lebanon war. Living in the US, he struggled to fi nd news about the situation in Lebanon. The idea for Yamli came from Arabizi, the Arabic chat alphabet, thats used by Lebanese youth on social media and for informal emails between colleagues.

@Yamli

The existence of Innis & Gunn owes a debt to good fortune. In 2002, a whisky distiller approached master brewer Dougal Gunn Sharp to season their oak casks with the character of a full-fl avoured beer, resulting in a greatly admired dram. Unexpectedly Dougal then received an exciting call this time it wasnt the whisky getting rave reviews. Some inquisitive workers at the distillery had sampled his beer instead of pouring it away after its time in casks, and the taste was remarkable. It had been transformed by the oak into an unusually refi ned brew.

Inspired on that heady day thirteen years ago Dougal launched his new Original oak-aged beer, and ever since Innis & Gunn has been dedicated to sharing the unique fl avours of its oak aged brews with the world, becoming one of the UKs most successful international craft beer businesses selling over 23million bottles of beer globally.

@innisandgunnuk

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BlaBlaCar is the worlds leading long-distance ridesharing platform, co-founded by Frdric Mazzella, Nicolas Brusson and Francis Nappez.

The idea for the company fi rst came to Frdric in 2003, when he wanted to get home to his family for Christmas and found the trains fully booked, but noticed plenty of empty seats in the cars around him.

The site and mobile apps connect people looking to travel long distances with drivers going the same way, so they can travel together and share the cost. When, in 2007, French public transport was crippled by strikes, BlaBlaCar was the obvious alternative for cash-strapped, social millennials.

The platform is engineered to create a secure, trust-based community with declared identities and full member profi les. BlaBlaCar raised more than US$300 million between 2012 and 2015 to expand into new markets. The platform now has 30 million users in 22 countries.

@blablacar

Babylon Health offers on-demand health consultations via a mobile phone app. Instead of waiting days or even weeks for an appointment, customers can consult a doctor within minutes on their smartphone.

CEO Ali Parsa, took the Uber/Netfl ix business model and applied it to healthcare, enabling patients to connect to doctors quickly and affordably unlimited GP consultation costs just 4.99/ per month.

Babylon Health already has 350,000 customers in the UK and Ireland and plans to expand to Rwanda. Ali Parsa aims to put an accessible and affordable health service into the hands of every person on earth.

Still innovating, the company has just raised US$25 million to develop an effective illness-assessing Artifi cial Intelligence tool.

@babylonhealth

The fi nalists


Many successful innovations arent particularly novel or clever, but succeed because they are carefully timed to coincide with other complementary developments: they harness the winds of change.

This award is for those who spot whats just around the corner soon enough to take advantage of it.

Key criteria

The size of the external discontinuity, and the timing of the innovation to coincide with that change.

23

Launched in 2009, Protean Electric designs, develops and manufactures Protean Drive in-wheel motors, a fully integrated in-wheel drive solution. Proteans solution houses the electric motor and inverter drive in the wheels of a car, and can electrify existing chassis with little modifi cation or allow new vehicles far greater design freedom. Proteans technology offers the most effi cient electric drive solution, thus offering the packaging and performance advantages of in wheel motors, combined with cost savings.

Protean Electric has adopted several distinctive approaches, such as strong patent protection, in-house R&D and lean manufacturing, all informed through consumer responses to demonstration models. Protean Electric has innovated successfully and with its recent Series D investment has timed its commercialisation to perfection to grow in a strongly emerging industry. Protean maintains operations in the UK, Shanghai, China and the US, and has a manufacturing plant in Tianjin, China. For more information, visit www.proteanelectric.com.

Protean Electric Limited

Waze, the worlds largest real-time community-based traffi c and navigation app, began life in Israel in 2006.

Ehud Shabtai wanted to improve the GPS he received as a gift, so he invited people to help him create a free digital map using data from drivers PDAs and their own insight on their local communities.

Spotting the potential of crowdsourcing and smartphone-based GPS apps, Ehud and his co-founders launched a commercial beta version in 2007. The app expanded internationally without any marketing or advertising, attracting early adopters and volunteer map editors in cities with the worst traffi c on Earth. Meanwhile they demonstrated the concept to investors and constantly improved its routing algorithms.

Today, Waze is an innovative force in the future of mobility, attacking congestion and ageing infrastructure around the world.

Google acquired Waze with more than 50 million active users for US$1.3 billion in June 2013.

@waze

M-KOPA is the worlds leading off-grid pay-as-you-go energy provider. It combines solar and mobile technology to provide lighting, charging and entertainment for less than the cost of kerosene.

Its core system drives a mobile-phone charger, three lights and a radio. 11,000 homes have upgraded to PAYG digital TV. After a year, households can use their credit history and system as collateral for other products like clean cook-stoves, smartphones and school fee loans.

M-KOPA builds on three convergent market trends:(1) the growth in mobile money (2) the use of embedded mobile technology enabling customers to buy credits and top-up 24/7 and (3) the lower costs of photo-voltaic panels and lithium batteries. Since 2012 it has reached more than 400,000 households across East Africa delivering 50 million hours of solar lighting monthly and saving in aggregate around US$300 million in energy costs.

@mkopasolar

24

The Peoples Choice winners

A public vote for the Peoples Choice nominees ran in parallel during September. The results of the public vote do not infl uence the judges decision, but will appear in the post-award write-ups.


Norwood Systems

The George Bernard Shaw Unreasonable Person award

David Helgason, CEO, Unity Technologies


Schibsted Media Group

The Alexander Fleming Serendipity award

Empatica


Grab


Protean Electric Limited

25

Innovation is what gives companies the edge. Its a volatile time to be in business, to say the least. But creativity in organisations large and small offers a way to create breakthrough products, services and experiences. Innovation is the defi ning and enduring competitive advantage for the modern era.

Luis Cilimingras, Managing Director, Ideo

26

About the Institute

The Deloitte Institute of Innovation and Entrepreneurship was established in 2011 to equip and inspire entrepreneurs, innovators and the leaders who design the ecosystems in which they thrive. The bedrock of the Institute is rigorous research in a fi eld that is too often driven by popular wisdom.

We have supported more than 70 cutting-edge research projects in innovation and entrepreneurship, enables us to develop tools and guidance for businesses across the globe. These business insights and activities enrich entrepreneurs within our LBS community, as well as a large and diverse audience of executives, innovators and policy-makers who can infl uence real outcomes.

We also help organisations and businesses leaders by developing talented people and creating a global knowledge community.

www.london.edu/diie

27

About Management Today

Launched in 1966 and now in its 50th year, Management Today took the publishing world by storm, combining hard-hitting editorial with innovative design. Those principles hold strong today under its Not Just Business As Usual tagline.

Targeted at senior managers in business and the public sector as well as entrepreneurs, our brand aims to entertain and educate by keeping its community up to speed with the latest innovations in management thinking and offering candid advice to help individuals accelerate their careers. In short, its the practical guide to business and management success.

www.managementtoday.co.uk

28

About London Business School

London Business Schools vision is to have a profound impact on the way the world does business. The School is consistently ranked in the global top 10 and is widely acknowledged as a centre for outstanding research.

As well as its highly ranked degree programmes, the School offers award-winning executive education programmes* to executives from around the world.

With a presence in fi ve international cities London, New York, Hong Kong, Shanghai and Dubai the School is well positioned to equip students from more than 130 countries with the tools needed to operate in todays business environment. The School has more than 40,000 alumni, from over 150 countries, which provide a wealth of knowledge, business experience and worldwide networking opportunities.

London Business Schools 157 academics come from more than 30 countries and cover seven subject areas: accounting; economics; fi nance; management science and operations; marketing; organisational behaviour; and strategy and entrepreneurship.

www.london.edu

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Connect with us

www.london.edu/innovation

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Executive Director: Jeff SkinnerEmail: [email protected]+44 20 7000 8164

Outreach Project Manager: Eva NegrutziEmail: [email protected]+44 20 7000 8736

Academic Director: Julian BirkinshawEmail: [email protected]+ 44 20 7000 8718

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Thanks to our six judges:

Julian Birkinshaw Professor of Strategy and Entrepreneurship at LBS and Academic Director of the Deloitte Institute of Innovation and Entrepreneurship

Tim Brooks CEO of global medical knowledge provider BMJ

Luis Cilimingras Managing Director of IDEO London

Charlie Dawon Partner at The Foundation

Vimi Grewal-Carr Managing Partner, Innovation and Delivery Models, Deloitte

Matthew Gwyther Editor of Management Today

Kathryn Parsons Founder of digital educator Decoded

Thanks also to our shortlisting panel:

Andy Saunders Deputy Editor, Management Today

Jack Torrance Associate Web Editor, Management Today

Kamalini Ramdas Professor of Management Science and Operations, London Business School (LBS)

Rajesh Chandy Professor of Marketing, Tony and Maureen Wheeler Chair in Entrepreneurship, LBS

Jeff Skinner Executive Director, Deloitte Institute of Innovation and Entrepreneurship, LBS

Eva Negrutzi Outreach Project Manager, Deloitte Institute of Innovation and Entrepreneurship

Beth Wallace Faculty Assistant, Strategy and Entrepreneurship, LBS

London Business SchoolRegents ParkLondon NW1 4SAUnited KingdomTel: +44 (0)20 7000 7000www.london.eduA Graduate School of the University of London

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