1293.18_RIA Brochure design V4(Print)

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Contents
Welcome 4
The judges 6
Real Innovation Awards winners 10
The ﬁnalists 12
The People’s Choice winners 24
About 26
Thank you 30

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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 ﬁnalists.
Our judges chose one winner per
category, who will be honoured this
evening. We will also be recognising
the ‘People’s 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 Birkinshaw
Director of the Deloitte Institute of
Innovation and Entrepreneurship

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“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 Birkinshaw’s 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 today’s turbulent business environment.
He came 43rd in last year’s “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 Architect’s Journal.
He was Executive Fellow at London Business School from 2011−2012,
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

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Luis Cilimingras
Charlie Dawson
Luis Cilimingras is IDEO London’s 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 country’s 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 first
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 difficult 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 firm 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 find ways to differentiate and compete strongly in future,
and helping eBay get better at creating trust.
He previously worked in advertising and has a first-class degree in
Manufacturing Engineering from Cambridge.

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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 significant
market events.
Her specific 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 five 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 Skinner
Secretary 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 specifically 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 first-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 film photonics from UCL and a MBA from LBS.

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The If At
First You Don’t
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

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“I’ve 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

12
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 Drüppel, Roland
Grenke and Daniel Taschlik
created their first prototype
during a Berlin Hackathon in
2012, testing it first with friends
and then at tech meet-ups. It
didn’t 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 Germany’s
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. Drüppel says:
“Video will be the predominant
way we communicate in the
next five 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 deficit was
revealed after the tragic death
of its CEO.
The operating model was flawed,
with extortionate lease costs for
an unreliable fleet; 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 finalists
The If At First You
Don’t Succeed award
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 didn’t work out −
but which provided the
stepping-stone for a
subsequently successful
outcome.

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Paul Ostergaard founded
Norwood Systems, a Bluetooth-
enabled service linking mobile
phones to the fixed-line network,
in 2001. He raised US$20 million
and won several tech start-up
prizes. But the business model
conflicted 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 first app, Work
Phone, flopped. But in 2015,
Norwood launched World Phone,
and finally 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 first choice for store owners
who wish to grow profits by
offering their products online.
He began selling artisan products
in a shopping mall in 2007,
but the business model wasn’t
scalable. He tried selling the
products direct to major offline
retailers, but soon realised he
needed a leaner business model.
He launched his first 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

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As Chief Fire Officer 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
firefighting role towards safety
and prevention. This was not
popular with firefighters, but it
was enormously successful,
with dramatic reductions in both
workforce and the numbers of fires.
In recent years, Steve has
also led changes in the use of
technology to make firefighting
safer, and in increased
co-operation between the fire
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.
@manchesterfire
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 first
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 profit of £133 million
on revenue of £255 million and
floated on the London Stock
Exchange, entering the FTSE 250.
@autotrader_uk
The finalists
The Masters of
Reinvention award
Incumbent firms always
struggle with disruptive
rivals because they don’t
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.

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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 1994–95. And not
least, Schibsted dared to disrupt
itself: its bold decision in 1998
to start Finn.no established a
digital competitor to its profitable
Norwegian newspapers in
classified 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 financial 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 efficiency,
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 fish oil, having
spotted the market potential.
Investing heavily in research
and development, ONC was the
first 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 prolific algal strain his
research team had discovered,
initially focusing on biofuel. Then
they found the
strain had significant 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, it’s now
available in 34 cities and urban
areas in 17 countries, and remains
free to use.
@citymapper
The finalists
The Best Beats
First award
First movers don’t
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
first mover.

17
Grab was founded in 2012
and in four years has grown
into Southeast Asia’s 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-firsts” 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 traffic 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 traffic, 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 King’s 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 efficient by constantly
tweaking its core routing
algorithm. Telling a restaurant
precisely when to expect a pick-
up is far better than saying: “He’ll
be there in 10 minutes.”
Deliveroo is headquartered in
London, with more than 800
employees in offices 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
that’s 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-office
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 finance,
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
filmmakers in exchange for
products or perks. At first, 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 finally
won their first US$1.5 million
round of financing in 2011.
Indiegogo has hosted more
than 680,000 campaigns in 224
countries and territories.
@indiegogo
The finalists
The George Bernard
Shaw Unreasonable
Person 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
difficulties encountered
along the way.

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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 newborn’s
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, ﬁnally
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. Fernando’s innovations
have generated a portfolio of
over 1,000 patents, positively
impacting the world, changing
people’s lifestyles.
Fernando’s 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 first signs of stress
in autistic people by measuring
their electrodermal activity. One
day, a student borrowed a pair
of wristbands to monitor his
autistic brother’s 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 Barr’s realisation
that its high-end scallop trawling
gear could be repurposed to
recover stratified waste from
radioactive sludge ponds.
Barrnon quickly prototyped
a purpose-built system and
demonstrated it to the UK’s
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 finalists
The Alexander Fleming
Serendipity 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.

21
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 refined 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
company’s 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
find Arabic-language content.
Habib created Yamli during
the 2006 Lebanon war. Living
in the US, he struggled to find
news about the situation in
Lebanon. The idea for Yamli
came from Arabizi, the Arabic
“chat alphabet”, that’s 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-flavoured
beer, resulting in a greatly
admired dram. Unexpectedly
Dougal then received an exciting
call – this time it wasn’t 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 refined 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 flavours of its
oak aged brews with the world,
becoming one of the UK’s most
successful international craft beer
businesses selling over 23million
bottles of beer globally.
@innisandgunnuk

22
BlaBlaCar is the world’s leading
long-distance ridesharing
platform, co-founded by Frédéric
Mazzella, Nicolas Brusson and
Francis Nappez.
The idea for the company first
came to Frédéric 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
profiles. 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/
Netflix 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 Artificial
Intelligence tool.
@babylonhealth
The finalists
The Harnessing
the Winds of
Change award
Many successful
innovations aren’t
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 what’s 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. Protean’s
solution houses the electric motor
and inverter drive in the wheels
of a car, and can electrify existing
chassis with little modification
or allow new vehicles far greater
design freedom. Protean’s
technology offers the most
efficient 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 world’s largest real-
time community-based traffic 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
traffic 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 world’s 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 People’s Choice winners
A public vote for the People’s Choice nominees ran in
parallel during September. The results of the public vote
do not inﬂuence the judges’ decision, but will appear in
the post-award write-ups.
The If At
First You Don’t
Succeed award
Norwood Systems
The George Bernard
Shaw Unreasonable
Person award
David Helgason, CEO,
Unity Technologies
The Masters of
Reinvention award
Schibsted Media Group
The Alexander
Fleming Serendipity
award
Empatica
The Best Beats
First award
Grab
The Harnessing the
Winds of Change
award
Protean Electric Limited

25
“Innovation is what gives companies
the edge. It’s 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 deﬁning 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 ﬁeld 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 inﬂuence 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, it’s the practical guide to
business and management success.
www.managementtoday.co.uk

28
About London Business School
London Business School’s 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 ﬁve 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 today’s 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 School’s 157 academics come from more than 30 countries
and cover seven subject areas: accounting; economics; ﬁnance; management
science and operations; marketing; organisational behaviour; and strategy
and entrepreneurship.
www.london.edu

29
Connect with us
www.london.edu/innovation
Follow us on Twitter
#RealInnovationAwards
#DeloitteInstitute
Executive Director: Jeff Skinner
Email: jskinner@london.edu
+44 20 7000 8164
Outreach Project Manager: Eva Negrutzi
Email: enegrutzi@london.edu
+44 20 7000 8736
Academic Director: Julian Birkinshaw
Email: jbirkinshaw@london.edu
+ 44 20 7000 8718

30
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 School
Regent’s Park
London NW1 4SA
United Kingdom
Tel: +44 (0)20 7000 7000
www.london.edu
A Graduate School of the University of London

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