Innovation Blog
Climate change needs collaboration
Naturally we were all disappointed that the Copenhagen climate conference lacked concrete results. However, in another sense there was progress, with 190 countries agreeing that climate change is man-made. One of the people who has contributed significantly to actually making the shift in understanding from disbelief to belief is of course Al Gore, in his bookAn Inconvenient Truth. His new book Our Choice sets out to prove that change is possible and indicates those technologies that are working towards change, those which need improving and those which need replacing. The message that comes through strongly is that achieving change cannot be done in isolation. Sustainable economic progress will need collaboration within and across sectors and across boundaries. In an effort to stimulate debate and change in outdoor industries, his is a theme addressed at this year's Innovation for Extremes by members of the European Outdoor Group's see theInnov_ex 10 Conference Agenda
HANGING UP MY BOOTS?
well not exactly!
exiting the cornice, taken by Al Hinkes on Feb 3rd 2010.
and the story of the boots above? well what is follows in next blog is the story of my personal footwear and how it is inextricably intertwined with my footwear career.Hereare some action pics of 'hanging my boots up'.
Having had 3 weeks skiing already this season we had been sort of missing our on the ice work; at last the action came before conditions bunked out with
a sortie with Marian up the gullys beyond Pinnacle ridge.
When Al Hinkes called Tuesday and suggested a route well who could resist? Marian dropped us at 8:30am at the cottages top of Grisedale and we were in Nethermost cove by 10, first the ice falls on the main crag (which were discontinuous) followed by Jogebar (3/4) topping out for a second time in a rising snow storm (as forecast) with a rope assisted drop back down over the cornice to reach our packs left in the cove. It snowed all the way back home, reached 18:30, a 10 hour day. A good day, inner glowing; thanks Al!
2010_InnovEx_blog_Collaboration
Collaboration, Social Media and Cloud Computing
On 10 December 2009 a small group of members of theOutdoor Industries Association(sponsors ofInnovation for Extremes) participated in the closing workshop of our Innovation course on theMSc in E-business and Innovationprogramme on social media and collaboration. The idea of drawing business and the university together is core to theInstitute for Entrepreneurship and Enterprise Developmentwhere our research and teaching is inseparable from the work we do with business.
The session was a taster, drawing attention to the importance of collaborative platforms and social media, the speed of change and the implications for business.
Students were asked to address three fundamental questions relating to collaboration, cloud computing and social media, from a business perspectivethese are outlined here.
The three questions in their simplest form asked:
1 How would you overcome the scepticism associated with introducing a collaborative software platform to a company where communication is typically based on e-mail ?
2 A recent Forrester report identified Google as having the potential to be a collaborative platform. How might this be achieved through
Google Wave?
3 Explain how you can use Social Media in business and how you would encourage traditionalists that this could bring genuine business benefits?
In identifying why this matters for business you could start with two separate quotations :
1 You are what you share (Charles Leadbeater)
2 Collaboration involves passing over power to others.
The first one sums up much about what this workshop was about. The second partly helps to explain why it can be so difficult to establish collaborative processes and platforms in businesses with established practices.
So what did the student presentations demonstrate?
In non- technical terms, they explainedcloud computingas being the use of the
internet as a computing platform.
There are cost advantages and potential productivity gains from combining collaborative platforms and cloud computing.
The gains from cloud computing come from :
a)Being able to reduce levels of IT support. A recent Business Week article highlighted the way in which companies are looking atalternatives to the PC.Given time and a range of adjustments there is potential for hardware reduction.
b) Allowing greater flexibility in working. You really can work anywhere providing you have internet access. This is especially obvious when you look into using Cloud Computing, which brings access to working documents where ever an internet connection and or a WiFi network.
c) Gains from collaborative platforms come from ease of knowledge exchange and- once users have familiarised themselves they can achieve greater productivity since they focus on adding value. This is increasingly in contrast with systems based on e-mail. Increasingly this has been described as 'yesterday's technology' and a way of losing rather than building knowledge.
d) The use of social networking sites has grown exponentially recently. Facebook now has 350m users, there are 100m videos on You Tube and there have been 1 billion Tweets.
But what does this mean for business - after all many businesses ban the use of Facebook as a time-waster. Social media is about sharing and encouraging development of user content. It involves customer engagement and has the potential for customer contribution to innovation and increases responsiveness.
An illustration comes from the winner of the 2008 Dell Small Business Excellence Award was Wiggly Wigglers, a UK gardening company.
http://www.youtube.com/watch?v=hY9AhiY0JBM
http://www.youtube.com/watch?v=_BI85TPxcGw&feature=related
This a company without technical credentials, which uses social media, not only to promote their products, but also to help develop their catalogue through customer engagement.
They were able to reduce their advertising budget by 80% by a mix of media- Facebook, Blogging, combined with conventional PR and marketing.
Of course number of outdoor companies such asRohan,Berghaus, andRabhave Facebook and/or Twitter accounts, around which communities are building.Rohantimein particular has a highly interactive customer community. But it is North American companies-such asPatagoniawhich are among the most active users of social media.
Those OIA members who attended the session were nevertheless astounded at how fast things were moving and the opportunities and challenges Web 2.0 presented for businesses. This was highlighted in aDecember 2009 Forrester Reportwhich predicted that, in 2010, the changes we are witnessing would mean marketing, as we currently know it would be irreversibly changed.
This is undoubtedly worth thinking about, given the number of established business models- including publishing and media which are being re-evaluated. Indeedthe future of old mediais being fundamentally questioned.
The implications of these changes for business are highlighted in the closing lecture of our course :Summary and Conclusionssee especially slides 18-34.
What are the pitfalls and challenges?
The biggest challenges can be encountered in attempting to introduce collaborative platforms - which tend also to be linked to cloud computing. Partly this comes from trying to change long standing practice and failing to appreciate the level of suspicion of altered processes.The shift to cloud computing is seen as potentially risky for companies, with tangible fears of industrial espionage and a cloud computing disaster.
The pitfalls and challenges of using social media relate to existing attitudes within a company, to expectations and to preparation. It is not enough to set up a blog, a Facebook page or a Twitter account or post a video on You Tube and wait for the community to develop.
Social media is not naturally social, it is what you do with it and the extent you co-ordinate use, monitor it and engage others within it that is important. Give two different companies the same collaborative software or social media and the results can be very,very different. A blog or a forum can be terribly lonely if no one is reading it, commenting or engaging. Success can involve much back-room planning and 'managed spontaneity' to ensure initial engagement before going live. There is of course many more social processes involved, the subject of a later blog.
Carbon footprinting of Innov_ex
Carbon Foot-printing of Innov_ex
Having our conference carbon foot-printed certainly made us think about the impact of what we do. It gives you the information to make choices, and that was a major reason why we approached
Mike Berners-Lee
founder ofSmall World Consulting.
With his business based in theLancaster Environment Centreand his background in the outdoor trade and outdoor sports, and involvement in carbon foot-printing Lancaster University he was ideally placed to
assess our conference.
Back in 2008 we began thinking about the impact of our conference on the environment
as Innov_ex focused onInnovation in context of global warming. We used video-conferencing to broaden our potential range of speakers and this allowed us to include CEOs ofMountain Equipment Co-operative, Patagonia and Polartec. Click here to hear a recording of theMountain Equipment Co-operativesession. We knew that busy executives would have been unlikely travel– in two cases from the US West Coast- for our conference and we were able to include their contributions without the carbon footprint of transatlantic air travel. This experiment added enormous value to the conference and widened its reach. We were also live web-streaming, at a very experimentallevel with limited publicity.
For many of our delegates the video- conferenced sessions were the highlight of the day. They were high quality and interactive allowing dialogue with some of the leaders of the outdoor industry on their environmental policies. The implications both for our conference and for our teaching began to sink in. It was exciting, it could allow us to do new things, allow real time international interaction. It also set us thinking about‘greener’ conferencing and the impact our conference had on the environment, how could we reduce the carbon footprint of the event without destroying the very thing that our delegates valued – having the chance to meet, to talk , to discuss. Meeting people and talking to them is crucial and stimulating but is conventional conferencing sustainable in terms of either energy consumption or time?
So what does carbon foot-printing involve and what does it mean?
The technique used takes expenditures on all aspects of the conference, from consumables, through accommodation, catering, heating and lighting, waste to travel (both air and car travel) The footprint for car travel was based on estimates linked to anonymous delegate addresses.
Mike is clear about what his technique provides, it provides information which helps you make choices which will have an impact on carbon emissions and can save money; it helps your company concentrate on what really matters, and provides a potential new framework for your business model.This all helps you think well could there be another way of doing this?Jonathan Porrittcannot redesign your business model for you, however, what he is attempting to do inCapitalism as if the World Mattersisto provide the framework within which you can develop the business model which is sustainable for the company and the planet. Critically though for carbon foot-printing to have an impact inside and outside any organisation it needs to be transparent and understandable.
The following calculations help put choices in perspective in terms of CO2 :
To travel to Hong Kong return 9.1 tonnes of CO2
A pair of running shoes 10kg
Disposable shopping bag 10 grammes
The actual carbon footprint for our 85 delegate conference was just over 8.6 tonnes of carbon dioxide
- 60% of which was for car travel and 16% air travel for 3 delegates. Clearly our main impact came from travel.
A later blog will share our Innov_ex 2010 proposal.
INNOVATION - in new apps
The content of the presentation in the last blog explains the shift of some brands from being transaction brands to relationship brands and explores the role ofWeb 2.0( including use of Facebook, Twitter and other social media) to build web presence, relationships with customers and innovation. Innovation takes many forms and is supported by many different business models many of which are changing rapidly either per external forces or by management direction.
The presentation applicationSlideshareused in this presentation gives us a look at the issue of thedominant design(what we all expect as standard when we buy something) of presentation software.
Microsoft have been the owner of a large share of the market for the accepted dominant design with .PPT and updates were the usual every 3 year or so. MS.ppt 2007 was a disappointment for us because it did not take us on-line but the possibilities are opening rapidly with new players. Have a look at thisSlideshareapp– online and free in basic versions, (new business model of course) and has had arguably more updates in last 2 months than MS ppt had in 3 years. What was amazing was the speed of embedding into our blog, no pasting html code any longer, just ‘click’ and ‘allow’ and ‘click’, and the content is Google searchable. We have used Slideshare onthis siteto give you access to all the presentations easily
The Future of Retail and Selling (Gerd Leonhard at eComm 2009 in Berlin)
Check out this SlideShare Presentation:
Lead user innovation
Lead user innovation.
Lead user innovation- or innovation for use- has always happened and was especially common during the industrial revolution. . Today its existence has been re-identified and its growing in importance; to explain; a growing body of research led byEric von Hippel,from the 1980s onwards has highlighted the importance of users and lead users in particular, in the innovation process. Lead user innovators may either be businesses or consumers who, through operating at the‘leading edge’ of activity, ‘face new needs significantly earlier than the majority of the customers in the market segment’. They are motivated by the benefits they will reap from a solution to a user problem, not initially by the sale of the product. (Von Hippel, 2005)
‘Designing for use and testing by use are the essential characteristics of user innovators: they may subcontract production and parts supply, but
they cannot subcontract the innovation’s design or testing and
be user innovators…’
(Baldwin, Hiernerth and von Hippel, 2006:7)
Examples of lead user innovation are many; the original Californian 1968 mountain bikes were user made from 'old clunkers' and eventually they evolved into commercial products. Surf boards, snowboards, kayaks, and the windsurf are all dramatic examples of lead user innovation and this can only happen where the technologies are accessible to people in everyday life. As the authors of the definitive book on innovation in the outdoor industry we have been able to ascertain from our research that many of the original equipment concepts from the 1850's onwards were created by lead users; maybe simply to enhance their performancebut more often out of necessity (eg Whymper's tent) to meet the challenges of the mountain environment.
In today's industrial world the concept is growing very fast. Software users, frustrated with lack of suitable means or speed of improvement are often developing their own apps which often then reach others by them becoming OS (open source). Another example is 3M who are reported by Von Hippel's as having a higher sucess rate where they have commercialized a lead user innovation and hinting at the great potential for industrial operations.
We ourselves see lead user innovation as synonymous with what we do and who we are; our innovation lectures have needed us to innovate in teaching processes and of course we are doing that only for our own use but are happy to pass it on. In myOMMbusiness we use a team of lead users who are given freedom to generate new ideas, not in an industrial way as if they are a quasi NPD department but with total freedom to cut, stitch and use and try their own ideas some of which are successfully brought into the market place. To do that it takes lots of additional input and processes but that's another story, another blog maybe?
start up blog
We jointly organise the innov_ex conference which is unique, being the sole outdoor sports industry conference in the world focused on innovation. We teach innovation (all products, systems and services) at Lancaster University Management School and are based in theInstitute for Entrepreneurship and Enterprise Development.and our bookInvisible on Everest: Innovation and the Gear Makersexplores 150 years of innovation in the outdoor industry.
Our joint research work, in collaboration with researchers at the Universities of Southampton, Leeds and Derby and funded by the Heritage Lottery Fund, led to the replication of the Mallory garment layers which totally changed perceptions of 1920's clothing. This work was undertaken on behalf of Mountain Heritage Trust.
Climate change needs collaboration
Naturally we were all disappointed that the Copenhagen climate conference lacked concrete results. However, in another sense there was progress, with 190 countries agreeing that climate change is man-made. One of the people who has contributed significantly to actually making the shift in understanding from disbelief to belief is of course Al Gore, in his bookAn Inconvenient Truth. His new book Our Choice sets out to prove that change is possible and indicates those technologies that are working towards change, those which need improving and those which need replacing. The message that comes through strongly is that achieving change cannot be done in isolation. Sustainable economic progress will need collaboration within and across sectors and across boundaries. In an effort to stimulate debate and change in outdoor industries, his is a theme addressed at this year's Innovation for Extremes by members of the European Outdoor Group's see theInnov_ex 10 Conference Agenda
HANGING UP MY BOOTS?
well not exactly!
Having had 3 weeks skiing already this season we had been sort of missing our on the ice work; at last the action came before conditions bunked out with
a sortie with Marian up the gullys beyond Pinnacle ridge.
When Al Hinkes called Tuesday and suggested a route well who could resist? Marian dropped us at 8:30am at the cottages top of Grisedale and we were in Nethermost cove by 10, first the ice falls on the main crag (which were discontinuous) followed by Jogebar (3/4) topping out for a second time in a rising snow storm (as forecast) with a rope assisted drop back down over the cornice to reach our packs left in the cove. It snowed all the way back home, reached 18:30, a 10 hour day. A good day, inner glowing; thanks Al!
2010_InnovEx_blog_Collaboration
Collaboration, Social Media and Cloud Computing
On 10 December 2009 a small group of members of theOutdoor Industries Association(sponsors ofInnovation for Extremes) participated in the closing workshop of our Innovation course on theMSc in E-business and Innovationprogramme on social media and collaboration. The idea of drawing business and the university together is core to theInstitute for Entrepreneurship and Enterprise Developmentwhere our research and teaching is inseparable from the work we do with business.
The session was a taster, drawing attention to the importance of collaborative platforms and social media, the speed of change and the implications for business.
Students were asked to address three fundamental questions relating to collaboration, cloud computing and social media, from a business perspectivethese are outlined here.
2 A recent Forrester report identified Google as having the potential to be a collaborative platform. How might this be achieved through
Google Wave?
3 Explain how you can use Social Media in business and how you would encourage traditionalists that this could bring genuine business benefits?
In identifying why this matters for business you could start with two separate quotations :
1 You are what you share (Charles Leadbeater)
2 Collaboration involves passing over power to others.
So what did the student presentations demonstrate?
In non- technical terms, they explainedcloud computingas being the use of the
internet as a computing platform.
There are cost advantages and potential productivity gains from combining collaborative platforms and cloud computing.
The gains from cloud computing come from :
b) Allowing greater flexibility in working. You really can work anywhere providing you have internet access. This is especially obvious when you look into using Cloud Computing, which brings access to working documents where ever an internet connection and or a WiFi network.
c) Gains from collaborative platforms come from ease of knowledge exchange and- once users have familiarised themselves they can achieve greater productivity since they focus on adding value. This is increasingly in contrast with systems based on e-mail. Increasingly this has been described as 'yesterday's technology' and a way of losing rather than building knowledge.
d) The use of social networking sites has grown exponentially recently. Facebook now has 350m users, there are 100m videos on You Tube and there have been 1 billion Tweets.
But what does this mean for business - after all many businesses ban the use of Facebook as a time-waster. Social media is about sharing and encouraging development of user content. It involves customer engagement and has the potential for customer contribution to innovation and increases responsiveness.
An illustration comes from the winner of the 2008 Dell Small Business Excellence Award was Wiggly Wigglers, a UK gardening company.
http://www.youtube.com/watch?v=_BI85TPxcGw&feature=related
This a company without technical credentials, which uses social media, not only to promote their products, but also to help develop their catalogue through customer engagement.
They were able to reduce their advertising budget by 80% by a mix of media- Facebook, Blogging, combined with conventional PR and marketing.
Of course number of outdoor companies such asRohan,Berghaus, andRabhave Facebook and/or Twitter accounts, around which communities are building.Rohantimein particular has a highly interactive customer community. But it is North American companies-such asPatagoniawhich are among the most active users of social media.
Those OIA members who attended the session were nevertheless astounded at how fast things were moving and the opportunities and challenges Web 2.0 presented for businesses. This was highlighted in aDecember 2009 Forrester Reportwhich predicted that, in 2010, the changes we are witnessing would mean marketing, as we currently know it would be irreversibly changed.
This is undoubtedly worth thinking about, given the number of established business models- including publishing and media which are being re-evaluated. Indeedthe future of old mediais being fundamentally questioned.
The implications of these changes for business are highlighted in the closing lecture of our course :Summary and Conclusionssee especially slides 18-34.
What are the pitfalls and challenges?
The biggest challenges can be encountered in attempting to introduce collaborative platforms - which tend also to be linked to cloud computing. Partly this comes from trying to change long standing practice and failing to appreciate the level of suspicion of altered processes.The shift to cloud computing is seen as potentially risky for companies, with tangible fears of industrial espionage and a cloud computing disaster.
The pitfalls and challenges of using social media relate to existing attitudes within a company, to expectations and to preparation. It is not enough to set up a blog, a Facebook page or a Twitter account or post a video on You Tube and wait for the community to develop.
Social media is not naturally social, it is what you do with it and the extent you co-ordinate use, monitor it and engage others within it that is important. Give two different companies the same collaborative software or social media and the results can be very,very different. A blog or a forum can be terribly lonely if no one is reading it, commenting or engaging. Success can involve much back-room planning and 'managed spontaneity' to ensure initial engagement before going live. There is of course many more social processes involved, the subject of a later blog.
Carbon footprinting of Innov_ex
Having our conference carbon foot-printed certainly made us think about the impact of what we do. It gives you the information to make choices, and that was a major reason why we approached
With his business based in theLancaster Environment Centreand his background in the outdoor trade and outdoor sports, and involvement in carbon foot-printing Lancaster University he was ideally placed to
assess our conference.
Back in 2008 we began thinking about the impact of our conference on the environment
as Innov_ex focused onInnovation in context of global warming. We used video-conferencing to broaden our potential range of speakers and this allowed us to include CEOs ofMountain Equipment Co-operative, Patagonia and Polartec. Click here to hear a recording of theMountain Equipment Co-operativesession. We knew that busy executives would have been unlikely travel– in two cases from the US West Coast- for our conference and we were able to include their contributions without the carbon footprint of transatlantic air travel. This experiment added enormous value to the conference and widened its reach. We were also live web-streaming, at a very experimentallevel with limited publicity.
For many of our delegates the video- conferenced sessions were the highlight of the day. They were high quality and interactive allowing dialogue with some of the leaders of the outdoor industry on their environmental policies. The implications both for our conference and for our teaching began to sink in. It was exciting, it could allow us to do new things, allow real time international interaction. It also set us thinking about‘greener’ conferencing and the impact our conference had on the environment, how could we reduce the carbon footprint of the event without destroying the very thing that our delegates valued – having the chance to meet, to talk , to discuss. Meeting people and talking to them is crucial and stimulating but is conventional conferencing sustainable in terms of either energy consumption or time?
The technique used takes expenditures on all aspects of the conference, from consumables, through accommodation, catering, heating and lighting, waste to travel (both air and car travel) The footprint for car travel was based on estimates linked to anonymous delegate addresses.
Mike is clear about what his technique provides, it provides information which helps you make choices which will have an impact on carbon emissions and can save money; it helps your company concentrate on what really matters, and provides a potential new framework for your business model.This all helps you think well could there be another way of doing this?Jonathan Porrittcannot redesign your business model for you, however, what he is attempting to do inCapitalism as if the World Mattersisto provide the framework within which you can develop the business model which is sustainable for the company and the planet. Critically though for carbon foot-printing to have an impact inside and outside any organisation it needs to be transparent and understandable.
The following calculations help put choices in perspective in terms of CO2 :
Disposable shopping bag 10 grammes
The actual carbon footprint for our 85 delegate conference was just over 8.6 tonnes of carbon dioxide
- 60% of which was for car travel and 16% air travel for 3 delegates. Clearly our main impact came from travel.
A later blog will share our Innov_ex 2010 proposal.
INNOVATION - in new apps
The content of the presentation in the last blog explains the shift of some brands from being transaction brands to relationship brands and explores the role ofWeb 2.0( including use of Facebook, Twitter and other social media) to build web presence, relationships with customers and innovation. Innovation takes many forms and is supported by many different business models many of which are changing rapidly either per external forces or by management direction.
The presentation applicationSlideshareused in this presentation gives us a look at the issue of thedominant design(what we all expect as standard when we buy something) of presentation software.
Microsoft have been the owner of a large share of the market for the accepted dominant design with .PPT and updates were the usual every 3 year or so. MS.ppt 2007 was a disappointment for us because it did not take us on-line but the possibilities are opening rapidly with new players. Have a look at thisSlideshareapp– online and free in basic versions, (new business model of course) and has had arguably more updates in last 2 months than MS ppt had in 3 years. What was amazing was the speed of embedding into our blog, no pasting html code any longer, just ‘click’ and ‘allow’ and ‘click’, and the content is Google searchable. We have used Slideshare onthis siteto give you access to all the presentations easily
The Future of Retail and Selling (Gerd Leonhard at eComm 2009 in Berlin)
Check out this SlideShare Presentation:
Lead user innovation
Lead user innovation.
Lead user innovation- or innovation for use- has always happened and was especially common during the industrial revolution. . Today its existence has been re-identified and its growing in importance; to explain; a growing body of research led byEric von Hippel,from the 1980s onwards has highlighted the importance of users and lead users in particular, in the innovation process. Lead user innovators may either be businesses or consumers who, through operating at the‘leading edge’ of activity, ‘face new needs significantly earlier than the majority of the customers in the market segment’. They are motivated by the benefits they will reap from a solution to a user problem, not initially by the sale of the product. (Von Hippel, 2005)
‘Designing for use and testing by use are the essential characteristics of user innovators: they may subcontract production and parts supply, but
they cannot subcontract the innovation’s design or testing and
be user innovators…’
(Baldwin, Hiernerth and von Hippel, 2006:7)
Examples of lead user innovation are many; the original Californian 1968 mountain bikes were user made from 'old clunkers' and eventually they evolved into commercial products. Surf boards, snowboards, kayaks, and the windsurf are all dramatic examples of lead user innovation and this can only happen where the technologies are accessible to people in everyday life. As the authors of the definitive book on innovation in the outdoor industry we have been able to ascertain from our research that many of the original equipment concepts from the 1850's onwards were created by lead users; maybe simply to enhance their performancebut more often out of necessity (eg Whymper's tent) to meet the challenges of the mountain environment.
In today's industrial world the concept is growing very fast. Software users, frustrated with lack of suitable means or speed of improvement are often developing their own apps which often then reach others by them becoming OS (open source). Another example is 3M who are reported by Von Hippel's as having a higher sucess rate where they have commercialized a lead user innovation and hinting at the great potential for industrial operations.
We ourselves see lead user innovation as synonymous with what we do and who we are; our innovation lectures have needed us to innovate in teaching processes and of course we are doing that only for our own use but are happy to pass it on. In myOMMbusiness we use a team of lead users who are given freedom to generate new ideas, not in an industrial way as if they are a quasi NPD department but with total freedom to cut, stitch and use and try their own ideas some of which are successfully brought into the market place. To do that it takes lots of additional input and processes but that's another story, another blog maybe?
start up blog
We jointly organise the innov_ex conference which is unique, being the sole outdoor sports industry conference in the world focused on innovation. We teach innovation (all products, systems and services) at Lancaster University Management School and are based in theInstitute for Entrepreneurship and Enterprise Development.and our bookInvisible on Everest: Innovation and the Gear Makersexplores 150 years of innovation in the outdoor industry.
Our joint research work, in collaboration with researchers at the Universities of Southampton, Leeds and Derby and funded by the Heritage Lottery Fund, led to the replication of the Mallory garment layers which totally changed perceptions of 1920's clothing. This work was undertaken on behalf of Mountain Heritage Trust.
