Chief Innovation Officer Summit Inciting Discovery, Inspiring Change
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Rasu B. Shrestha Executive Vice President & Chief Strategy and Transformation Officer
Rasu B. Shrestha Executive Vice President & Chief Strategy and Transformation Officer Rasu B. Shrestha, MD, MBA, is executive vice president & chief strategy and transformation officer for Atrium Health, one of the most comprehensive and highly integrated not-for-profit healthcare systems in the nation. As a member of the executive leadership team, Dr. Shrestha is responsible for Atrium Health’s enterprise strategy, including planning and tactical direction for the organization’s current strategic roadmap and beyond. In addition, he spearheads a renewed focus on innovation, launching new healthcare inventions, discoveries and ideas to benefit our patients and the communities Atrium Health serves. He also provides executive leadership for corporate communications and marketing, as well as enterprise analytics, showcasing Atrium Health as a meaningful, national brand that leverages the power of data and insights. With a wealth of experience and national expertise in healthcare innovation, analytics and patient-centered care design, Dr. Shrestha joined Atrium Health in February 2019. Previously, he served as chief innovation officer for the University of Pittsburgh Medical Center (UPMC), where he was responsible for driving UPMC’s innovation strategy, serving as a catalyst in transforming the payer-provider organization into a more patient-focused and economically sustainable system. In addition to leading innovation at UPMC, Dr. Shrestha also served as executive vice president of UPMC Enterprises, pushing the needle in the pursuit of a unique blend of healthcare intelligence, technological expertise and entrepreneurial drive to develop inventive and commercially successful solutions and address complex healthcare challenges. Dr. Shrestha is a respected thought leader and visionary in the field of healthcare information technology and was recently recognized as “Executive of the Year” by Healthcare Dive and was acknowledged as one of the “Top 20 Health IT Leaders Driving Change” and as a “Top Healthcare Innovator” by InformationWeek. -
Knowledge Management in the Legal Profession October 22-23, 2014 ~ SUNY Global Center ~ State University of New York ~ New York, NY
Ark Group’s 10th Annual Knowledge Management in the Legal Profession October 22-23, 2014 ~ SUNY Global Center ~ State University of New York ~ New York, NY So what have we learned in the last 10 years (since Ark began hosting its annual KM conference)? Were the expectations unreasonable? Did we act on what we said our Featuring Key Contributions From: priorities would be? Have we delivered KM, or have we redefined it? Larry Prusak, Researcher, Consultant (was Founder/ Clearly, KM has not been left behind or subsumed into other support functions. Executive Director of the Institute for Knowledge Management - IKM) However, KM must continue to evolve in step with changing working practices and behaviors in order to meet and exceed changing expectations of lawyers and their Joshua Fireman, Founder & President, clients–rather than constantly seek innovation for the sole purpose of redefining the Fireman & Company future of the function itself. Ron Friedmann, Fireman & Company The convergence of technology and economics has triggered new market demands, Jeffrey S. Rovner, Managing Director for Information, providing the legal industry with unprecedented opportunities to reshape how lawyers O'Melveny & Myers LLP engage with clients and each other. Adam Bendell, SVP, Strategic Development, FTI Consulting What is the role of Knowledge in client development? Can KM bridge the gap between Peter Krakaur, Business Advisor & Principal, PK Consulting Marketing and Sales by translating “know-how” into products or services that can be commercialized for client development—refining the “knowledge advantage” in ways Julia Randell-Khan, Head of International Client Development, Freshfields Bruckhaus Deringer LLP (UK) that differentiate the firm from the competition? What is the role of Knowledge in professional development? Can we stretch the Meredith L. -
Job Description for Job Title
UW HEALTH JOB DESCRIPTION CHIEF INNOVATION OFFICER/DIRECTOR Job Code: 113312 FLSA Status: Exempt Mgt. Approval: K. Wilson Date: September 2020 Department: Legal – Translational Innovation HR Approval: J. Theisen Date: September 2020 JOB SUMMARY The Isthmus Project (IsP) is UW Health’s innovation hub. IsP offers a bundle of coordinated services to innovators with creative, scalable solutions to problems and issues facing the health system. The Chief Innovation Officer/Director (CInO) will be responsible for providing vision and leadership in developing IsP and establishing an innovation network connecting UW Health, the UW-Madison School of Medicine and Public Health, and internal and external partners. The Chief Innovation Officer/Director is responsible to the Senior Vice President/Chief Legal Officer and works closely with UW Health employees establishing and nurturing an innovation network connecting UW Health, the UW-Madison (UW) School of Medicine and Public Health (SMPH), other UW health sciences and other schools (e.g., engineering, computer science, data sciences), and the broader innovation community. This position will work to strengthen innovation within UW Health in alignment with the strategic plan and promote a vision for translational innovation in health care. This position will seek out emerging opportunities, develop new initiatives and explore options to promote and enhance the contributions of UW Health and SMPH innovators and collaborators. The CInO will act as the liaison to entrepreneurs, business partners and UW Health and SMPH leadership and will advocate for prioritization of innovation implementation projects amongst other projects and will advise and assist in implementation of innovation projects. This position will develop and direct key infrastructure for the Isthmus Project including operational, financial, programmatic and personnel activities. -
Key Agreed Principles to Strengthen Corporate Governance for U.S
KEY AGREED PRINCIPLES to Strengthen Corporate Governance for U.S. Publicly Traded Companies Published by: National Association of Corporate Directors® Key Agreed Principles to Strengthen Corporate Governance for U.S. Publicly Traded Companies © Copyright 2009 National Association of Corporate Directors Two Lafayette Centre 1133 21st Street NW, Suite 700 Washington, DC 20036 (202) 775-0509 www.nacdonline.org Download a copy of the Key Agreed Principles at www.nacdonline.org/keyprinciples Permission is hereby granted to download, store in machine readable form, and print these Principles provided that NACD is cited as follows: “Reprinted with the permission of the National Association of Corporate Directors. Copyright National Association of Corporate Directors, 2009. Reference: Key Agreed Principles to Strengthen Corporate Governance for U.S. Publicly Traded Companies.” All other rights are reserved. Director of Research, Peter R. Gleason Chief Knowledge Officer, Alexandra R. Lajoux Research Manager, Kurt L. Groeninger Associate Editor, Suzanne L. Meyer Design by O2 Collaborative Inc ISBN 978-0-943176-43-7 CONTENts Introduction 2 From the National Association of Corporate Directors 3 From The Business Roundtable 4 The Key Agreed Principles 5 Principle I: Board Responsibility for Governance 7 Principle II: Corporate Governance Transparency 8 Principle III: Director Competency & Commitment 9 Principle IV: Board Accountability & Objectivity 10 Principle V: Independent Board Leadership 11 Principle VI: Integrity, Ethics & Responsibility 12 Principle VII: Attention to Information, Agenda & Strategy 13 Principle VIII: Protection Against Board Entrenchment 15 Principle IX: Shareholder Input in Director Selection 16 Principle X: Shareholder Communications 17 OVER THE past DECADE, a host of detailed corporate governance best practice recommendations have arisen from a variety of organizations representing the views of shareholders, management, and directors. -
The Demise of Knowledge Management Executive Leadership: an Empirical Study of Leading Companies That Have Changed Their Knowledge Management Strategies?∗
Management Studies, Sept.-Oct. 2016, Vol. 4, No. 5, 227-236 doi: 10.17265/2328-2185/2016.05.005 D DAVID PUBLISHING The Demise of Knowledge Management Executive Leadership: An Empirical Study of Leading Companies That Have Changed Their Knowledge Management Strategies?∗ Harold Dennis Harlow Wingate University, Wingate, USA Knowledge management is increasingly under attack to show returns on investments and profitable business outcomes. While many companies retain their executive leadership as chief knowledge officers (CKOs) and vice presidents of knowledge management, the trend toward appointing CKOs that developed in the late 1990’s has been reversed at many companies and a new trend is to assign the strategic functions of knowledge management to the chief information officer (CIO). This new strategic approach has many ramifications that determine if the firm will be able to meet not only short-term objectives but firm mission strategic outcomes as well. This paper researches over 100 knowledge management executives respondents in a broad cross-section of medium and large US industries and organizations to question why the shift is occurring and what the strategic basis is for this shift? The results of this study clearly show that there are pros and cons to make this strategic shift and that many firms are doing so with little actual factual knowledge of the strategic effects on performance or intellectual capital formation. This paper and empirical firm performance and patent research is designed to give that top manager (CEO) the appropriate information to make rational decisions based on facts when considering eliminating or consolidation of CKO into the CIO function. -
Knowledge Management, CKO, and CKM: the Keys to Competitive Advantage
THE MANCHESTER REVIEW • DOUBLE ISSUE 2001 • VOLUME 6 • NUMBERS 2 AND 3 Knowledge Management, CKO, and CKM: The Keys to Competitive Advantage By John M. Leitch and Philip W.Rosen To compete well in the emerging economy, it is imperative exchanged ideas about their most effective tech- that firms improve the effectiveness of their knowledge niques in a collaborative learning experiment. processes. Knowledge management, the chief knowledge The result: a 24 percent drop in their overall officer, and the certified knowledge manager are the tools mortality rate for coronary bypass surgery, or 74 with which to improve these processes. fewer deaths than predicted. This story highlights the use of several knowledge Knowledge Management Saves Lives! management concepts: knowledge sharing, trust, and The following story appears in Working Knowledge the use of best practices to achieve the ultimate return by Tom Davenport and Larry Prusak: on investment—saving lives. In addition, the use of knowledge management initiatives increased the sur- geons’ market share by giving them a competitive In 1996, teams of leading heart surgeons from advantage over surgeons with a higher mortality rate. five New England medical centers observed one Knowledge management initiatives can bring that another’s operating-room practices and competitive advantage to your organization. John M. Leitch is a program manager for Syracuse Research Corporation. He is currently providing leadership, systems engi- neering, and knowledge management (KM) expertise to the U.S. government. Prior to that, he spent 13 years as an Army officer in the infantry, armor, and military intelligence fields. Some of his Army KM experience includes duties at the Army’s National Training Center facilitating small-group learning, duties as a Jumpmaster in the 82nd Airborne Division sharing critical airborne knowledge, and various intelligence assignments responsible for getting the right information to the right people at the right time to save lives. -
CIO As Chief Integration Officer a New Charter for IT
ChapterUK extractEdition CIO as chief integration officer A new charter for IT CIO as chief integration officer CIO as chief integration officer A new charter for IT As technology transforms existing business models and gives rise to new ones, the role of the CIO is evolving rapidly, with integration at the core of its mission. Increasingly, CIOs need to harness emerging disruptive technologies for the business while balancing future needs with today’s operational realities. They should view their responsibilities through an enterprise-wide lens to help ensure critical domains such as digital, analytics and cloud aren’t spurring redundant, conflicting or compromised investments within departmental or functional silos. In this shifting landscape of opportunities and challenges, CIOs can be not only the connective tissue but the driving force for intersecting, IT-heavy initiatives – even as the C-suite expands to include roles such as chief digital officer, chief data officer and chief innovation officer. And what happens if CIOs don’t step up? They could find themselves relegated to a “care and feeding” role while others chart a strategic course toward a future built around increasingly commoditised technologies. OR many organisations, it is increasingly and apply emerging technologies to the Fdifficult to separate business strategy business roadmap. CIOs are uniquely suited from technology. In fact, the future of to balancing actuality with inspiration by many industries is inextricably linked to introducing ways to reshape processes and harnessing emerging technologies and potentially transform the business without disrupting portions of their existing business losing sight of feasibility, complexity and risk. and operating models. -
VIEWPOINTS on INNOVATION LEADERSHIP a PUBLICATION in THIS ISSUE: Innovation Leadership
LEADERSHIP VIEWPOINTS ON INNOVATION LEADERSHIP A PUBLICATION IN THIS ISSUE: Innovation Leadership Innovation Leadership: How to Reignite Innovation in Your Organization .................................3 The Chief Innovation Officer: Mastering Influence and Building a Cross-Functional Coalition .............5 Leading Innovation in Large Organizations: Should Rebels be in Charge?................................................7 Innovation Executives: Who NOT to Put in Charge ....8 The Chief Innovation Officer: Is It CIO, CNO, or CINO ..........................................................9 Responsibilities of The Chief Innovation Officer ....... 11 #1: Business Results ................................................................... 12 #2: Measure .............................................................................. 12 #3: Formulate Strategy ............................................................... 12 #4: Identify Threats and Opportunities .................................................13 #5: Shape the Portfolio .............................................................. 13 #6: Cultivate Breakthroughs ....................................................... 14 #7: Evolve Competencies ........................................................... 14 #8: Nurture Culture ................................................................... 15 #9: Develop Career Paths .......................................................... 15 #10: Monitor Metrics ................................................................. 16 subscribe -
Nov. 5, 2018 Changes Among Directors, Audit
(Translation) November 5, 2018 Dear Sirs and Madams, Name of Company: Shiseido Company, Limited Name of Representative: Masahiko Uotani President and CEO (Representative Director) (Code No. 4911; The First Section of the Tokyo Stock Exchange) Contact: Harumoto Kitagawa Department Director Investor Relations Department (Tel: +81 3 3572 5111) Changes among Directors, Audit & Supervisory Board Members and Corporate Officers We hereby announce the following changes of executives effective on and after January 1, 2019. (1) Retiring Representative Director and Corporate Officer (December 31, 2018) Name Current Title Note Jun Aoki Representative Director, To become Director, Corporate Executive Officer Executive Corporate Officer as of Jan.1, 2019 Masaya Hosaka Corporate Officer ― Mikiko Soejima Corporate Officer ― (2) New Representative Director and Promotion of Corporate Officer (Effective January 1, 2019) Name New Title Current Title Yoichi Shimatani Representative Director Director Executive Vice President Corporate Executive Officer (3) New Corporate Officers (Effective January 1, 2019) Name New Title Current Title Michael Coombs Corporate Officer From outside the company (Refer to appendix) Kiyomi Horii Corporate Officer Corporate Officer Vice President, Prestige Brands, Prestige Brands & Cosmetics Specialty Store, Shiseido Japan Co., Ltd. 1 Terufumi Yorita Corporate Officer Global General Counsel Department Director, Legal & Governance Department Director, Risk Management Department Katsunori Yoshida Corporate Officer Center Director, Cosmetics R&D Center, Global Innovation Center (4) Corporate Officer with extended term (Effective January 1, 2019) Name Current Title Note Mitsuru Kameyama Corporate Officer Term extension of 2nd year beyond the age limit of 60*1 *1 Mitsuru Kameyama has made achievements in the field of information communication technology, including the formulation of the “One Shiseido Model,” a platform that will be used to realize full-fledged global management, and the launch of the project for the Model in cooperation with each region. -
Chief Innovation Officer Summit Inciting Discovery, Inspiring Change
Chief Innovation Officer Summit Inciting Discovery, Inspiring Change December 2 & 3, 2014 Crowne Plaza Times Square New York Confirmed Speakers 1 Confirmed Speakers • Chief Innovation Officer, Dell • VP, Breakthrough Innovation, Kraft • Chief R&D Officer, The Hershey Company • Chief Innovation Officer, BBH • Chief Innovation Officer, Dell • Chief Innovation Officer, Hyatt Corporation • Chief Knowledge Officer, NASA • Chief Innovation Officer, Thales • VP, Innovation, Kaiser Permanente • President, Quirky • M.D, Strategic Growth Initiatives, BNY Mellon • Head of Future Technologies, Pearson • Chief Innovation Officer, Georgia State Uni. • Head of Knowledge & Innovation, MassMutual • Chief Innovation Officer, Philadelphia 76ers • VP, Innovation, 7-Eleven • SVP, Innovation, Alex Lee • Chief Innovation Officer, UCLA Health • Lead, Global Innovation Program, Morgan Stanley • SVP, Strategic Business Innovation, Disney CEO, Altitude • VP, Innovation & Insight , Pernod Ricard • • Director, Business Innovation, Innocentive President, Imaginatik • • Senior Vice President, Parc • Director, Innovation, Eastman Chemical • Chief Innovation Officer, City of Kansas City • Chief Innovation Officer, Philips • VP, Embedded Innovation, Hasbro • SVP, Innovation, Balfour Beatty • Co-Founder, New Urban Mechanics, City of Boston • Director, Business Innovation, Innocentive • Director, New Urban Mechanics, City of Philadelphia • Lead, Strategy & Innovation, NASA • Chief Innovation Officer, Govt. Nashville & Davidson F TI L Who Will You Meet? 2 There is no question that IE. provides the gold standard events in the industry and will Job Title Of Attendees connect you with key decision makers and Attendees are at Director thought leaders in the market. You will be 78% meeting senior level executives from major level or above corporations and innovative small to medium size companies. President 3% /Principal 21% Company Size Of Attendees SVP/VP 1000+ Employees 300-999 Employees 50-299 Employees 12% C-Level Less than 49 Employees 42% Snr. -
Chief Innovation Officer Toolkitinnovation Officer Toolkit EXECUTIVE SUMMARY
ChiefChief Innovation Officer ToolkitInnovation Officer Toolkit EXECUTIVE SUMMARY We are at a critical moment in public education Districts can develop a theory of change that in America as districts rise to the challenges places equity and innovation at the center. As presented by the COVID-19 pandemic. Across district leaders take stock of the challenges and the country, education systems that were created progress this year, there is an opportunity to con- to support traditional models of in-person learning sider systemic shifts that will create more equitable have taken on enormous amounts of change and experiences and outcomes for students. To do this uncertainty, pushing past the status quo to try new work effectively, however, districts need senior lead- things, conduct rapid feedback cycles and iterate. ers responsible for developing an innovation agenda and leading these efforts. Yet, most districts struggle to address persistent equity issues. The systems-change work required Chief Innovation Officers (CIOs) have the critical to reopen and rethink schooling has exposed district role of creating the right conditions to embed equity challenges. Differences in student and family innovation for equity in their district. Designing experiences—across school access, program op- the role itself to be agile and adaptive helps ensure tions, school quality, wrap-around supports and other the flexibility to address the challenges of systems- factors—are representative of entrenched systemic change work. inequities compounded by the pandemic. This research-backed toolkit is designed to help It is time for districts to use innovation to address districts, and CIOs, make strategic decisions the inequities families face. -
EDITION 2 0 1 3 CIO As Chief Innovation Officer
CIO EDITION EDITION Inside CIO 2013 CIO EDITION CCO CIA CCO EDITION CCO EDITION CRO EDITION CISO CRO CRO CIA CIA CISO COO EDITION COO EDITION CHRO CHRO CEO EDITION CEO EDITION CFO CFO CIO as Chief Innovation Officer Beyond mobile Luxinnovation: Establishing the roadmap to Making innovation happen provide the business with the right enterprise architecture How do Luxembourg CIOs compare to their global counterparts? Data market in analytics A local outlook on the Global 2013 Deloitte CIO survey Insurance and social media Reinventing a ‘social’ model How to ensure the control for insurance and security when moving to SaaS/cloud applications In this issue 6 10 16 26 Each edition of the magazine will be addressing subjects related to a specific function. Please find below an overview of the spotlight for the upcoming editions of the magazine: COO CIO CHRO 2013 Oct Jan Apr Jul 2014 CCO CEO CRO CFO CIA CISO 2 32 36 40 46 4 Foreword 6 CIO as Chief Innovation Officer 5 Editorial 10 Luxinnovation: Making innovation happen 16 How do Luxembourg CIOs compare to their global counterparts? A local outlook on the Global 2013 Deloitte CIO survey 26 How to ensure the control and security when moving to SaaS/cloud applications 32 Beyond mobile 36 Establishing the roadmap to provide the business with the right enterprise architecture 40 Data market in analytics 46 Insurance and social media Reinventing a ‘social’ model for insurance 52 Contacts 3 Foreword Welcome to the second edition of Inside Magazine! This magazine will offer you an exclusive insight into best practices, trends and opportunities as well as look at issues and threats that our clients face today.