Agile innovation and Thinking Like a StartupChris Chan
Many enterprises are struggling to innovate whilst smaller startups are disrupting the market. Existing organisational business models work well in a known and predictable environment. However, these approaches fail when applied to an uncertain and changing environment.
In this session I will discuss the different approaches and how an organisation can balance a portfolio that both can exploit existing opportunities while enable the exploration of new opportunities.
I will draw on my experience working with some innovation teams in an enterprise and how we are re-focusing agile back to its roots and thinking like a startup to evolve the way we work.
Participants will also gain an understanding how Design Thinking/Human Centred Design, Lean Startup, Agile and Business Model Innovation can blended together to transform the way you work to enable innovation within larger enterprises.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Agile innovation and Thinking Like a StartupChris Chan
Many enterprises are struggling to innovate whilst smaller startups are disrupting the market. Existing organisational business models work well in a known and predictable environment. However, these approaches fail when applied to an uncertain and changing environment.
In this session I will discuss the different approaches and how an organisation can balance a portfolio that both can exploit existing opportunities while enable the exploration of new opportunities.
I will draw on my experience working with some innovation teams in an enterprise and how we are re-focusing agile back to its roots and thinking like a startup to evolve the way we work.
Participants will also gain an understanding how Design Thinking/Human Centred Design, Lean Startup, Agile and Business Model Innovation can blended together to transform the way you work to enable innovation within larger enterprises.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Presentation from 2016 Museums and the Web conference in Los Angeles. Focused on applying 21st century leadership models in the cultural heritage sector, including Lean, Agile, Radical and Open.
(apologies for slideshare-caused formatting problems)
http://mw2016.museumsandtheweb.com/session/digital-practice/
Formal paper here:
http://mw2016.museumsandtheweb.com/paper/the-agile-museum/
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
Presentation from 2016 Museums and the Web conference in Los Angeles. Focused on applying 21st century leadership models in the cultural heritage sector, including Lean, Agile, Radical and Open.
(apologies for slideshare-caused formatting problems)
http://mw2016.museumsandtheweb.com/session/digital-practice/
Formal paper here:
http://mw2016.museumsandtheweb.com/paper/the-agile-museum/
Training Slides of Reinventing Creative & Innovative Leadership discussing the importance of Leadership.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Innovation Leadership Study: Managing Innovation - An Insider PerspectiveCapgemini
The study, which surveyed over 260 innovation executives globally, suggests that while innovation is an emerging functional area within organizations, limited organizational strategies for driving innovation are impairing growth.
The Role of Leadership in Driving Excellencetheojamison
This presentation outlines what impedes organizations from achieving excellence, and leadership\'s role in creating and sustaining a culture of excellence.
Creating A Culture That's Innovation Ready Paul Taylor
Originally presented at #NIFHA14 - this deck charts the journey of Bromford over 10 years looking at culture , social innovation , digital and the formation of the Bromford Lab.
Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SH...LiderAgenteDeCambio
Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor Social
VidenDanmark holdt den 23. marts 2010 møde hos MillionBrains om åben innovation og videndeling. Sam Kondo Steffensen fra MillionBrains fortalte deltagerne fra VidenDanmark om baggrunden for MillionBrains-projektet - og om hvad idéen er med platformen. MillionBrains er rigtig åben innovation - man kan lægge Challenges ud - og alle kan melde sig ind som Brains. På sigt vil man nok være lidt kritiske ift. hvilke challenges, der kan lægges ud. MillionBrains bygger på en teknoligi - der arbejder semantisk - i stedet for søgeteknologi ønskes det modsatte - at informationen kommer til dig - på baggrund af opsamlede data.
Riding on the Currents of Innovation to Supercharge Employee RelationsJoris Claeys
Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
Our changing world: Four trends set to impact how we lead in the future. A presentation by Futurist Adam Jorlen for the Holos Group Real Leadership Program in Melbourne, Australia July 2012.
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
The digital revolution is changing everything. To succeed in this rapidly changing world, businesses face the dual challenge of transforming their organisations whilst staying ahead of the competition.
Brilliant Noise help organisations create the strategy and embed the mindset and behaviours needed to lead and succeed in a digital world.
In this deck we cover:
- The imperative for transformation
- Good and bad examples of change leadership
- Simple diagnostic and evaluation models
- Culture change planning
- Actionable tools and approaches
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
Here's my presentation on Modern Technologies for Seniors (60+) in Papiamento presented at MFA Paradera & MFA Noord in collaboration with Club Kibrahacha 60+.
Social Media Landscape of Aruba - Key Facebook Stats Feb 2016Edward Erasmus
Here's an updated presentation containing some interesting Facebook user stats for Aruba (February 2016). The info can be used for research, educational or for social media marketing purposes. Comments and questions are welcome.
Nation of Innovation - Aruba Opportunity Plan v2 (Commission Nation of Innova...Edward Erasmus
The commission Nation of Innovation (NOI) is one of the commissions forming part of the project Nos Aruba 2025. The objective of Nos Aruba 2025 is the institutionalization of an integrated and strategic planning process where the coordination between the relevant stakeholders is encouraged taking into consideration guidelines for sustainable development. The most important outcome of Nos Aruba 2025 is the formulation of a National Integrated Strategic Plan (NISP). The definition of this plan will stimulate the coordination between the concerned stakeholders.
The primary goal of the commission NOI is to develop a plan and stimulate ideas to promote innovation and entrepreneurship on Aruba in order to reach sustainable economic prosperity for our citizens.
The commission believes that Aruba can only prosper in the times ahead if the talents of the country’s people are unlocked. Innovation should flourish across every area of the island’s economy, and in particular in the industries where high value added businesses can prosper and grow. Innovation will be the key to some of the biggest challenges facing Aruba’s society, like economic diversification, energy development, sustainable food supply and other areas that require long-term sustainable solutions.
Social Media Landscape of Aruba - Key Facebook Stats (Feb 2015)Edward Erasmus
Here's an updated presentation containing some interesting Facebook user stats for Aruba (February 2015). The info can be used for educational or for social media marketing purposes. Comments and questions are welcome.
Catalyzing Innovation and Social Change through Social EntrepreneurshipEdward Erasmus
Slides of my presentation as guest speaker during the event at the University of Aruba titled: "The role of the University of Aruba in Creating Social Value and Social Responsibility. Volunteer Work in the Galapagos Islands."
Social Media Landscape of Aruba - 10 Key Facebook Users StatsEdward Erasmus
Check out this presentation displaying some interesting Facebook user stats for Aruba (2014). The info can be used for education or for social media marketing purposes. Comments and questions are welcome.
Slides of my presentation during the event organized by foundation “Young Entrepreneurs Stichting, YES” at the Aruba Chamber of Commerce and Industry. January 28th, 2014.
Social Media and SM Marketing - EPI Leadership Course Week 2013 UAEdward Erasmus
Slides of my presentation during the special leadership course week organized by students and lecturers of the University of Aruba for the students of EPI - Tourism Sector.
Shared Value and Sustainable EntrepreneurshipEdward Erasmus
Slides of my guest lecture during the kick-off event for the project of Sustainable Entrepreneurship (3rd year students of the Faculty of Accounting, Finance and Marketing, University of Aruba)
#Win x 3 - Career Convention 2012 PresentationEdward Erasmus
Slides of my presentation during the Career Convention 2012, organized by the 4th year students of the Faculty of Accounting, Finance and Marketing @ the University of Aruba. Thanks for the invitation!
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
4. What we will do in the next 30 minutes…
• Have a conversation about innovation,
leadership, and organizations…
Agenda
• Explain innovation (briefly)
• Challenges for leaders
• Leadership qualities of the 21st century
• How organizations need to adapt
• Creating a climate for Innovation
• Questions / discussions
5. Innovation?...
. . . is generally understood as the successful
introduction of a new thing or method . . .
Innovation is the embodiment, combination, or
synthesis of knowledge in original, relevant,
valued new products, processes, or services.”
- Luecke and Katz (2003)
6. We see innovation
Title
as a means to:
• unlock talents of all of our
people
• develop every area of the
economy and, in particular,
wherever high value added
businesses can flourish and grow
• generate sustainable prosperity
7. Our own definition of innovation…
“Transforming the (current) resources of our
nation (Aruba) through the creativity of
people into new resources and wealth.”
8. No innovation
no change
no development….
….without visionary leaders
10. 1. SPEED!!
Radical innovation and technological developments is
going to dominate your daily schedule….
if you walk you stand still, so
you’ll need to run pretty fast to
advance just a little.
11. Radical innovation
…….an improvement or advancement that enhances a
product, service or a process in a manner that has never
been expected by the market…..
• Good for consumers
• Disruptive for existing industries
(some will adapt, others will fade away)
15. Radical innovation…
The biggest fear by big companies in this
technological innovation era is not to be able
to recognize radical innovation and (timely)
capitalize on it when it appears….
“Successful organizations face considerable difficulty in maintaining their
strength and might. Of the 25 largest companies in 1900, only two have
remained in that select company. The rest have failed, been merged out of
existence, or simply fallen in size.”
~ Paap & Katz, 2004
16. Coping with ‘Speed’…
• Do not fear radical transformations….
• In its place, look for opportunities instead of
deterring threats.
• Or… seek to be at the forefront of innovation
19. Thanks to social networking:
• Society is moving towards a more social,
collaborative, interactive and responsive web
• Higher interconnectivity
• Building communities
SN gives people a powerful voice…..
30. • Forget B2C or B2B……
it’s now P2P (person-2-person)
…customers want to connect and interact with
companies on a 1:1 social level
…and those who can deliver that, will gain
substantial competitive edge...
31. Engaging ‘People’…
• Allow customers ‘inside’ your organizations.
• Opportunities to engage in creative new
forms of online communication with all sorts
of stakeholders.
• Use the ‘consumer voice’ to enhance your
competitive edge.
32. 3. TOMORROW!!
“We are living on this planet as if we
had another one to go to.”
- Terri Swearingen
33.
34.
35. Think sustainable….
• Environmental resources are limited and are
quite sensitive to everything that we do.
• We are starting to experience the effects of the
actions of generations that came before us.
To make sure that future generations will not
experience worse, we need to be aware of the ideals
and requirements of sustainability….
36. Why adopting sustainability practices..?
Companies have learned the hard lesson that
without a sustainable society, there is no
sustainable business….
In order for a business to be truly sustainable, it
must sustain not only the necessary
environmental resources, but also its social
resources, including employees, customers (the
community), and its reputation
37. Sustainable enterprise…
• Reduced packaging materials for products
• Reengineered its logistics by rerouting trucks and
save 100 million miles
• Helped save $200 millions in costs, while reducing
fuel consumption (and emission) and lowered
disposal costs to landfills
38. Sustainable enterprises
1. Incorporating principles of sustainability into each
of their business decisions.
2. Supplying or consuming environmentally friendly
products or services that replaces demand for non
green products and/or services.
3. Greener than traditional competition.
4. Enduring commitment to environmental principles
in their business operations.
39. Coping with ‘Tomorrow’…
• Think ‘sustainability’ in every decision
• Creating value through sustainable enterprising
• Focus on triple bottom line: people, planet and
profits….
40. 4. MANAGEMENT PARADIGMS
Too much of today’s management thinking is
still rooted in the industrial revolution…
41. Design to control:
Workers seen as machines made up of
interlocking parts that each play a clearly
defined role in the functioning of the
whole…
42. Old-fashioned leadership styles
Businesses are organized to operate, not to create…
• People employed to make the organization operate
as efficiently as possible.
• A small number of people are selected to lead the
people who are operators.
• An even smaller number of people are selected to
lead an entire business function, and
• One person to lead the organization itself.
43. Old-fashioned leadership styles
Exploitation of resources, like nature, people,
capital and trust for the purpose of short-term
profits…
….and guess what?....
44.
45.
46.
47.
48. New leadership paradigm
• Create and embrace diversity in knowledge,
people and sources.
• Focus on ‘creation’…not just ‘operation’.
• Think ‘Win-Win’ and long-term.
• Embrace new forms of capital.
49. New forms of capital
Intellectual
Capital
Creative Social
Capital Capital
50. Intellectual capital
Collective knowledge (whether or not documented) of
the individuals in an organization or society.
This knowledge can be used to produce wealth, multiply
output of physical assets, gain competitive advantage,
and/or to enhance value of other types of capital.
IC can include:
• skills and knowledge that a company has developed about how to
make its goods or services;
• individual employees or groups of employees whose knowledge is
deemed critical to a company's continued success (knowledge about
processes, customers, research results, and other information)
51. Social capital
= Social relations that have productive benefits.
People acting and interacting well in communities can
create better solutions, greater accountability, and more
economic growth.
“Social capital is about
the value of social
networks, bonding
similar people and
bridging between
diverse people, with
norms of reciprocity.”
(Dekker and Uslaner,
2001)
52. Creative capital
• Passion and drive of people / societies seeking to
understand, embrace, and nurture creativity.
Creativity -> Invention -> Innovation
53. “…creativity will be the single most important
leadership quality for organizations forging a path
through the complexity of today’s marketplace,
workplace, and community.”
~IBM Global CEO Study (2010)
54. Time to start educating our
leaders in a new paradigm…
55. Time to start educating our
leaders in a new paradigm…
60. Organizations?..
• An organization neither has a conscience or a soul,
only the people in the organization have them.
• An organization is a series of conversations and
dialogues, external or internal, in pursuit of
solutions….
66. Leadership: Creating a climate for
Innovation
Head – establishing clarity of purpose.
Leaders need to make a personal commitment to innovation, communicate what it means
inside the company, and lead by example, emphasizing innovation in their day-to-day
decisions.
Heart – cultivating an open and supportive environment.
Leaders must have the ability to build trust and mutual respect with employees, foster open
airing of problems and disagreements, and solve conflict in creative ways.
Guts – facilitating idea generation.
Leaders should challenge people to consider alternative approaches and give them
time and resources to pursue innovative ideas.
67. Leadership: Creating a climate for
Innovation
New New
Leadership Organization Innovation
approaches models
69. Final thought…
Instead of thinking
“outside the box”, just
get rid of the box…
70. Final thought…
Act Different,
Think Different,
Make a Difference
“The people who are crazy enough to think they
can change the world are the ones who do.”
~ Apple’s “Think Different” Campaign (1997)
71.
72. Edward M. Erasmus, MA
e.erasmus@fzanv.com
erasmus.bpas@gmail.com
Facebook: http://www.facebook.com/edwardmerasmus
Twitter: http://www.twitter.com/em_erasmus
LinkedIn: http://www.linkedin.com/in/edwardmerasmus