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The designers have been designing tools, processes, and methods to support and not to change people's behavior. In contrast designing for sustainability would fundamentally require changing people's behavior. The behavior change to achieve the sustainability goals would mean offering different alternatives, encourage reduced consumption, make people conscious of their behavior, and leverage peer pressure and competition. The design that maintains status quo will not help to achieve sustainability goals. The design will have to be provocative and challenge user's assumptions in many ways. Design Thinking is about how you think and not what you know; it is about the journey and not the destination. For a problem of massive scale such as sustainability where we still know a little and the desired outcome may take years, following are some elements of design thinking that could help make world a better place to live for the generations to come. Ambidextrous-thinking: Sustainab

"We were the biggest and the best. And when you're the biggest and the best, there's a strong tendency to try to preserve that.....EBay has a storied past. But frankly, it's a past we've held onto too much." This is what the CEO of eBay, John Donahoe , told the analysts while explaining eBay's three-year revival plan to achieve low single digit growth. The outlined plan calls for continued investment into Skype, PayPal, and secondary-channels with an end goal to move eBay beyond an auction place to make it a one-stop e-commerce shop. Lack of explicit diversification plans to capture the fast growing e-commerce market (15% to 20% in the next five years) makes me wonder if eBay correctly assesses its core and context at this juncture and has the right infrastructure to support its strategy. eBay's application-led multi-generation platform strategy has supported its core business strategy really well but eBay is significantly under-invested in the cloud

The organizers of the Under The Radar Conference has listed me as "best bloggers and journalists who’ve distilled this foggy space down to a well-defined, understandable sector" in the category of the top cloud, virtualization, and SaaS blogs . Some of the other names include Nick Carr, Geva Perry, and MR Rangaswami. I have also been invited to the conference. I am looking forward to the event and the energy that all the early stage start-ups bring in!

McKinsey has partnered with the World Economic Forum to create an “Innovation Heat Map" to identify innovation clusters based on the analysis of the variables that drive innovation. The clusters are plotted on a classic McKinsey 2x2 that measures the size of a cluster on momentum versus diversity. I would encourage you to read the detailed analysis and look at the innovation heat map . The clusters are classified as: Dynamic oceans: Large and vibrant innovation ecosystems with continuous creation and destruction of new businesses. Leading innovators and primary sectors change organically as the hub frequently reinvents itself through significant breakthrough innovations. Silent lakes: Slow-growing innovation ecosystems backed by a narrow range of very large established companies that operate in a handful of sectors. These clusters are frequently the source of a steady stream of “evolutionary” innovations and step-wise improvements. Shrinking pools: Innovation hubs that ar