iQ is a digital innovation lab within GSW Worldwide that brings new ideas and prototypes to healthcare clients. They explore emerging technologies, concepts, and trends to develop innovative products and services. iQ shares these innovations through rapid prototypes, innovation theaters, workshops, and new products/services. Their goal is to foster growth and competitive advantage for clients through bold, creative solutions.

1. Segue :brand story and toolkit Innovation Lab Inspiring game-changing ideas

2. POP QUIZ What companies do you think of as innovative?(no wrong answer!)

3. Facebook Amazon Apple Google Huawei First Solar PG&E Novartis Walmart HP Hulu Netflix Nike Intel Spotify BYD Cisco IBM GE Disney The world’s most innovative companies have one thing in common.

5. They know innovationcan come from anywhereNot just from special people in special rooms

6. Innovation can’t be created by any one person or discipline INNOVATION is the laying, incubation and hatching of that egg INVENTION is the laying of the egg

7. Segue :brand story and toolkit Meet us. iQ, the digital lab of GSW Worldwide

8. Across GSW’s global network, hundreds of digital specialists solve client problems with imagination, insight and – ultimately – innovation. Often their ideas point not just to solutions, but to new opportunities.

9. That’s where iQ comes in “ We're a lab where digital experimentation becomes marketing innovation.

10. iQ’s mission is to bring bold, break-through innovations to our clients in fast-changing areas like mobile, social and tablet computing. Through big ideas, tangible prototypes and easy-to-share concepts, we bring new kinds of competitive advantage to healthcare marketing.

11. We share our ideas in three ways: Every quarter we rapid prototype some of our best new ideas into tangible examples of what could change healthcare marketing Innovation theaters New products and services Once an innovation is proven and piloted, we help make it turnkey so that getting started is just a phone call away Workshops and thought leadership We share our perspectives on what’s next and why it matters in our blog, research and 101 technology sessions

12. Segue :brand story and toolkit Why innovation matters The creative imperative

13. Why innovate?

14. “ No matter what anybody else tells you: corporations achieve competitive advantage through acts of innovation. PETER DRUCKER

15. + Innovation helps us combat the four growing problems that sap the hard-won advantages we have today SETH AND LEIGH

16. 1. The India Problem.Or: How to compete against a billion people

17. 15% If just 15% of its population is talented, ambitious, college-educated That’s more than the entire population of the 2nd largest economy It’s larger than the working population of the world’s largest economy If 85% of India is left behind, they will still have more talented, ambitious, upper class citizens than the U.S. has workers

18. 2. Race to the Price Bottom.Or: A bigger problem than India

19. Any task that is routine can be outsourced > and many can be automated

21. 3. The Abundance Problem.Or: Selling in an age of comfort

22. 98% Of American households have a color television – this despite a persistent 13% - 17% poverty rate. 88% Have cell phones - each one holding more computing power than existed in the world when my grandparents were my age.

23. Enter: The

24. 2 million Number sold in the first 60 days: Number of people who knew they were missing one 6 months ago: zero

25. 4. More incremental change.Or: continuous cannibalization

26. “ When man or nature or Gillette has not yet found a good solution to a problem, we tend to stick closely to whatever looks even marginally plausible ADAM GOPNIK

27. Introducing: that 5th blade you’ve always wanted (But still no whole new way to eliminate unwanted hair)

28. Overcoming these challenges to create growth takes artistic, cognitive skill. Bold, innovative acts. Today, value is created when we give people something they always needed, but never knew to ask for.

29. Segue :brand story and toolkit Innovation in practice How 8 companies are actively fostering innovation

31. They want every employee to have a gut-level intuition for the people who buy their products

32. So they hire them. Hardcore gamers developed their first console

33. Those gamers successfully navigated the tradeoffs and compromises of the development process to create a system people like them would want to play

34. “The big difference between Xbox and Zune was the customer target. With Zune, we didn’t know who we were building it for. With Xbox, we knew those guys. Hell, we were those guys.”— Xbox team member“

36. They just have to show the results to the rest of the company at the end of 24 hours

37. They call these "FedEx days," because you have to deliver something overnight

39. Their mission: a covert one to find out what life in the stores was really like

40. The real moment of innovation:When their boss elevated their work

41. What they created was the now famous: Blue Shirt Nation, an internal communications platform that generates thousands of conversations across the company

43. Twenty years after the Exxon Valdez oil spill, there was still a lot of oil on the ocean floor

44. After decades of working on the problem, Exxon decided to look outside its walls for help. Not to another consultant or expert, but to the crowd

46. Redgate’s sales team was compensated on a typical commission structure

47. It wasn’t working for anyone – sales people gamed it; execs micromanaged it

48. One of the founders had the radical idea of getting rid of it and just paying people a fair wage

49. Each sales leader liked it, but said the others wouldn’t go for it

50. In the end – everyone wanted the same thing, but no one wanted to be the one to ask

52. The idea for Didget came from a parent (Paul Wessel) of a child with diabetes

53. Paul’s son was constantly losing his blood glucose meter, he could always find his Game Boy

54. That insight led him to create a device that would help his son manage his diabetes

56. Through a partnership with National Comprehensive Cancer Network (NCCN) she was able to host a private community on Communispace

57. There, they listened while the members talked about how they made their decisions about where to receive care

58. The answers changed their marketing. From patient-focused to primary-care physician focused. From print to search-rich online.

60. Its ill-fated RockYourRefund campaign tried to combine tax-filing drudgery with hip-hop style

61. Learnings from the flop entirely changed the way Intiutmarkets to 20-somethings

63. WHERE WE LOOK Innovation happens at the intersection of insight and invention Consumer Culture Category Company

64. WE START WITHA multidisciplinary team of collaborators Dedicated lab resources with healthcare experience and technology know how: PLANNERS STRATEGISTS DESIGNERS ENGINEERS

65. WE ASK OURSELVESWhat new kinds of opportunities can technology create for healthcare marketing? We follow a repeatable process in search of new kinds of competitive advantage: EXPLORE New technologies and trends CONCEPT Prototype new products and services CHALLENGE How every concept works and adds value SHARE The best ideas with our peers and clients

66. What makes all the difference? STIMULUS (It turns a brainstorm into a strategy session)

67. What makes all the difference? STIMULUS SPECIFIC PROBLEM NEW EXPERIENCE UNApPLIEDTOOL OR IDEACUSTOMER PERSPECTIVE GREAT EXAMPle OUT-oF-CATEGORY TOOLS COMPETITIVE CHANGE

68. 1 Start with the ideal solution (and don’t back down) STIMULUS

70. Competing platforms

71. Slow, impersonal presentations Bottom line: they couldn’t run their sales calls effectively

72. So we asked:Shouldn’t it all work on one seamless system?

73. turning content into conversation

74. It’s harder than ever for sales reps to connect with prescribers Last year, the number of docs who would see most reps dropped significantly and the number who refused to see most reps increased by half. That means 8 million planned sales calls were nearly impossible to complete. Rep-Inaccessible docs Rep-accessible docs 50% 20% AccessMonitor™, a report from global consulting firm ZS Associates, 5/2010

76. Competing platforms

77. Slow, impersonal presentations

78. Costly investment

79. Cumbersome Implementation

80. Proprietary technologies

81. inflexible formatsBottom line: they couldn’t run their sales calls effectively

82. One reason: physicians don’t get the value they want out of most sales calls Impersonal, irrelevant presentations Inflexible, slow moving systems and tools Unresponsive, locked down storytelling

83. That’s where comes in Segue is a simple, effective content delivery system that INTO powerful, personal conversations TURNS secure brand content

85. WHAT IT DELIVERSMore relevant sales calls Customize every call with pre-planning tools

86. WHAT IT DELIVERSSecure, effective brand management = Better brand management Open, adaptable design It’s designed to protect your brand and your team. Your brand story will be delivered in tools that are relevant to how HCPs work today, but every presentation has assured compliance – with both required messaging and linked content built in. Segue features an open, adaptable design that uses your rules-based communication framework to seamlessly deliver content to laptops, tablets, and mobile devices – like smart phones.

87. WHAT IT DELIVERSCompelling, immediate ROI = Business results Fast-start system Segue is less expensive than other tablet-friendly content delivery systems. Add those savings to its quick rollout and you’ll start seeing results immediately. Segue’s optional metrics also give you new kinds of insight into how your story is really told on the front lines. Because Segue is small and self-contained, it can be up and running almost immediately, without time-consuming integrations. Its intuitive interface and self-guided training help your salesforce feel confident onday one.

88. WHAT IT DELIVERSCompelling, immediate ROI See what happened with optional analytics

89. 2 Borrow generously Think about what you have now that could be used in new and unexpected ways STIMULUS

91. Pull patient education materials

92. Print out treatment plans

93. Etc. From paper files and ad hoc tools nurses cobble together the plan that will let you be a powerful advocate for your own care.

94. So we asked:What if nurses could easily assemble personal care plans for each patient – digitally?

95. patient care, simply shared.

97. Introducing: DEEP CLINICAL EXPERTISE recommendations & answers VAST TREATMENTINFORMATION literature & tools Fluent is a web-based tool that lets treatment teams easily create a comprehensive, personal action plan for each patient

98. How it works: BRAND MGRS CREATE A SECURE Library PATIENT EDUCATION DISEASE STATE TREATMENT TEAMS INSTANTLY REGISTER AND LOGIN OTHER RESOURCES CREATE EDIT FIND THEY BUILD CUSTOM PLANS WITH DRAG-AND-DROP TOOLS AND ADD IDEAS DELIVER THEM TO PATIENTS Recommend friends Recommend content

100. Comprehensive in one document

102. Understand why it matters

104. Branded patient experience

105. Relationship-building tool3

106. 3 Understand how your audience’s life has changed (And, meet them where they are) STIMULUS

107. CHANGE OUR PERSPECTIVE All we saw were closed doors But they were looking at little screens 72% of physicians use smart phones

108. So we asked:What if a sales rep’s business card was a portal to his on-demand office?

110. 4 Define the real problem (strip out all the noise) STIMULUS

111. Physicians and patients have been battling over adherence for years It turns out we rarely live up to the promises we make in the doctors office Sometimes we choose to stop taking a Rx, but often we just forget to refill it

112. So we asked:What if you could be reminded to refill when it was actually convenient?

114. 5 Apply an unapplied technologyWhat old problems can be fixed with new stuff? STIMULUS

115. iPadswere instantly filled with great consumer tools that made so many things easier or more fun It’s a powerful technology, but one relatively unapplied in healthcare We looked for problems the iPad could solve.

116. LIKE THIS ONE: But chronic disease and pain are a daily occurrence for many. Office visits are infrequent To create the best care plan, physicians need to understand that daily journey – both how the patient feels and what she’s doing for daily pain management

117. So we asked:How could a patient with limited mobility easily give her treatment team a fuller view?

119. Segue :brand story and toolkit Innovation in action Workshopping a big idea

120. OUR CHALLENGE Let’s apply some innovation thinking5 teams + 25 minutes

121. Start by introducing yourselfYour role: Job title Your role in innovation: Passion

122. THEN, AS A TEAM: Choose a process to brainstorm against PICK A PROBLEM TO TACKLE Find a new insight (C/C/C/C) Name the ideal solution (pie in the sky!) Determine what we can learn from what hasn’t worked

123. What can we learn from what didn’t work? use the innovation table topics cards to get brainstorming

124. See what we’re up to>> Our blog: WhatsYourDigitaliQ.com Our presentations: Slideshare.net/iqLab YouTube.com/GSWiQlab Our tweets: Twitter.com/iqLab

125. Segue :brand story and toolkit SethQuillin SVP, innovations squillin@iq-w.com 614.778.8203 @squillin Leigh Householder Strategist Leigh.householder@iq-w.com 614.218.9549 @leighhouse