Robert McIsaac

Increased direct interaction with consumers has renewed interest in using digital data to personalize experiences and improve customer journeys.

The situation is changing rapidly, testing organization capacity and operational planning.

While WWI-era tactical fortifications were testaments to early 20th-century technology, it is not a paragon of smart investing. The designers assumed technology would never move forward.

The processes and structures which have been effective in building capacity in the past won’t be able to address the market today.

Creating a sense of having a stake in the outcome of the organization is one of the roots for innovative thinking.

Gains are especially being made near UC Berkeley, one of the major research universities in the Bay Area.

For carriers looking to position themselves to succeed in the future, it can be a challenge to promote innovative thinking.

The idea that products that were relevant to Baby Boomers have staying power into the third decade of the 21st century seems implausible.

While carriers may not be able to replicate the exact science, they should understand that organizational and cultural shifts can both attract the right talent and encourage the emergence of internal ideas.

Retraining efforts are becoming popular because it's easier to teach tech knowledge to industry experts than vice versa.