Author: Martin Pasquier

A glance at Johnson & Johnson’s open-innovation strategy in healthcare in Asia-Pacific

To kick off a busy innovation week in Singapore as the SWITCH festival starts today, I joined “Ecosystem Day”, and got an overview of Johnson & Johnson Innovation’s rather advanced innovation strategy in APAC. I knew Johnson & Johnson on their customer-facing side, but did not really know much about their product-building innovation engine.     A few points from the keynotes I followed: #1 Large companies such as Johnson & Johnson increasingly innovate with smaller, more local actors Melinda Richter, Global Head of Johnson & Johnson Innovation, JLABS, shared that Johnson & Johnson used to partner mostly with...

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From General Electric CEO Jeff Immelt: 3 Key Takeaways from GE Digital Day Singapore

A year ago, I attended InnovFest Unbound, one of Singapore’s most attended tech conferences. InnovFest Unbound was founded by Yossi Vardi – the godfather of the Israel startup scene – in collaboration with NUS Enterprise, the entrepreneurial arm of the National University of Singapore (NUS). The panel on corporate innovation included several companies – namely Johnson & Johnson (J&J), Oracle, Nestlé, OCBC, UOB, Kodak, and General Electric. Moreover, this panel shed much needed light on the many challenges large companies face today. It is a continuous struggle to survive and grow in the present digital age. When I received...

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How to Organize a Learning Expedition in Asia That Will Inspire Your Teams?

Silicon Valley no longer has the monopoly on tech innovation: new startups in Asia are emerging with new ideas and technologies, diversifying innovative power to various ecosystems worldwide. Asia in particular is boiling hot and setting new trends. Just think of those two figures from 2016: China’s giant messaging app WeChat processed twice as much transactions (money transfers) in one month than Paypal did in a year India’s biometric-identity database Aadhaar now counts more than a billion registered users, and is turning into a bankless, cashless payment system for all. Experiential learning through physical exploration of these different ecosystems – from Kuala Lumpur to Seoul and Shenzhen to Bangalore – is still the best way to keep up with the ever evolving trends. Key benefits of such tours involve understanding new behaviors, testing out the latest prototypes and engaging key stakeholders in high-level partnerships. In a nutshell, learning expeditions are steps into the near future, and wake-up calls for Excoms, GMs and leadership teams who experience real change and a cultural shock by meeting with relevant entrepreneurs, investors, experts and peers. After completing more than a dozen of these tours, here are 8 important tips for you to plan an effective learning expedition in any part of the world. 1) Select the leading market in your area of interest For their own historical, geographical, political or economic reasons, some cities...

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A History of Innovation in China: Four Ages of Chinese Entrepreneurs

China and its Chinese entrepreneurs are entering a new stage of development. Expanding overseas to sustain growth, Chinese companies now threaten the GAFA’s territories. In the last two years, news on Chinese companies have frequently hit the headlines: Telecom equipment giant Huawei fell behind Samsung and Apple in the smartphone market. Suning Commerce Group accepted a $6 billion tie-up with Alibaba in online-to-offline efforts (read GMIC conference in Beijing). Tencent’s WeChat reports $50 billion transactions as of 2016. Group-buying website Meituan merged with booking and review app Dianping and raised another $3.3 billion this year. Each story comes from one of the four ages...

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What ex-LINE CEO Akira Morikawa says about the future of C Channel and the video communications industry

Few are able to accomplish what Akira Morikawa has done. In 2007, the ex-LINE CEO rose to the position in a mere 4 years since joining LINE. Previously known as Hangame Japan, Morikawa joined the LINE when it was plagued with minimal sales and a limited number of employees. The motivating story of how he adopted unconventional methods to revolutionize the structure of the company – by basing salary on meritocracy, abolishing daily company meetings, migrating operations to China and retaining key creative employees under his direct supervision – is one that will inspire many a distressed leader. LINE...

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