“The Effectivity of Investing into training BPO Agents with Lean Six Sigma Towards

minimizing of Attrition Costs”

I. Introduction

Most of the organizations are currently encountering a necessity to respond to

rapidly changing customer demands. In order to compete in this continuously changing

environment, the organizations must seek out new methodologies that allows them to

remain competitive and flexible simultaneously, enabling their companies to respond

rapidly to new demands [CITATION Bla91 \t \l 1033 ]. Continuous improvement

methodologies are increasingly common among all kinds of companies, as a means to

achieve business excellence [CITATION Bla19 \l 1033 ].

The Process of Continuous Improvement, also known as Kaizen, was initiated in

manufacturing industry in Japan, initially to answer the introduction of the just-in-time

(JIT) production system, which enables a constant reduction in waste. Continuous

improvement surrounded by a JIT environment has also been confirmed as one of the

foundations of Japanese manufacturing success. [ CITATION Ima86 \l 1033 ]. Kaizen is

process oriented. As explained by [ CITATION Ima86 \l 1033 ] before outcome can be

improved, overall process must be improved. But it does not necessarily mean that

results are not important, but the effort of the management should be directed towards

creating failproof processes since it is believed that good results would follow

automatically.

Continuous improvement is considered as a systematic effort to determine and apply

new ways of working through improvements of process by bringing step by step

innovations to work. [CITATION Kha18 \l 1033 ]. Since the need to continuously improve on

a larger scale within the organization significantly became imperative, a number of

continuous improvement methodologies have developed over a decade based on a

basic concept of quality or process improvement, or both, in order to reduce waste,

simplify the production line and improve quality. The best known of them are now being

implemented in these organizations. One of the most common and being looked into is

the Lean Six Sigma – which is a combination of Lean Management and Six Sigma

Methodologies [ CITATION Bhu05 \l 1033 ].

Due to these benefits, the Philippine BPO Companies started embedding the

culture of improvement into their own DNA. This is to add value with the services that

the industry is providing their onshore counterparts. They are promoting innovations and

beneficial changes as part of the Company Core Values or Culture. “Corporate culture”

is one of those business concepts that leaders too often overlooked because of the

importance is not readily visible. But culture, is arguably the most valuable intangible

asset a company can own. Same with how the Philippine BPO Companies think of the

significance of innovation, many firms today consider it to be highly important.

Innovation is embedded in an organization’s culture and is more successful in specific

types of organizations than others. [ CITATION Bea09 \l 1033 ]

Unfortunately, there are studies that suggests that employee engagement in

Continuous Improvement Efforts such as Lean Six Sigma is running low in average.

13% of the population is engaged, 63% are not engaged and remaining 24% are

actively disengaged. [ CITATION Bra14 \l 1033 ] . To explain further these levels of

engagement, firstly, “Engaged Employees” work with passion and feel a profound
connection to their company. They are driven and take part innovation and move the

organization forward. The “Not Engaged Employees” are essentially “checked out and

disconnected with the updates. Lastly - 3. “Actively Disengaged” – these are the

employees are not just unhappy at work: they’re busy acting out their unhappiness.

Every day, these workers undermine what their engaged coworkers accomplish and

spread nonconstructive feedback. [CITATION KRU06 \t \l 1033 ].

As per [CITATION Llo04 \l 1033 ] , there is a very strong connection between

employee engagement and employee retention. This leads to one of the huge current

issue in BPO Industry, not only in the Philippines, but as with India as well, which is high

attrition rate. Attrition is defined as a reduction in the number of employees through

retirement, resignation or death and attrition rate is defined as the rate of shrinkage in

size or number. As per [ CITATION Mag16 \l 1033 ] , the Philippine BPO Attrition Rate stands

at 50%, which is considered very high.

This research paper aims to investigate the feasibility and impact of leveling up of

Philippine BPO Agents employees with Continuous Improvement Methods such as

Lean Six Sigma and validate if this action would further improve the employee

engagement which would lead to employee retention.

II. Research Problem

The Research Problem is considered as the center of the research process,

where its absence does define the essence of the research itself. It serves as the basis

of a research study that should be established well to ensure the research’s success.
As per Kerlinger, for someone to solve a problem, he/she should be able to identify the

problem first. [ CITATION Ker73 \l 1033 ].

As per Riley, one of the pitfalls of process improvement initiatives is not walking

the process and not involving the operators. [ CITATION Ril08 \l 1033 ]. This is considered

true with any Company, in any industry and any settings. Unfortunately, but

understandably though, some Companies, especially start-ups, would focus on income

generation first before other looking into strengthening their workforce capability and

empowering their Agents employees.

As per Apostolou, involving employees is a method for enabling them to play a

part in managerial decision-making and improvement activities applicable to their levels

in the organization. As such, employees must be involved and empowered. The result

on such nominal investments will come in the form of higher levels of employee

motivation, creativity, productivity, and commitment that will move the organization

forward with greater profitability. [CITATION Apory \t \l 1033 ]

Given the importance of employee engagement, this research aims into

validating where the Philippine BPO Industry is at with engaging their Agents

employees with their Continuous Improvement initiatives, and how it is impacting their

Employee Retention drive.

III. Research Question

The research question is one of the first methodological steps the researcher has

to take when undertaking a research. It must be accurately and clearly defined.

[CITATION Fra06 \l 1033 ]

 Given the significance of the success of this Research as the aim impacts one of

the Philippines’s important industry, the research question is being supported with a

series of items that needs clarification, hopefully to be answered by this research.

Specifically, this research aims to conduct a reliable research and seeks to

answer to this main key question:

“Will engaging the Philippine BPO Agents with the Continuous Improvement

Efforts of their Company drive Employee Retention positively?”

This research will also aim to gather data from the randomly selected

respondents that would be beneficial to the researcher and those who wanted to

expand the study. These data would include the demography of the respondents such

as their roles in the Company, their perception to the goal, their willingness to engage

and their years of stay in their Companies.

Moreover, this Research would focus on the main points that would satisfy the

additional questions. To conduct a reliable research, this research would include the call

to action in seeking to answer the following three questions:

a. Will it be feasible for the Philippine BPO Companies to engage frontline

employees with Continuous Improvement Effort?

b. Will it be sustainable for the Philippine BPO Companies to support such

engagement?

c. Will it be beneficial for the Philippine BPO Companies and the employees

to pursue this level up?

 The research would strive to answer these research problems under the conclusion

part and to provide sound recommendation at the end of the research paper.

IV. Research Statement

According to Black, nowadays, Companies have always had to adjust to

changing circumstances. New technologies, competitive threats, government

regulations and many other variables mean that companies must continually develop

their products and services to meet new demands. [CITATION Bla911 \t \l 1033 ] In this

regard, we should expect that the Process professionals, must find ways of supporting

the business throughout this transformation cycle.

This research will be based on the validity of the points raised by Dr. W. Edwards

Deming, an American statistician and engineer commonly cited as the “Father of

Quality”, under his “14 Points for Management”. The Fourteen Points for Management

or the Deming Model of Quality Management is a core concept on implementing  Total

Quality Management or TQM. It is a set of management practices to help companies

increase their quality and productivity. [ CITATION Dem86 \l 1033 ] . His fourth point

strengthen the goal for this research: “Put everybody in the company to work to

accomplish the transformation. The transformation is everybody's job.”.

V. Theoretical Framework
 The researcher, through thorough investigation, came across several job

satisfaction theories and models. The following aspects were found to fit the unique

needs of Philippine BPO Industry. The topic of employee retention through employee

engagement is a widely researched topic. The following theories were chosen to further

signify and guide this research work:

Job Embeddedness Theory

According to [ CITATION Lew51 \l 1033 ], job embeddedness represents a broad

connection of influences on employee retention. Two research-related ideas that help

explain the core of this construct are embedded figures and field. This was first

introduced by [ CITATION Mit11 \l 1033 ] which focus on why the employee stay on their job.

It described the concept as consisting of three key components (links, fit, and sacrifice),

each of which are important both on and off the job. Job embeddedness is therefore

conceptualized as six dimensions: links, fit, and sacrifice between the employee and

organization, and links, fit and sacrifice between the employee and the community.

Maslow’s Hierarchy of Needs

[ CITATION Mas54 \l 1033 ] provided a “hierarchy of needs” which is likewise a

motivational theory in psychology which extends from lower-level needs involving a five-

tier model of human needs, frequently described as hierarchical levels within a pyramid.

He suggested that motivation is the result of a person's attempt at fulfilling five basic

needs: physiological, safety, social, esteem and self-actualization. According to him, a

person’s behavior can be influenced by these needs which can create internal

pressures. He needed to figure out what influences’ individuals. He stated that

individuals are inspired to achieve certain needs and that some needs take priority over

others. Physical survival is our most essential need, and this will be the first thing that

motivates our behavior. Once that level is fulfilled, the next level up is what motivates

us, and so on.

Herzberg’s Theory (Motivator – Hygiene)

Herzberg developed one of the earliest theories relating to job satisfaction in the

1950s. His "two-factor" theory emphasizes that there are factors in the workplace that

create satisfaction (motivators) and those which lead to dissatisfaction if they are not

present (hygiene factors). The five hygiene factors: (a) Monetary rewards; (b)

Competent supervision; (c) Policy and administration; (d) Working conditions; and (e)

Security. These are the factors that cause dissatisfaction in the workplace and do not

motivate employees. The four motivators in the theory are: (a) Achievement; (b)

Recognition; (c) Responsibility; (d) Advancement. These factors are linked to

employee’s satisfaction and can impact behavior for a long term. Herzberg believed that

these two sets of factors act independently of each other. This theory is also called

motivation – hygiene theory. Herzberg’s theory does not provide a complete explanation

of employee motivation, but it offers some vital bits of knowledge. Herzberg’s Motivation

/ Hygiene Theory (Two factors theory) was developed by Herzberg, Manusner,

Peterson and Capwell who identified certain factors as satisfiers and dissatisfies.

Factors such as achievement, recognition, responsibility etc, are satisfiers, the presence

of which causes satisfaction, but their absence does not result in dissatisfaction. On the

other hand, factors such as supervision, salary, working conditions etc. are dissatisfiers,

the absence of which causes dissatisfaction. Their presence, however, does not result
in job satisfaction. The studies designed to test their theory failed to give any support to

this theory, as it seems that a person can get both satisfaction and dissatisfaction at the

same time, which is not valid.

VI. Conceptual Framework

In this research work, the functional model Input – Process –Output (IPO) model

was used in identifying the researcher’s input and how these details were processed

where the outcome or the output could be used to support the study as a whole. The

IPO model provided the general structure and guide for the direction of the study.

INPUTRespondent:* PROCESS*Survey using OUTPUT* Assessed

Personal Data*Level of
Engagement with
Continuous
Improvement Activities
(None, Trained,
Involved in Project,
Leads
Project)*Employment
Data – Years of Stay,
Planned year of stay
a designed survey
questionnaire.
*Analysis and
evaluation of the
selected Agents PH BPO
employees on the level
of their engagement
with their Company’s CI
Initiatives and their
length of plan to stay.
profile of the
respondents. *
Assessed responses of
the selected Agents PH
BPO employees on the
level of their
engagement with their
Company’s CI Initiatives
and their length of plan
to stay.

FEEDBACK

The first box in the conceptual framework is the input in which is the subject under

study. It shows the respondents’ personal data and the respondents’ assessment of

their engagement level in their CI Initiatives and their committed year of stay.

Respondents’ personal data includes their age, their job level position and their
employment details. This input will be processed through the process box which deals

with the method or procedure of analysis and assessment on the effects of these given

factors. The assessment is aided by a survey questionnaire. The output box will be the

result of the process which reveals the current level of engagement of the respondents

with their Company’s CI Initiatives. Furthermore, it provides recommendation and

awareness on those who are in the BPO Industry Management to look into this area,

which could have help greatly in reducing the current attrition rate. The feedback loop

goes back to the input variables of the study for improvement of the input.

V. Review of Related Literature

This section aims to present brief discussion on the definition, concept, application,

history, benefits and limitations of Lean Management, Six Sigma Methodology, and their

combination Lean Six Sigma.

Lean Six Sigma is a business improvement approach that aims to increase

shareholder value by enhancing quality, speed, customer satisfaction and costs. It

succeeds by combining tools and principles from both Lean and Six Sigma [ CITATION

Geo03 \l 1033 ].

These two have followed separate paths since the 1980s, when the terms were first

hard coded and defined. Lean started in Japan within the Toyota Production System);

and Six Sigma commenced life in the USA (within the Motorola Research Centre). The

term ‘Lean Six Sigma’ started to be used in 2000 as a way to define the integration of

Lean and Six Sigma philosophies [ CITATION She00 \l 1033 ]. The concept of Lean Six

Sigma as a combined strategy is still in development in the literature. Since its inception
in 2000, a number of scholars have developed an integrated approach. For [ CITATION

Pep10 \l 1033 ] research, he individuated the need for a closer combination of Lean and

Six Sigma in order to drive a united methodology forward. For [CITATION Sne07 \l 1033 ]

focuses on how Lean Six Sigma is a general holistic improvement methodology

focusing on the flow of information and materials through processes, as well as the

enhancement of value-adding process steps to create the product for the customer.

Others have focused on a framework for the successful combination of Lean and Six

Sigma. Lean and Six Sigma have become the most popular business strategies for

deploying continuous improvement in manufacturing, service and public service

organizations[CITATION Alb15 \l 1033 ]

Lean began as a result of the crisis in Japan after World War II. Lean was initially

introduced by Henry Ford and Taiichi Ohno. Henry Ford introduced Lean Manufacturing

through the assembly line, and Taiichi Ohno introduced Lean Management Philosophy

and Practices through Toyota Production System (TPS). Although Lean was initially

introduced within the manufacturing sector, Lean thinking allows Lean to be applicable

to any sector. Lean is heavily focused on improving the quality of products and services

delivered to customers [CITATION Pta15 \l 1033 ]. A systematic process was begun to

review processes and remove wastes. [CITATION KRU06 \t \l 1033 ] . In a study that aim to

discuss the genealogy of lean production, [ CITATION Hol07 \l 1033 ] points out that lean is

the result of a dynamic learning process that adapted practices from the automotive and

textile sectors. In other words, it is not a package of resources but rather a model that

helps organizations have a clear vision of improvements.

 Lean principles have been implemented and its principles serve as a method to

ensure that the end customer receives a quality product. Every activity is examined and

if a particular portion of the process does not add value to the product, that portion of

the process is considered wasteful. [ CITATION Eli06 \l 1033 ]. Wastes are categorizing as

“T-I-M-W-O-O-D-S” also known as Transport, Inventory, Motion, Waiting,

Overproduction, Overprocessing, Defects and Skills Unutilized. Lean has been utilized

for several years and has been proven to assist organizations with removing wastes,

which ultimately improves cost and quality. The successful implementation of Lean has

created a great of confidence in the use of the process improvement tool to enhance

continuous organizational growth and improvement. [ CITATION Pta15 \l 1033 ].

References

Albliwi, S. A., Antony, J., & Lim, S. A. (2015). A systematic review of Lean Six Sigma for
the manufacturing industry. Business Process Management Journal, pp 665–
691.
Apostolou, A. (2000). Employee Involvement. Technical University of Crete, Production
Engineering & Management . Chania, Crete, Greece: INNOREGIO Project.
Beardsell, J. (2009, 09). Managing culture as critical success factor in outsourcing.
Swiss Management Center, pp 1 -43.
Bhuiyan, N., & Baghel, A. (2005). An overview of continuous improvement: from the
past to the present. Emerald Research Register, Volume 43, pp. 761-771.
doi:DOI 10.1108/00251740510597761
Black, J. T. (1991). The Design of the Factory with a Future. New York, NY: McGraw-
Hill.
Black, J. T. (1991). The Design of the Factory with a Future. New York, NY: McGraw-
Hill.
Brajer-Marczak, R. (2014, December). Employee engagement in continuous
improvement of processes. De Gruyter, Vol.18, No. 2, pp 88-90.
doi:10.2478/manment-2014-0044
Deming, W. E. (1982-1986). Out of The Crisis. Cambridge, MA, USA: Massachusetts
Institute of Technology Press, Center for Advanced Engineering Study.
Eliis, S. F. (2006). The Application Of Lean Six Sigma To Improve A Business Process:
A Study Of The Order Processing Process At An Automobile Manufacturing
Facility. University of South Carolina, Scholar Commons.
Fraenkel, J., & Wallen, N. (2006). How to design and evaluate research in education.
New York City: McGraw-Hill.
George, M. (2003). Lean Six Sigma for Services. New York, NY: McGraw-Hill.
Holweg, M. (2007). The Genealogy of Lean Production. Journal of Operations
Management, pp 420–437.
Kerlinger, F. N. (1973). Foundations of Behavioral Research, 2nd edition. Holt, Rinehart
and Winston.
Khan, H. U., Ali, S., & Hongqi, L. (2018, February). Impact of Continuous Improvement
on Organization Performance Insight from Pakistan: An Empirical Study.
International Journal of Innovation, Management and Technology, Volume 9, pp
7 -14. doi:10.18178/ijimt.2018.9.1.779
Kosina, J. (2013, January). THE PROCESS TO ESTIMATE ECONOMICAL BENEFITS
OF SIX SIGMA PROJECTS. QUALITY INNOVATION PROSPERITY, pp 16-27.
doi:10.12776/QIP.V17I1.148
Kossoff, L. (1993). Total quality or total chaos? Vol. 38(No 4), pp. 131-4.
Leon, C., Temblador, C., & Flores, M. (2013, January). Integrating Lean and Six Sigma
for a holistic process performance improvement. Retrieved from
https://www.researchgate.net/publication/289832719_Integrating_Lean_and_Six
_Sigma_for_a_holistic_process_performance_improvement/related
Li, H., & Meissner, J. (2008, January). Improving Quality in BPO through Technology.
Department of Management Science, Lancaster University, Working Papers.
Pepper, M. P. (2010). The evolution of Lean Six Sigma. International Journal of Quality
& Reliability Management, pp 138-155.
Ptacek, R., Sperl, T., & & Trewn, J. (2015). The Practical Lean Six Sigma Pocket Guide.
MCS Media, Inc.
Riley, P. (2008, June 16). "Ten Pitfalls to Avoid in Process Improvement Initiatives".
Retrieved from Industry Week:
https://www.industryweek.com/operations/continuous-
improvement/article/21960849/ten-pitfalls-to-avoid-in-process-improvement-
initiatives?page=1
Sanchez-Ruiz, L., & and Bianco, B. (2019, October). Survey dataset on reasons why
companies decide to implement continuous improvement. Data in Brief,
ScienceDirect, Volume 26, pp 1-7. Retrieved from
https://doi.org/10.1016/j.dib.2019.104523
Sanjit, R., & John, B. (2011, November). Lean Six-Sigma application in business
process outsourced organization. International Journal of Lean Six Sigma.
doi:10.1108/20401461111189443
Sheridan, J. H. (2000). Lean Six Sigma synergy. Industry Week,, pp 81–82.
Snee, R. D., & Rodebaugh, W. F. (2002, September). The Project Selection Process.
Quality Progress, pp 78-80.
Snee, R. D.; Hoerl, R. W. (2007). Integrating Lean and Six Sigma: A holistic approach.
ASQ Six Sigma Forum Magazine, pp 15-21.
Talha, M. (2004). "Total quality management (TQM): an overview". The Bottom Line,
Volume 17(Issue 1), pp 15-19. Retrieved from Business Process Improvement
Resource: https://doi.org/10.1108/08880450410519656
Thomas, A. J.-J. (2008). Lean Six sigma: An integrated strategy for manufacturing
sustainability. International Journal of Six Sigma and Competitive Advantage, pp
333-354.
Womack, J. P., & Jones, D. T. (1996). Lean Thinking. New York.
Womack, J. P., & Jones, D. T. (1996, September 14). Lean Thinking. Simon and
Schuster. Retrieved from https://news.gallup.com/businessjournal/24472/whos-
driving-innovation-your-company.aspx

Albliwi, S. A., Antony, J., & Lim, S. A. (2015). A systematic review of Lean Six Sigma for
the manufacturing industry. Business Process Management Journal, pp 665–
691.
Apostolou, A. (2000). Employee Involvement. Technical University of Crete, Production
Engineering & Management . Chania, Crete, Greece: INNOREGIO Project.
Beardsell, J. (2009, 09). Managing culture as critical success factor in outsourcing.
Swiss Management Center, pp 1 -43.
Bhuiyan, N., & Baghel, A. (2005). An overview of continuous improvement: from the
past to the present. Emerald Research Register, Volume 43, pp. 761-771.
doi:DOI 10.1108/00251740510597761
Black, J. T. (1991). The Design of the Factory with a Future. New York, NY: McGraw-
Hill.
Black, J. T. (1991). The Design of the Factory with a Future. New York, NY: McGraw-
Hill.
Brajer-Marczak, R. (2014, December). Employee engagement in continuous
improvement of processes. De Gruyter, Vol.18, No. 2, pp 88-90.
doi:10.2478/manment-2014-0044
Deming, W. E. (1982-1986). Out of The Crisis. Cambridge, MA, USA: Massachusetts
Institute of Technology Press, Center for Advanced Engineering Study.
Eliis, S. F. (2006). The Application Of Lean Six Sigma To Improve A Business Process:
A Study Of The Order Processing Process At An Automobile Manufacturing
Facility. University of South Carolina, Scholar Commons.
Fraenkel, J., & Wallen, N. (2006). How to design and evaluate research in education.
New York City: McGraw-Hill.
George, M. (2003). Lean Six Sigma for Services. New York, NY: McGraw-Hill.
Holweg, M. (2007). The Genealogy of Lean Production. Journal of Operations
Management, pp 420–437.
Kerlinger, F. N. (1973). Foundations of Behavioral Research, 2nd edition. Holt, Rinehart
and Winston.
Khan, H. U., Ali, S., & Hongqi, L. (2018, February). Impact of Continuous Improvement
on Organization Performance Insight from Pakistan: An Empirical Study.
International Journal of Innovation, Management and Technology, Volume 9, pp
7 -14. doi:10.18178/ijimt.2018.9.1.779
Kosina, J. (2013, January). THE PROCESS TO ESTIMATE ECONOMICAL BENEFITS
OF SIX SIGMA PROJECTS. QUALITY INNOVATION PROSPERITY, pp 16-27.
doi:10.12776/QIP.V17I1.148
Kossoff, L. (1993). Total quality or total chaos? Vol. 38(No 4), pp. 131-4.
Leon, C., Temblador, C., & Flores, M. (2013, January). Integrating Lean and Six Sigma
for a holistic process performance improvement. Retrieved from
https://www.researchgate.net/publication/289832719_Integrating_Lean_and_Six
_Sigma_for_a_holistic_process_performance_improvement/related
Li, H., & Meissner, J. (2008, January). Improving Quality in BPO through Technology.
Department of Management Science, Lancaster University, Working Papers.
Pepper, M. P. (2010). The evolution of Lean Six Sigma. International Journal of Quality
& Reliability Management, pp 138-155.
Ptacek, R., Sperl, T., & & Trewn, J. (2015). The Practical Lean Six Sigma Pocket Guide.
MCS Media, Inc.
Riley, P. (2008, June 16). "Ten Pitfalls to Avoid in Process Improvement Initiatives".
Retrieved from Industry Week:
https://www.industryweek.com/operations/continuous-
improvement/article/21960849/ten-pitfalls-to-avoid-in-process-improvement-
initiatives?page=1
Sanchez-Ruiz, L., & and Bianco, B. (2019, October). Survey dataset on reasons why
companies decide to implement continuous improvement. Data in Brief,
ScienceDirect, Volume 26, pp 1-7. Retrieved from
https://doi.org/10.1016/j.dib.2019.104523
Sanjit, R., & John, B. (2011, November). Lean Six-Sigma application in business
process outsourced organization. International Journal of Lean Six Sigma.
doi:10.1108/20401461111189443
Sheridan, J. H. (2000). Lean Six Sigma synergy. Industry Week,, pp 81–82.
Snee, R. D., & Rodebaugh, W. F. (2002, September). The Project Selection Process.
Quality Progress, pp 78-80.
Snee, R. D.; Hoerl, R. W. (2007). Integrating Lean and Six Sigma: A holistic approach.
ASQ Six Sigma Forum Magazine, pp 15-21.
Talha, M. (2004). "Total quality management (TQM): an overview". The Bottom Line,
Volume 17(Issue 1), pp 15-19. Retrieved from Business Process Improvement
Resource: https://doi.org/10.1108/08880450410519656
Thomas, A. J.-J. (2008). Lean Six sigma: An integrated strategy for manufacturing
sustainability. International Journal of Six Sigma and Competitive Advantage, pp
333-354.
Womack, J. P., & Jones, D. T. (1996). Lean Thinking. New York.
Womack, J. P., & Jones, D. T. (1996, September 14). Lean Thinking. Simon and
Schuster. Retrieved from https://news.gallup.com/businessjournal/24472/whos-
driving-innovation-your-company.aspx