Wednesday, June 29, 2016

NEWS POST: How Liquid Aspirin Could Help Fight Brain Cancer

More than 16,000 people each year in Britain are diagnosed with a brain tumour, yet campaigners have long warned that patients are left behind by a system which allocates them just 1 per cent of the national cancer research spending
Special Version Of The Drug Found To Be Ten Times More Effective At Killing Cancer Cells Than Chemotherapy 

*British experts find that the simple drug can cross the ‘blood-brain barrier’ *The hurdle has so far stopped cancer drugs from attacking brain tumours *Research carried out at Portsmouth University is called a 'game changer'

A drink containing liquid aspirin could extend the lives of thousands of brain cancer patients, according to breakthrough research.

British experts have found that the simple drug can cross the ‘blood-brain barrier’ - a hurdle which has so far stopped cancer drugs attacking brain tumours.

Scientists will today announce the results of early tests which show liquid aspirin is ten times more effective than any existing chemotherapy at killing brain cancer cells.

And the team is confident that even more powerful combinations could be created if liquid aspirin is combined with cancer drugs, enabling strong drugs to properly attack brain tumours for the first time.

A drink containing liquid aspirin could extend
the lives of thousands of brain cancer patients
The research, carried out by Portsmouth University and a three-man start-up company in Manchester, was last night welcomed by experts as a ‘game-changer’.

More than 16,000 people each year in Britain are diagnosed with a brain tumour, yet campaigners have long warned that patients are left behind by a system which allocates them just 1 per cent of the national cancer research spending.

Less than 20 per cent of brain cancer patients survive more than five years, compared to 87 per cent for breast cancer and 98 per cent for testicular cancer.

The standard treatment involves surgery, where possible, to remove the tumour, followed by radiotherapy and then chemotherapy.

But chemotherapy is rarely effective because the drug, which is delivered into the blood supply via a drip, cannot properly reach the tumour.

This is because brain cells are separated from the blood supply via the blood-brain barrier - a membrane which divides blood cells from cerebral fluid.

Most drug molecules are too large to get through this barrier, but the new research - to be presented today at the Brain Tumours 2016 conference in Warsaw, Poland - reveals that specially-formulated aspirin acts as a ‘Trojan horse’ to carry drugs through the barrier.

The breakthrough was made possible by a small company, working out of a family kitchen in Manchester, which has managed to make true liquid aspirin for the first time.

‘Soluble’ aspirins currently on the market are not completely soluble - contain grains that are too big to get through the membrane.

But Manchester-based Innovate Pharmaceuticals - comprised of brothers Simon and Jan Cohen with local A&E consultant Dr James Stuart - found that combining aspirin with a ‘solubiliser’ and a ‘stabiliser’ resulted in a truly liquid state.

The Portsmouth University team, whose research was funded by the Brain Tumour Research charity, found in lab tests that the solution showed huge promise.

They tested the liquid aspirin solution - known for now as IP1867B - on cancer cells from adults and children with a common and aggressive form of brain tumour called a glioblastoma.

And they found it was ten times more effective than any combination of other currently used drugs.

This is because aspirin itself has an ability to kill cancer cells. But if they add cancer drugs to the solution - which they have already started testing - they expect power of the treatment to substantially improve.

Sue Farrington Smith, chief executive of Brain Tumour Research, said: ‘This is a potential game-changer for research into brain tumours and clearly shows what sustainable research is able to achieve.

‘It is science like this that will enable us to eventually find a cure for this devastating disease which kills more children and adults under the age of 40 than any other cancer.’
All three ingredients are already approved for human use, meaning that trials should be quicker than otherwise for a new drug.

Experts expect the first human trials to start within two to three years.

Dr James Stuart, chief medical officer at Innovate Pharmaceuticals, said: ‘IP1867B represents a major step forward in therapeutics.

‘We are excited by the studies to date and hope that our future studies will prove this to be the breakthrough that patients have been waiting for.’

Chemotherapy is rarely effective because the drug, which is delivered into the blood supply via a drip, cannot properly reach the tumour
Aspirin has been used as a pain killer for thousands of years, since the Ancient Egyptians found that an extract of willow bark helped mothers cope with the pain of child birth.

But in recent years scientists have found that the cheap drug has many more applications.
Because it thins the blood and reduces inflammation, scientists are increasingly finding that it can ward off the threat of many diseases, including stroke, heart disease and several forms of cancer.

Originally published in Daily Mail UK

Tuesday, June 28, 2016

GUEST BLOG POSTS: The Differences Between Imagination, Creativity, And Innovation (+) — Tanner Christensen

By Tanner CHristensen

Like any toolbox, our minds have an assortment of tools available for us to utilize whenever we need to.

Included in our mental toolbox are cognitive processes, clusters of which compose of three primary ones involved in ideation: imagination, creativity, and innovative thinking.

Unless we know the differences between the tools at our disposal, we may find ourselves attempting to hammer in a nail using a screwdriver. It might get the job done, but it’s definitely not ideal.

Imagination is about seeing the impossible, or unreal. Creativity is using imagination to unleash the potential of existing ideas in order to create new and valuable ones. Innovation is taking existing, reliable systems and ideas and improving them.

Typically, we often confuse these three for one or the other.

Dreams at night are a type of imaginative thinking; what you see when you dream isn’t really happening, and in most instances what you dream cannot physically happen. A great example of this is a recurring dream I have, where a blue-colored cat teaches me how to fly.

When solving a novel problem at work or school, we rely on creativity to generate an answer or idea for overcoming the problem. We might know what the problem entails, but we can only solve it by combining ideas or diverging from our focus in order to see what we couldn’t see before. Creativity very much deals with reality, but the solutions we generate as a result of creativity are difficult to measure.

Lastly, innovation is what takes place when we look at an existing system or process and find a way to improve it, often utilizing both imagination and creativity.

The biggest difference between each of these is the frame of focus we have when attempting to utilize each.

With imagination, our focus can be on things that are impossible. Creativity requires our focus to be on things that might be possible, but we can’t be sure until we explore them further. While innovation entails being focused on what is right in front of us, something that can be measurably improved in the here and now.

It’s important to know the differences, and to know when you’re using one mode of thinking as opposed to the other, and what the context is for that reasoning.

Where imagination simply requires that we have some context from which to envision an idea, creativity requires that we have knowledge of the idea, motivation and freedom to explore and tinker, intelligence to see what makes the convergence of any set of ideas possible, and then the energy to see the process through.

Innovation takes both creativity and imagination further, focusing on existing systems or ideas that can be evolved naturally.

Where imagination can tell a remarkable story, creativity can make imagination possible. Innovation uses imagination and the power of creativity to measurable improve on what exists today.

If you’re trying to improve a process or idea at work or school, you should focus on thinking with innovation in mind. Innovation is the way to see how something might work in the future.

If, alternatively, you’re looking to generate a new way to solve a problem in your life, utilizing creative thinking is the way to go. Be sure, in those instances, you have everything you need to think creatively.

Lastly, if you want to see things from an entirely different perspective, work to build your imagination.

A Frame For Focus Before Making Any Creative Effort
Thinking that creativity comes from nothing, that grand ideas either pop into our heads like magic or they don’t, hurts your ability to truly think creatively.

That’s not how creative thinking works.

In actuality, ideas come from a collision of everything we already know or are experiencing. This point is important to really try and understand, because without it our creative efforts are often futile.

How often have you run into this scenario: you want to do something creative, so you set out in an effort to do just that only to end up feeling overwhelmed or producing less-than-great work – paintings of sporadic brush strokes, writing that leads to nowhere, or ideas that we know are subpar. All of these things are more often than not the result of not defining the context from which our ideas will flow, of believing creativity is out of our control.

We should do our best not to confuse the complexities of creativity with sheer magic. Creativity may very well be partially magic, but there’s a lot about creativity that we do know with some confidence (thanks to science!). One such thing is that creative ideas are always, always, always a result of knowledge or existing ideas colliding together in our minds.

To produce truly creative results in anything we do (artistic or otherwise) requires that we first have a clear understanding of what’s expected. When we set specific expectations or goals for ourselves before we approach any creative endeavor, we are giving our minds the context for which they can seek out related ideas.

That’s the meat of being able to really think creatively: you establish some level of context from which to move forward.

Without that context, your brain is going to fire in every possible way it can, which is going to lead to fewer insights (or no insights) or dull work.

Instead, give yourself a frame of focus before you sit down to make any creative effort.

Creativity doesn’t work in a vacuum, it works in a space – sometimes large and sometimes small – that we define, sometimes intentionally and sometimes not.

How To Build Your Imagination

A crucial aspect of creative thinking is the capacity to imagine. As author and educational advisor Sir Ken Robinson once said: “Imagination is the source of every form of human achievement.”Or perhaps a more inspirational quote would be this one from Albert Einstein:

“Imagination is more important than knowledge. Knowledge is limited. Imagination encircles the world.”

Without imagination, our ability to blend ideas, to see things not as they are but as they might be, is greatly hindered. If we cannot imagine new possibilities, our ability to think creatively is limited. How can we think of ways that generate novel and worthwhile ideas if we keep coming back to existing and proven ideas?

To improve our imagination we must look to the source of our perceptions: our knowledge.

What fuels imagination is everything we already know.
Our minds always come back around to what we already know. It’s in our nature to compare new experiences to ones we’ve already had, without that comparison we cannot begin to understand new ideas.

For example: try imagining a color that doesn’t exist. The harder you try to do so, the more likely you are to keep envisioning colors that readily come to mind: blue, red, yellow, green, white, black, and so on. If you try really hard you might blend colors together, forming off-shades of violet, teal, etc.

Where our knowledge fail our imaginations, our perspectives can encourage them.

We can easily turn our knowledge on its head in order to come up with more imaginative answers to the question at-hand: What if we were to imagine sounds as colors? Not literally, of course, but metaphorically. Who’s to say the ping of a door closing or the hum of a flapping wing cannot be types of colors? Or what about textures, or tastes, or entire experiences? Suddenly unimaginable colors are imaginable…but again: only in the context of what we already know.

How to increase your imagination.
To build a bridge between what we know and what’s possible, we must do two things.

First, we must build knowledge and gain new understandings of the world. If our minds can only imagine possibilities within the context of what we already know, then it’s clear we must increase that knowledge if we want to increase what we can imagine.

Thankfully, knowledge is easily gained if you dedicate even a small amount of time to it.

Reading, not merely books or blogs you are drawn to, but the ones you initially disagree with or find boring as well, is one way to build knowledge. Travel can open your mind to new cultures, often ones that will do things in surprising or backwards ways than you’re used to, as a way of spurring knowledge and ideas. Trying out new things, like a new type of food or a new store in your neighborhood, helps to build knowledge as well. Conversations with acquaintances can be a surprisingly powerful source of new knowledge too.

The second thing we must do to increase our imaginations, once we have begun to build our knowledge, is to remain powerfully curious about that knowledge, even humorously so.
We can do this by asking questions constantly, not only about new things we experience, but about everything old and true as well.

Imagining the improbable.
Back to the question of imagining new types of colors: of course a sound is not acolor, and we are wise to not think of the two as one in the same most of the time, but to use our imaginations is to ask: what if sounds were types of colors? How would that influence our ability to imagine new ones? What if, when someone asked us for our favorite color, we shared a favorite memory instead? How can the concept of “color” become enhanced by merely changing what we mean when we say the word?

For those who live with synesthesia, this concept of combining typically unrelated themes is more than just a hypothetical situation. The mental phenomenon of synesthesia is a cognitive experience where stimulation in the brain connects to unusual neural networks. That is to say: those who experience synesthesia mighttaste different colors or see smells, in very real and concrete ways.

When looking at words on a page, for example, a synesthete (as they’re called) might see each individual letter as having a distinct color. Rather than merely reading paragraphs, the synesthete would be – quite literally – reading a rainbow.

Researchers Peter Grossenbacheremail of Naropa University and Christopher Lovelace of the Wake Forest University School of Medicine write in their 2001 report titled:

Mechanisms of synesthesia: cognitive and physiological constraints: “Synesthesia probably obeys the same rule as other conscious experience: conscious experience of concurrent phenomena depends on neural activity in appropriate sensory cortical areas.”

That is to say: the brain perceives stimulation from the senses and tries to recall information related to that perception, but somewhere along the lines other tidbits of information (say: a color or sound) gets crossed along the way.

For those of us who don’t experience synesthesia, we must imagine criss-crossing cognitive signals in order to see the world any other way than what it really is.

To do that: constantly ask questions and play dumb.

Why is the sun yellow? Why is a rock called a “rock”? What happens when a bucket of water is poured out from 5,000 ft in the air? What would the color of your favorite memory look like?

These are possibly improbable questions, but if we are not asking them, we are not imagining.

The importance of cognitive conflict.
It seems as though our imagination is best drawn-out when we are faced with improbabilities and cognitive conflicts.

In his book Imagine: How Creativity Works, neuro-researcher and author Jonah Lehrer writes: 

“The imagination is not meek–it doesn’t wilt in the face of conflict. Instead, it is drawn out, pulled from its usual hiding place.”

The reason these types of improbable and arguably silly questions provoke imagination goes back to the origin statement of this article: our minds are drawn to what we already know, without doing so the world is a strange and unfathomable place. To ask new questions, to experience new things, our imagination grows because our very nature is to understand that which we do not understand.

To improve your imagination, build your knowledge and stay remarkably curious. That’s all there is to it.

Three articles orginally published in CREATIVE SOMETHING here, here and here. All images are from CREATIVE SOMETHING.


Tanner Christensen: Product designer at Facebook, author of The Creativity Challenge, founder of Creative Something, developer of some of the top creativity apps, contributing author for Inc, former writer for Adobe's 99u. Living in the San Francisco bay area, California.

Monday, June 27, 2016

"Everyone Is Creative": Business Lessons From A CEO's Nigerian Childhood

In rural Nigeria, Wolff Olins's Ije Nwokorie witnessed creativity in unlikely places—which influences his outlook on business to this day.

By David Zax

When someone tells Ije Nwokorie, "I’m not creative," his response is always the same: "That’s not possible." Creativity, believes this CEO of the creative consultancy Wolff Olins, is something all us of are endowed with. It’s not that some people are creative and others not, but rather, sometimes creativity is "trained out of us."

Nwokorie’s unusual perspective derives from his personal and family history. His parents were born in rural Nigeria, but had a British education. In 1966, his father was sent to the U.S. on an exchange professorship; in ’67, civil war broke out back home, and Nwokorie’s father hired "Portuguese people smugglers" to get his wife and Nwokorie’s two older siblings to the United States. Nwokorie was born in Pennsylvania, but the family decided to return to Nigeria when Nwokorie was six.

It was a move from the developed world to the underdeveloped, to a place without running water and a home with a roof of corrugated metal. But Nwokorie recalls the experience as "like going to a theme park." He became fluent in his parents’ native tongue within months. At night he would sit with his grandmother and listen to stories. And it was in rural Nigeria that Nwokorie first developed his perspective on the universality of creative thought.

"I was living in a place where everything had to be creative," he recalls. "The act of getting to school every day was creative, because you had to go on roads that don’t work. Having a toy was a creative act, because you had to make it."Though the Ibo language doesn’t have a specific word for creativity—ako na uche, or "craft and thought," is the closest translation—Nwokorie thinks that’s simply because it's so abundant a resource in Nigeria as to not require a name. The first "creative agency" Nwokorie encountered was effectively run by a boy in his village. The boy broke apart razor blades and made personalized carvings from swaths of tire rubber, which he dipped in ink from discarded pens to make stamps for paying customers.

When Nwokorie went to a Nigerian boarding school at age 10, which he recalls as a "Lord of the Flies type environment," he had the experience of having his creative spirit beaten out of him (sometimes literally, he says, since the school had an unfortunate belief in corporal punishment). Fortunately, higher education at universities in Nigeria and the United States restored his creative spirit.

The feeling that all people are, or can be, creative, manifests in how Wolff Olins treats its clients, which have included Mercedes-Benz and Skype. Often, he explains to his clients that they can’t expect to outsource their creative thinking to an external source like Wolff Olins. "The primary role of the external source is to help you design structures, behaviors, and coalitions that help you be creative," he says. Wolff Olins creates the conditions that allow in situ creativity. One example: Skype was stuck in the notion that it was a VoIP brand; Wolff Olins posited that it was more broadly about helping people "do things together whenever you’re apart," which Nwokorie says opened up new avenues of thought at Skype.

But one of the most dramatic examples of Nwokorie’s beliefs about creativity may be a transformation that happened in-house at Wolff Olins.

For years, Wolff Olins thought of its employees in three categories: there were strategists, designers, and account managers. For a long time, the first two categories were thought of as "creatives," but the account managers were not. On paper, at least, the role of the account managers seemed rote: to keep projects on track and at budget. Some clients griped, claiming they saw the value account managers created for Wolff Olins, but they didn’t see the value they created for a given project.

But gradually, Nwokorie began to realize that the role of account manager was easily the most underappreciated of the lot. He saw that the best account managers had deep knowledge of how clients’ operations were organized. The strategists and designers could do their best work and offer potentially transformative ideas to the client, but ultimately, the account manager often had the best idea of how to sell those ideas to the client, and how to ensure that those ideas would flourish and have a life beyond Wolff Olins’s contract.

A specific example: a recent client of Wolff Olins was EE, which merged the T-Mobile and Orange brands in the U.K. It was a massive organizational task to consolidate hundreds of stores and call centers under a single new brand, but Nwokorie says Wolff Olins was able to achieve it quickly thanks to the insights of the account director—a position newly dubbed "program director" at the agency. "The program director understood the organizational complexities of the client, and was able to kill five or six birds with one stone," knowing, for instance, that to get buy-in for a big idea required communicating it differently to different groups: "You have to make this case to the sales force, this case to the marketing team, this case to the tech department."

Formerly, during a 75-minute pitch meeting, the account director would speak last, for five minutes. The newly conceived "program director" now leads pitch meetings. "Because we know that if they nail it, and the client is excited about the engagement we laid out, we might be able to walk out of the room in 15 minutes."

Ultimately, suggests Nwokorie, you may want to reconsider people you work with who you’d dismissed as "noncreative" and try to think more broadly about the potential value such employees might provide. He suggests that anyone who employs "thought and craft"—who both thinks and makes—is creative, and might hold the solution to making your organization more effective.

Originally published in Fast Company

Saturday, June 25, 2016

How To Become A Successful Inventor In Nigeria 7 — Evaluating Your Idea For Its Originality, Inventiveness, Scope Of Use And Potential Social, Environmental Or Economic Value

Image of open human head with various objects belongs to IPOwatchdog.com
By Kenneth Nwachinemelu David-Okafor

Welcome to the seventh installment of this serialized post.

I am thrilled to put information at your disposal which I did not have access to when I really needed it.

Information, by now you surely have realized, is indeed a game-changer.

In this particular blog post I share stories of experiences from overseas though pertaining to the last vestiges of checking your idea for originality and for value.

For the prospective inventor, this is the stage, depending on the nature and form and technical composition of your idea, you move from low intensity-high research-technical knowledge gathering phase to the high intensity-higher research-high professional knowledge gathering phase.

Enjoy the following news feature:

Advice For Inventors: Turning Your Bright Idea Into A Business — Kim Thomas (The Guardian, UK)

The journey from great idea to commercial product can be long and costly – but help is available

It was 2008, when the late inventor John Reid and entrepreneur Arpana Gandhi got talking at a fundraising event for landmine victims. In a long career, Reid had invented, among other things, the plastic security tag used to deter shoplifters.

Reid told Gandhi about the Dragon torch, a product he had developed to disable landmines. Despite its promise, problems such as a lack of raw materials meant it had never come to market. “I explained that I’ve got a good track record and a commercial background, and that was one of the things, unfortunately, that John was not very good at,” Gandhi says now. The two decided to combine their strengths – and that is how Disarmco was born.

There are 120m landmines worldwide, and the principal method of disposal is to blow them up. But that requires carrying explosives across borders, which naturally attracts suspicion. “Because of these conflicts in Libya, Iraq, Afghanistan, everybody is awfully twitchy,” says Gandhi.

Reid – who, sadly, died in 2014 – was very good, says Gandhi, at taking technology used in one area of life and applying it to another. The Dragon torch works like a firework: it directs a very hot flame at the munitions so that the landmine is burnt rather than exploded.

Both Gandhi and Reid had put money into the company but needed more funding to test the product. Attempts to attract venture capital failed, says Gandhi: “People are risk-averse, especially within a sector that they don’t understand, and nobody is prepared to do the due diligence to understand that we’re not going to be using this in a detrimental way, we’re using it for a humanitarian purpose.”

So Disarmco used a very modern method of raising funds: it put a request on crowdfunding platform Crowdcube and within six months had raised just under £150,000 (£30,000 more than the original target). The torch has been tested and should be commercially available later this year – though the company also has other products on the market.

Disarmco’s story demonstrates that the journey between having a good idea and creating a commercially viable product can be long, bumpy and costly: half of UK startups fail within five years, and that is partly down to the difficulty of attracting investment.

Turning an invention into a commercial product doesn’t always have to be expensive, however. Dr Martin Henery, an enterprise academic lecturer at Manchester Enterprise Centre says he admires the lean startup model, developed byentrepreneur Eric Ries, which involves bringing a new idea to market without incurring the usual hefty startup costs.

It’s a model that has been made possible by easy access to potential customers and investors on the web. “You research a problem, read around it, find where the demand might be and get out there as quickly as possible and test it with customers,” says Henery. That, he says, enables inventors to make the necessary adjustments and gain greater customer buy-in.

‘Turning an invention into a commercial product doesn’t always have to be expensive.’ Photograph: Cultura/Marcel Weber/Getty Images
There are, for example, a group of people known as “presumers”: consumers who want to be early adopters and are willing to pay for a new gadget and try it out. “It’s a great way of testing your ideas and getting early funding,” says Henery. Once the inventor has established that consumers like the product, they are more likely to attract investment from more traditional sources.

As Disarmco found, crowdfunding platforms can be a good way of raising funds for an idea that is too complicated or risky for venture capitalists: they allow thousands of investors to make a small investment, either out of generosity, or for a percentage share in the business.

Some universities now offer help in testing a product or creating a prototype, while the Fab Labs, set up by the Manufacturing Institute in Manchester, London and elsewhere, provide digital manufacturing technology – such as 3D printers – to help inventors to develop and create prototypes at a low cost.

Sally Phillips’s invention was simple, yet ingenious. She had been thinking about insulating her own house in Cockermouth, Cumbria, and decided to tackle the common problem of heat disappearing up the chimney. After some trial-and-error, she made a draught excluder using a thick wad of felted Herdwick wool. “I then made my own handles from kitchen utensils and cobbled something together that I could put in my own chimney and that worked,” she says.

The next stage was to take the product – now going by the name Chimneysheep – to Lancaster University’s product development unit, which helped her develop a prototype. Phillips had to pay for the final design to be completed commercially, however. “That was the biggest step of all,” she says, because it was so expensive. “That was really a point of no return.”

Phillips wasn’t entitled to a bank loan, because she hadn’t had the business account long enough, so put some of her own savings in, borrowed £10,000 from her family and also borrowed the maximum amount on her credit card. She was, however, awarded a grant of £7,000 from the Rural Development Programme for England, which gave her confidence that the idea was a viable one. Liverpool University had already tested the product and found that it would save about 4% a year, or £65, on the average household heating bill.

The startup costs of the business, from concept to launch, came to £50,000, but within five months of going on the market in September 2012, the first 1,000 Chimney Sheep had been sold, with prices starting at £12.50. More than two years later, business is flourishing: during the winter months, Phillips sells a steady 1,000 a month and is looking to market it abroad.

It hasn’t always been easy, says Phillips, but she believes the key is to make use of the expertise available. “Have the confidence to do it and have faith in your idea and in your product – but look for help to do it. You don’t have to do it entirely on your own.”

The above examples relate to work carried out in the United Kingdom. Nonetheless there are a number of lessons and insights we can draw from the various experiences described. In addition keep Dr Dayo Olakulehin’s story and experience in view.

REMEMBER, DR DAYO OLAKULEHIN NEEDED HELP AND HE WENT BEYOND NIGERIA TO GET ASSISTANCE!

YOU, TOO, CAN GET HELP, IF YOU NEED IT.

TO BE CONTINUED

Featured story originally published in The Guardian UK