Archive for green innovation

As we’ve discussed previously on this blog, the West often gets things completely backwards when it comes to China, and the misunderstandings can be serious barriers to Asian innovators seeking global markets. The “Tragedy of Chopsticks” helps illustrate this.

A few years ago while in the US, I became concerned about chopsticks in China. The anti-chopstick publicity from Greenpeace and other groups was pretty convincing. What a shame to read about the vast tracts of precious forest land in China that were being mowed down to fuel China’s reckless, wasteful use of disposable chopsticks. What an environmental disaster! The New York Time‘s famous Green Blog recently reminded us all that “Disposable Chopsticks Strip Asian Forests.”

The article begins with a photo of a Greenpeace demonstration in Beijing where activists are building trees made from chopsticks to highlight how chopsticks wipe out trees. The coverage of China’s deforestation from its horrific chopstick use made me worry about the nation, for I had long known that China hardly had any forests left. Thirty or so years ago, the amount of forested land in China was around 9%. Some say it might have been a little higher, perhaps 10 or 11%, but it wasn’t much. As a young professor at the Institute of Paper Chemistry early in my career, I learned that China had to import most of its wood since there was so little forest land. But since that time, the paper industry and the chopsticks industry in China has boomed. So if we had 9% forest 30 or so years ago, how much, if any, do you think is left today? After all those people using disposable chopsticks for all these years, is there anything left of China’s forests?

That was a question in my mind before coming over here, where one of my first agenda items was to better understand some of the environmental allegations made against China and against the forest products industry here. What I found really shocked me. Take forest, for example. What’s left of China’s forest? What percent of China’s land is covered with forests? The World Bank and other credible sources now put the estimate around 21% – roughly double what China had a few decades ago. In fact, China is on course to achieve it’s goal of 27% forest land, and has what appears to be the world’s highest rate of afforestation, the opposite of deforestation. To provide the raw materials needed for forest products such as paper and, yes, chopsticks, China is ADDING forests, not mowing them down, creating sustainable high-yield plantations that can be planted and harvested repeatedly just like farmers plant and harvest their farmland, while carefully protecting virgin forests. Yes, plantations aren’t the same as wild virgin forests in terms of species diversity and beauty, but they are forests, and it is a good solution to the challenges of development. Yes, there was tragic forest lost in the past and irresponsible actions, but now China has strict policies and enforces strict regulations. Plantations must be approved before they can be created, and further official approvals are needed before trees can be harvested and then before they can be transported. As for chopsticks themselves, most of these come from bamboo, which grows rapidly and is easily planted, just like a food crop. In fact, bamboo is a food crop, with bamboo shoots being one of the most important components of Chinese cuisine. Will Western NGOs next tell us that we have to stop eating bamboo shoots? And then will we need to stop eating rice to save the rice fields?

So while the West is bemoaning the stripping of Asian forests from Chinese chopsticks and paper, the real story in China is a doubling of China’s forest with the help of the forest products industries and aggressive State policies. Why is this story so completely untold in the West? Why is it not part of the debate when Congress is deciding they need to punish the Chinese paper industry with punitive tariffs, when actually, the Chinese paper industry (at least based on my knowledge of APP) has environmental standards and achievements that are typically better than those that are standard for Europe and North America. But recognizing the remarkable environmental achievements of that industry, including its contribution to rapid afforestation through sustainable plantations, does not fit the agenda of some the West.

China has had its environmental problems and still has a lot of progress to make in terms of pollution, but it’s an issue that is taken seriously and remarkable progress is being made. In the forest products industry, the worse polluters are being shut down, hundreds of inefficient, highly pollution paper mills every year are being shut down as standards are progressively tightened. Come see for yourself and visit some of the beautiful, clean paper mills I’ve seen here in China. And before you try telling the people of China how or what to eat because of your enlightened knowledge of all things environmental (if, perhaps, you are as wrong as I was about the realities of China before coming here), you might want to get your chopstick facts straight. Chopsticks and forests are one of many issues where the West grossly misunderstands China.

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While flying to Denver recently, I met Nick Davis, Regional Executive Chef for Whole Foods out of Colorado. He handles Whole Foods cuisine for a large portion of the West. Nick has been a champion for innovative offerings based on street foods, and has been approving new products and developing recipes based on the successes of street food. In my experience, the street is where some of the heartiest and most economical food can be found, and Nick agrees. In Mexico, for example, it’s hard to beat the street for flavor and value, with marvelous Oaxaca-style tamales being among my favorites. Street food can be fabulous in the States as well. Crème brûlée in San Francisco is a popular street food, for example, that Whole Foods is bringing to some California stores. Several Whole Foods locations such as the Trolley Square Whole Foods in Salt Lake City are offering “street eats” as a restaurant-style service in the store as well as street food packages you can take out. Nick has been working on the menus for these products. Kudos to Nick and all the innovators at Whole Foods for recognizing the need to bring the street into the store. One more example of innovation based on understanding consumers and trends.

Whole Foods is a great place to go for market research in addition to enjoyable, quality food and other products. One can learn a lot about green packaging trends, innovations in flexible pouches, self-care products, organics, ingredients, and international cuisine.

Categories : food, green innovation
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Renewlon®: Recycled Carpet

Renewlon®: Recycled Carpet

Did you know that carpets can be recycled? The typical carpet has nylon fibers and a polypropylene backing. Thanks to Dr. Chris Roberts in the Chemical Engineering Department at Auburn University, there is now a clear, simple, practical way to extract pure nylon powder from used carpet. The remaining polypropylene can be used as well. The technology developed by Dr. Roberts was patented, and the patent estate became the basis for a start-up company, Modular Carpet Recycling (MCR). The elegant process is described in U.S. Patent No. 5,994,417, “Process for recovering polymers from commingled materials,” issued to Christopher B. Roberts and Aron T. Griffith, Nov. 30, 1999.

Formic acid, the compound that provides the sting of ants and stinging nettle, is used to dissolve the nylon. The solution is then injected into a chamber with supercritical carbon dioxide. Formic acid remains soluble in the carbon dioxide but the nylon precipitates out, forming a fine powder. The pressure of the carbon dioxide can then be lowered to take it below the supercritical state which causes the formic acid to separate from the carbon dioxide. Both materials can then be used again. Simple, clean, efficient.

Another group recognized the value of what Dr. Roberts had created and worked with him to commercialize the technology, creating additional intellectual property in the way to bring the technology to an industrial scale.

The polypropylene backing of the carpet, after the nylon has been dissolved away, is also recycled. It can be used to make laminated board materials, for example.

As with most inventions, there is a need for others to contribute further advances to bring the invention forward to the point where it becomes commercial and has impact on society–in other words, to turn the invention into an innovation. Partnerships between industry and universities are increasingly important in solving real world problems in ways that change society (and make real money). And once again, having a patent made the partnership work. Without it, there would have been no motivation to work with the university and less incentive to take on the risk of commercializing an unprotected technology. It’s very basic, but worth repeating: patents can help create partnership opportunities. Patents can make it more likely for research to result in commercially important innovation, not less likely.

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The federal government has set bold and challenging goals for future increases in the production of energy from non-fossil fuel sources. Seeking to curb our dependence on foreign oil as well as fossil fuels in general, our nation is encouraging the development of fuels from biological sources. Biofuels, diesel and gasoline made from renewable sources such as agricultural waste, forest sources, and algae, are a top priority and are the subject of extensive government-funded research and tax credits. Biofuels are a rich source of innovation and show an explosion in patent activity in the past 3 years.

Unfortunately, biofuels are also facing daunting challenges from uncertainty in federal regulations and tax policy that threatens to bring many innovations to a halt as industry puts many developments on hold due. The uncertainty in the environment–the regulatory and tax environment created by the government–is actually hindering many biofuel projects aimed aimed at enhancing the environment in the long run. This was the sentiment from several speakers in the midst of biofuels innovation in sessions at BioPro Expo 2011, a major conference on biofuels and forest bioproducts, being held in Atlanta, Georgia, March 14-16. Concern about government barriers to commercialization of biofuels advances was a repeated theme.

One example is federal regarding the definition of “renewable” for those seeking federal incentives for the use of renewable sources of fuels. Municipal solid waste (MSW) has a large component of plant-based materials such as paper and food waste, and is one of the most available and commercially attractive biofuel sources. The technology is proven, the raw material is available and economically feasible, and projects are ready to roll–except they have largely been put on hold until the federal government rules on whether MSW can be counted as “renewable” or not. Then there are strict new rules on boiler operation (the Industrial Boiler Maximum Achievable Technology, or BI MACT, rule) throwing another wrench and major cost burden on the backs of those with boilers generating energy from biomass sources. There are a host of other rules and conflicting definitions and policies adding to uncertainty, risk, and cost in commercializing biofuels. For the innovator, it is a challenging era with the potential of innovation fatigue from external or environmental factors.

Let’s hope that the rich opportunities being uncovered in biofuels can be commercialized rapidly and that the barriers to innovation can be reduced.

During the CoDev 2011 conference in Scottsdale, Arizona, I was impressed with a speech given by a local CEO, John (“Jay”) Rogers of Local Motors in Chandler, Arizona. This small company designs exciting new vehicles using design contests that are open to the public. Their rapidly growing community (12,000 participants so far) contributes designs and feedback to help in the selection of potentially successful concepts that Local Motors will then build locally in a microfactory, with final customization of the appearance being achieved with an environmentally friendly and durable vinyl wrap that eliminates the need for paint and gives the owner freedom to have a unique look. The final assembly is done with hands-on help from the new owner, who becomes intimately familiar with the vehicle and with its maintenance.

I was impressed enough with what I heard that I changed my evening plans to drive down to Chandler and attend an open house at Local Motors hosted by Jay himself. He allowed photography, so below you can see some views of Jay speaking and some shots of his vehicles in various stages of construction. The Rally Fighter that I am standing by sells for $59,000. It’s an incredible rugged, safe, and fun car that is legal on the road but a load of fun off road as well. It’s able to do very nice jumps.

These cars weigh much less than other cars their size, offering a huge bonus in mileage. Great engineering and innovation at many levels makes this possible.

The microfactory concept involves assembly of a small number of vehicles at a time in sustainable, efficient processes.

Jay Rogers demonstrates a $300 crimping tool

Jay Rogers demonstrates a $300 crimping tool

Jay shows the wire harness for the Local Motors Rally Fighter

Jay shows the wire harness for the Local Motors Rally Fighter

Jeff Lindsay in front of an early Rally Fighter from Local Motors

Jeff Lindsay in front of an early Rally Fighter from Local Motors

Inside a Rally Fighter

Inside a Rally Fighter

Initial frame, before welding

Initial frame, before welding

A portion of the body, before the custom vinyl wrap is added.

A portion of the body, before the custom vinyl wrap is added.

The frame. Remarkably strong, protective, and light.

The frame. Remarkably strong, protective, and light.

A portion of the frame.

A portion of the frame.

Nice shocks. This baby can jump.

This baby can jump.

Coming together....

Coming together....

A sweet car: the Rally Fighter by Local Motors

A sweet car: the Rally Fighter by Local Motors. This was one of the first vehicles produced.

I’m back from the week-long Annual Meeting of the American Institute of Chemical Engineers (AIChE) in Salt Lake City, Utah, where over 4,200 engineers from around the country and many other nations were gathered. Hundreds of technical papers were presented from researchers and leaders pursuing advanced in energy, biotech, materials, nanotechnology, chemicals, and related fields. Energy was probably the biggest theme, but bio-related R&D was extremely hot as well.

The Division that I Chair, Forest Bioproducts Division of AIChE, had over 50 papers presented on topics related to biofuels and bioproducts from plant resources such as cellulosic or lignocellulosic biomass. We learned about advanced in biomass gasification, in fermentation of biomass to product fuels, in managing feedstock, in converting syngas or pyrolysis products into value-added chemicals, and many other topics.

I was especially impressed with a keynote speech from Ann Lee, Senior Vice President of Process Research and Development at Genentech, the biotech company that is now part of the Roche Group. Ann outlined Genentech’s pioneering work as the first biotech IPO, the first company to market a recombinant DNA drug, the first company to develop at humanized therapeutic antibody (Xolair), the first company to develop a therapeutic antibody for cancer (Rituxan), and the first in many other areas. They were paving new ground time after time, taking on huge risks and uncertainties, and facing the numerous barriers that innovators continue to face on their way to success. Through it all, Genentech managed to cultivate and maintain a culture of innovation with commitment at the top to drive past or through the barriers to achieve success in so many areas.

The development of personalized antibodies and antibody fragments for very specific and successful cancer treatments has involved visionary efforts that tapped the expertise of thinkers across multiple boundaries, exemplifying what can be done when a country eradicates internal “not invented here” syndrome. Herceptin, the first personalized custom antibody treatment for cancer (HER2+ cancer cells in breast cancer) is a remarkable advance, as is the related Lucentis drug for treating age-related macular degeneration (AMD). Chemists and chemical engineers working together made these innovations possible, and I applaud Genentech for their innovation success.

One innovation-related tidbit I picked up in a session of the meeting that I chaired for the Management Division concerns resources to help start-ups. The Wayne Brown Institute (VentureCapital.org) has developed a screening system based on 15 criteria that have proven remarkably effective in gauging the health of a start-up. In one study, 80% of those that scored high on their assessment were still in business 10 years later – a remarkable statistic. I’ll be looking into this resource in more detail in the future.

Say, do you know which university led the nation last year in terms of high-tech start-ups generated? MIT? Close! It was actually the University of Utah, with 23. Nearby BYU had 11, is remarkable given its much smaller level of funding for R&D (they typically lead or are in the top 3 in terms of start-ups per dollar of research). Interesting. I saw plenty of evidence of active innovation in the Utah area. One of the highlights of the visit for me was a tour of Ceramatec in Salt Lake City, an innovation company developing ionic ceramic membranes that support fuel cells and other advanced products.

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The world of automobiles today is radically different than it was a twenty years ago, based on several metrics. In the area of fuel efficiency, it was once an automotive maxim that if you wanted good fuel efficiency, manual transmission was clearly the best way to go. Automatic transmission was more convenient but far more wasteful of energy. Today a radically different result has been achieved, and curious observers can wonder what happened to suddenly make automatic transmissions more efficient. The answer, in a simplistic sense, boils down to the combined effect of multiple “incremental” innovations in automatic transmission design that together have propelled automobiles radically forward. In “Why do automatic transmissions now get better fuel efficiency than manuals?,” Green AutoBlog explores the changes that have turned things around so dramatically, but gradually.

In the last 25 years, there have been three major advances to automatic transmissions that have made the biggest difference in fuel economy gains: more gear ratios, lock-up torque converters and electronic controls. Lock-up converters incorporate a mechanical clutch that can hard-couple the pump and turbine when the vehicle is cruising with no transmission shifting. The clutch allows the torque converter to achieve near-100 percent efficiency. In recent years, engineers have also been able to utilize electronic controls to increase the proportion of time that the torque converter is locked, further increasing efficiency.

Those electronics have played a much bigger role than just controlling the torque converter clutch. Since the mid-1990s, engineers have integrated the management of the engine and transmission making the entire system work together. In combination with electronic throttle, spark and fuel control, engineers have been able to optimize how the engine behaves during shifts as well as during acceleration.

Since fuel efficiency is measured on standard driving cycles on a dynamometer, the engineers are able to calibrate how the throttle responds regardless of what the driver actually requests with the accelerator pedal. This way, actual vehicle response can be closer to the demands of the cycle so the transmission typically shifts at lower engine speeds. The increasing number of ratios – automatics have gone from three speeds in the early-1980s to six, seven and eight speeds today – has also allowed engineers to calibrate shift patterns that keep the engine closer to its most efficient speed regardless of vehicle speed.

Despite the mechanical efficiency advantages of manual transmissions, the transmission is controlled by the vagaries of the driver trying to follow the test protocol. The result is that in most cases, the automatic transmission can now match or beat the manual. Going forward, automatics are likely to improve even more as torque converter automatics are gradually supplanted by dual-clutch transmissions (DCT).

Sometimes innovators strike out for radical change all at once. One can imagine brainstorming teams in the 80s talking about doing away with transmissions altogether, or making them purely electronics, or coming up with entirely different systems that could improve performance. The wild ideas may elevate hopes before they are incinerated on the pyres of reality, while realistic engineers stayed focused on improving each element of the automatic transmission. The latter gave us important but arguably incremental gains, but cumulatively, they have delivered radical innovation that turns popular wisdom upside down, giving us automatic transmissions that are not only more convenient but now also more fuel efficient than manual transmissions.

There are lessons in their story for many other fields.

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Jul
01

Thinking Beyond Ethanol

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Ethanol as a biofuel may soon reach practical limits in the US and frankly is clouded with questions about its economic and environmental utility. However, the fermentation systems for producing ethanol can be adapted to produce much more valuable products using special microbes developed at some of the most promising green energy and biotech companies. The result is enticing, as we read in “Brazil: The Bossa Nova of Biofuels” from Biofuels Digest:

Another wave of next-generation renewable drop-in fuel companies, Amyris, LS9, Gevo and Dupont, are also investing in and partnering with Brazil’s sugarcane fermentation biorefineries. Why? Because their emerging technologies from cellulosic microbes (yeast, algae, fungus and bacteria) can use the same ethanol fermentation facilities in the US corn belt and in Brazil’s sugarcane belt to produce bio-crude, green diesel, petrol and biojet.

The simplicity is astounding. Here’s the big idea. Take an existing, stranded ethanol factory or conglomerate. Buy it for a substantial discount. Start with cheap sugar. Drop in a new Amyris, LS9, Gevo, or Cobalt microbe/ bug in the same fermentation vat and what do you get? An integrated biorefinery that can use cheap, sustainable sugars to produce renewable diesel, aviation fuel, and biobutanol – fuels that are compatible with existing petroleum pipelines, storage, petrol stations, and vehicle engines today.

In the near future, these fermentation-based biorefineries will be able to convert multiple inputs from cellulosic sugars–bagasse, switchgrass, wood chips, municipal solid waste, and glycerin–into a diverse set Of outputs, including renewable diesel, aviation fuel, bio-crude oil, biochemicals and biopolymers with significant GHG reductions and carbon emissions compared to petrochemical hydrocarbons.

This is an important lesson in innovation. Don’t live with current assumptions. Look at existing technologies, processes, and products as simply a stepping stone to something more valuable, and then ask what is next. If I have raw materials and processing stations that can use microbes to convert sugars into a biofuel, why be satisfied with the least valuable biofuel around? Why not look at the higher-value products that similar technology could produce? That’s the genius behind some of these rising bioproducts companies.

Speaking about bioproducts, let me encourage any chemical engineers out there to join me at the AIChE Annual Meeting, where the Division that I chair, the Forest Bioproducts Division, is hosting numerous sessions dealing with the exciting developments in biorefineries and value-added products from cellulosic biomass. That’s where some of the best potential is: energy and chemical products from something besides the food that people need to eat.

Amyris Biotechnologies logoIn my ongoing work on analyzing the intellectual property landscape in biofuels, one of the most impressive companies I’ve run across is Amyris, a renewable products company whose clever use of synthetic biology goes far beyond biofuels. Amyris was founded by Kinkead Reiling, Neil Renninger, and Jack D. Newman who met at Berkeley and founded Amyris in 2003, headquartered in Emeryville, California. With a grant from the Bill & Melinda Gates Foundation, they first developed their technology under a non-profit initiative to provide a reliable and affordable source of artemisinin, an anti-malarial therapeutic. It was viewed as a long-shot, but they found success that paved the way for the growth of the company into other areas. They are now developing new microbial strains that can produce other useful molecules from renewable feedstocks. This industrial synthetic biology platform is providing alternatives to a broad range of petroleum-sourced products. he extremely useful molecule farnesene is an important part of their business. It provides a compound that can be used to produce flavors, perfumes, detergents, cosmetics, biodiesel, and other products.

This week Amyris created a stir by announcing a record number of deals and partnerships for a single week (a record among bioenergy companies, according to Biofuels Digest). These partnerships include P&G, Total, Soliance, Cosan, M&G Finanziaria, and Shell:

Amyris has taken it up a notch with a series of stunners surrounding its synthetic farsenene, which it has named Biofene – the first product that Amyris is seeking to produce at commercial scale.

Beyond its success this week with Biofene announcements, which are the basis for the P&G, M&G and Soliance partnerships — there are the broader arrangements with Cosan to develop a platform in renewable chemicals, and the equity agreement with Total that will provide needed capital as well as a broader platform for Amyris’s expansion into hydrocarbon fuels.

The mysterious agreement with Shell, regarding diesel, is one to watch. The decidedly vague disclosure was buried in Amyris’ amended S-1A registration statement, but not otherwise mentioned in a flurry of press releases from the company as it promotes its expansion in this pre-IPO environment. Shell Western Trading & Supply is one of 17 Shell trading companies that buy and sell to customers within and outside of Shell.

This news shows an interesting example of companies forming partnerships with an innovative start-up with great technology and apparently highly valuable IP. According to my Patbase search, Amyris has 21 patent families, quite a large number for such a young company. They clearly have been active and aggressive in pursuing patent protection, and those patents are critical for the meaningful partnerships they are now forming. It’s a great unfolding story of open innovation and technology transfer.

The story extends beyond the US. They have operations in Brazil, for example, which is one of the world’s hotbeds for bioenergy, bioproducts, and collaborative innovation.

Further information comes from today’s article, “Amyris: farnesene and the pursuit of value, valuations, validation and vroom,” also from Biofuels Digest.

Spill Cam View

Spill Cam View

While many US citizens are tempted to make political points from the problems we’re facing in the Gulf, there are some basic organizational issues that transcend political parties and get at one of the basic problems in responding to unexpected changes. The problem is bureaucracy and the myriad of personal and departmental incentives that are naturally NOT aligned with the needs of the larger organization (in this case, the nation). The fundamental problem with bureaucracy in both large companies and governments is that there are many disincentives for individuals and groups to do what is right for the larger organization. Each bureaucrat fears future punishment if standard rules and procedures are not followed. If a Coast Guard officer backs down from meticulous safety requirements to be imposed on other vessel and, say, allows an oil cleanup rig to go into service without adequate fire extinguishers, a career might be ruined if fire breaks on that vessel. There are no rewards for being flexible and terrible risks for backing down from the letter of the law, or rather, from the millions of letters in the thousands of pages of rules, procedures, and protocols.

The problem in large organizations, and the US federal government is pretty much the world’s largest, is that numerous entities have their own turf and their own advancement in mind, and without special efforts being taken will naturally work in ways that cause conflict and delay. Leaders must carefully work to align these interests and incentives toward organizational objectives, but this can be almost impossible when an organization gets out of control. Adding a new committee or bureaucracy in addition to everything else will rarely be the most effective path forward. Meanwhile, those who may have the answer and want to bring their expertise to the table find themselves discouraged, worn down, ignored, and ultimately punished for their passion to innovate and help. Welcome to organizational innovation fatigue, and welcome to the Gulf Coast disaster.

Several voices have discussed the need for innovation in dealing with the disastrous oil leak in the Gulf Coast. There are so many intriguing opportunities for technology–oil absorbent materials, new chemistries for dispersing or attacking the oil, controlled burnoffs, skimming and oil collection systems, barrier technologies to keep the oil away, materials that coagulate oil, and a host of proposed technical solutions for addressing the root cause and stopping the leak. Many of the proposals should be considered and tried. This is not the time for bureaucracy. This is not the time for the government to be shutting down efforts with its bureaucracy. If the Coast Guard is worried about inadequate fire extinguishers, round up a batch and take them over to the relief effort to help, not hinder the State of Louisiana as it tries to protect itself. But what the Coast Guard did in this case is akin to what happens thousands of times each day in companies and government around the world, contributing to the innovation fatigue that stymies much needed efforts at innovation and progress.

The V16 Separator of Ocean Therapy Solutions

The V16 Separator of Ocean Therapy Solutions

There are some bright spots of innovation amidst all this mess. Kevin Costner of Hollywood fame has been developing a company with patented technologies for cleaning oil-contaminated water. Ocean Therapy Solutions (http://ots.org) represents a case of successful technology transfer that began in the US Dept. of Energy and some national labs. The technology has now emerged as clever centrifugal separators that split a contaminated stream into highly separated water and oil-rich streams. Portable units mounted on boats can go into contaminated waters and process large quantities of ocean water, recovering oil and returning much cleaner water to the ocean. Their website includes a couple of interesting videos, including one of Kevin testifying before Congress. The system has received relatively little interest for the past decade and the factory has been dormant, but now awareness is rapidly increasing and BP is deploying some of these units for use in the Gulf. A single unit can process 200 gallons per minute or more.

Kudos to Kevin and his team! He certainly has an advantage with his name recognition and extensive networks–without that, he may have been viewed as just another voice in the wind claiming to have something. There are others with technologies and potential solutions. May they also find their way to make a difference. May all the innovation fatigue factors remain far from Kevin Costner and all others seeking to bring something new to help us fix the Gulf Coast disaster.

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InnovationFatigue.com is the official blog for the new book, Conquering Innovation Fatigue. Here we provide supplementary innovation, news, tips, updates, and, when needed, a correction or two, to keep those who are using the big on the inside edge for innovation success.