Ann Michael

Not every organization was born with the knowledge of how to leverage data to create business and customer value. In fact, most organizations were not. They are only now starting, or at minimum, refining the way they set strategic and operational direction, interpret their markets, understand their customers, operate efficiently, and define new products based on the effective inclusion of data in their decision-making processes. But how does one get from the episodic use of limited data for their annual strategic plan to an environment where trustworthy, accessible, maintainable, and democratized data is integrated into their work and their culture? In this session, we will discuss how organizations can increase their data maturity level moving from Data Literacy to Data Leadership to Data Longevity. This will be a pragmatic discussion of what works and what does not work, with examples, and how success can be built upon a few key principles and practices.

Publishers often struggle with innovation. Attempts to introduce new people and ideas often fail to deliver meaningful and long-lasting change, leaving managers and leaders wondering what went wrong. Worse, repeated organizational attempts to create change can lead to a culture of cynicism around change management and fear of the dreaded re-org. They say that 'culture eats strategy for breakfast', so it's tempting to think that the answer is to change the culture of an organization rather than just its products, processes or even people. The focus on culture is laudable but can also be a trap because it's often rooted in the same paradigm that change is a finite, with a beginning, a middle and an end. Truly innovative companies don't treat change as a single event to be managed, but create business structures that enable and support innovation. This session explores how organizations can enable a culture of true innovation by hearing how experienced practitioners have succeeded (and failed!) in their attempts at building a culture of innovation: • A change expert in helping transform organizational culture. • A people expert in recruiting and managing people who can help organizations become more innovative. • A veteran - someone who's been there and done that, with the scars to prove it. Through listening to real-world examples as well as practical advice, participants will leave with a better understanding of the value of a culture of innovation, how to get started on building one, and tips on some of the does and don'ts.

Over the past decade, peer-reviewed research has experienced a mushrooming crisis in the emergence of predatory journals. The reporting of false data, the manipulation of peer review, and the exploitation of authorship are all forms of gross scientific misconduct that many editors and publishers unfortunately face on a regular basis. Along with the surge of retractions that has touched even the most reputable publications, editors, and gatekeepers, the scientific community has sought meaningful remedies to track, record, blacklist, and carefully monitor the repeat offenders. Along the way, publishers of prominent mega journals have been caught in the crossfire, often viewed as perpetrators encouraging the publication of vast amounts of mediocre research. This lively and meaningful discussion of our expert panelists dissects the situation at hand and presents best practices and approaches to work together to uphold meaningful, influential, and impactful science that drives scientific fields forward.