New program launches in Houston to educate health care leaders

This new program is geared at preparing leaders at the intersection of health care and business. Image courtesy of Rice

Two Houston institutions have teamed up to create a health care leadership program to prepare the next generation of life science executives.

Rice Business and The University of Texas MD Anderson Cancer Center have launched the Executive Leadership in Healthcare program at Rice University’s Jones Graduate School of Business. The new program will provide an opportunity for both current and emerging health care leaders across the country to learn from faculty and leaders in medicine in the Texas Medical Center.

“In executive education, we have been supporting the development of healthcare leaders for over 20 years — it has been a fascinating journey,” says Brent Smith, senior associate dean of executive education at Rice Business, in a news release. “We have learned so much about the challenges of leading institutions in such a dynamic and challenging industry and developed deep healthcare expertise. Our collaboration with MD Anderson allows our two institutions to blend our disciplinary expertise in healthcare strategy, leadership, operations and finance.”

The program is planned for two installments next year — over 10 days ion Feb. 6-10 and April 24-28. Participants will discover themselves as leaders and learn the business tools they need to become more impactful and effective within their organizations.

“We are excited to work with our colleagues at Rice Business to provide a thriving and unique learning platform for healthcare executives to navigate the complex environments they are facing,” says Courtney Holladay, associate vice president of the Leadership Institute at MD Anderson, in the release. “We believe MD Anderson’s senior leadership and Rice Business’ faculty provide complementary expertise and perspectives on both the practice and theory of leading healthcare institutions that will benefit participants.”

Those interested can learn more about the course online. Tuition is listed as $18,500.

“Staying connected to the business community and meeting the professional development needs of organizations both large and small are important to us,” says Michael Koenig, associate dean for innovation initiatives and executive director of executive education at Rice Business, in the release. “We’re excited about this initiative with MD Anderson and look forward to the impact our joint program will have on healthcare leaders and their institutions.”

Why relying on intuition can backfire when it comes to crafting a successful business strategy. Photo via Getty Images

Houston expert: Know when to trust your intuition — and when to think outside the box

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When a fast-casual restaurant chain started to see stagnating sales, the company’s CEO came up with a solution: adding new, higher-quality menu items.

To validate his thinking, he informally interviewed a few dozen diners at different locations, asking them how they would feel about more and higher-quality menu items. After getting enthusiastic responses from several customers, he went ahead with his plan. Sales fell further.

So what went wrong? Systematic surveys showed that what created the most value for customers was a fast dining experience with a short wait time, a simple menu with a few items, ample parking and a bill under $12 per meal. Higher quality and an expanded menu did not correlate at all with customer value. Where the company’s CEO went wrong was by relying on salience instead of importance.

Salience refers to factors that are top-of-mind and easy to recall, which become prominent and are then incorrectly prioritized. A classic example is a 1979 study that surveyed people about their perceived risk of dying from causes like drowning, murder or cancer. The study’s authors found that people thought they were more likely to die from causes that were mentioned more often in their local news, such as murder, when in fact they were at much greater risk of dying from common but less prominent causes such as cancer.

The CEO made food quality and expanded offerings salient to himself by talking about them to a small group of customers. It was an easy way for him to feel good about his efforts. But, like many executives, he relied on salience.

Salience is easy and convenient, but it’s also the curse of decision-making. It simply reinforces executives’ prior beliefs rather than diagnosing the true cause-and-effect relationship. Imagine if a doctor saw a patient with stomach pain and recommended an appendectomy because a patient she’d seen the day before needed one. Or if the doctor asked the patient to recommend the treatment himself. Patient outcomes would likely falter and the doctor would go out of business (and perhaps lose her medical license).

Thankfully, doctors don’t operate this way. They rely on the statistically measurable relationship between critical inputs and outputs for decision-making. So should senior executives and CEOs.

Informal customer conversations draw primarily on gut feelings, hunches and top-of-mind ideas, and as such, aren’t reliable indicators of true customer value. Like all of us, customers often tailor their responses to the audience they’re addressing. So a company’s vice president of service might speak with a customer who says they love the service, while the same customer might tell an HR executive they love the employees and then go on to tell the VP of sales that they would like lower prices. These on-the-spot responses typically have no significant impact on or statistical correlation with customer value, which ultimately drives sales and profits.

To craft a successful strategy, executives need to use a systematic, statistical process that starts with choosing a clear outcome or output, such as customer value or employee retention. The next step is to measure inputs that drive that output, and then quantitatively correlate each input to the output. Only those inputs that drive the desired output should be included in the company’s strategy.

Take, for example, a nursing home that attempted to craft a strategy for decreasing employee turnover. Relying on casual conversations with a few dozen employees, executives assumed higher pay would increase retention. They were wrong.

When they statistically correlated multiple inputs — higher pay, health benefits, supervisor respect, promotion opportunities and paid vacation — with retention, they realized their intuitive leaps had been incorrect. Only health insurance and promotions were correlated with increased employee retention. Higher pay had no effect.

Committing to this type of systematic review to drive strategy requires humility on the part of senior executives. The nursing home executives were able to look past their own assumptions and learn from this type of statistical analysis, recognizing the limits of salience-driven thinking and deferring to algorithms that could better predict the inputs of turnover than they could.

Doctors understand this as well. To treat their patients, they rely on data from groups like the Food and Drug Administration or the National Institutes of Health, which run clinical trials and rely on data, statistics and an infrastructure of knowledge.

Unfortunately, many senior executives lack humility when it comes to strategic planning. They equate decades of salience-laden thinking with a deep understanding of correlations between inputs and strategic outputs. They might think, “I’ve been in this industry long enough to know what works,” or “Since this worked then, it will work now as well.” But more often than not, relying on salience-laden intuition alone will not achieve the desired outcome.

“Focus: How to Plan Strategy and Improve Execution to Achieve Growth” lays out specific steps for senior and mid-level executives who want to follow systematic, statistical processes to drive their company’s strategy.

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This article originally ran on Rice Business Wisdom and is based on research from Vikas Mittal, J. Hugh Liedtke Professor of Marketing at the Jones Graduate School of Business and author of “Focus: How to Plan Strategy and Improve Execution to Achieve Growth.”

Most workers surveyed visualize their organization as either a ladder structure or a pyramid, and the quality of relationships in pyramid-structured workplaces is higher than in ladder-structured workplaces. Photo via Pexels

The way a workplace is structured can make or break business, Rice University research finds

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It's a paradox of power: research shows that hierarchies often undermine the very structures they are designed to uphold. Within organizations, conflicts between members can erode entire systems. In a groundbreaking paper, Rice Business Professor Siyu Yu shows that even visual perceptions of the hierarchy can influence its success.

In the first study of its kind, Yu joined a team of colleagues to explore how humans visualize the hierarchies to which they belong – and how that thought process influences group processes and outcomes.

The researchers found that most of the people they studied thought of hierarchies in terms of pyramids or ladders (a tiny minority visualized them as circles or squares). In a ladder hierarchy or stratified structure, each member occupies a particular rung. A pyramid hierarchy is more centralized, with one person at the top and multiple people on the lower levels. Think of corporate giant CISCO, a typical pyramid, versus a mid-size dry cleaning business, with the owner at the top and one person on each rung below, down to the entry-level cashier.

These are far more than fanciful images, the researchers argued. Psychological research has long shown that individuals think, feel and act in response to mental representations of their environment. Intuitively, the link between perception and behavior has been articulated as far back as biblical times: "As a man thinketh, so is he" – or, for that matter, she or they.

To better understand the practical effects of these visualizations, Yu's team conducted five studies with 2,951 people and 221 workplace groups. They chose from nationwide pools monitored by West and East Coast American universities. The studies took place in the United States and the Netherlands and included multiple ethnicities, men and women, and income groups ranging from college students to seasoned professionals earning upwards of $90,000 annually.

In the first study, the team asked participants to indicate the shape that best reflected how they thought about hierarchies: pyramid, ladder, circle or square. In the second study, the researchers measured social relationship quality within different groups: participants were asked to rate their answers to questions such as, "Are your needs met at work? Do you feel socially supported?" In the third study, the researchers focused on professional workgroups, measuring relationship quality, group performance and the likelihood that individuals compare themselves to others in the group.

Subjects who perceived their working group as a ladder, the researchers found, were more likely to compare their rank and station with others. Their relationships were also weaker: when asked whether they trusted their team members, most subjects disagreed or strongly disagreed. When asked whether they thought about if they were better or worse than their colleagues, they agreed and strongly agreed. These comparisons and lack of trust indirectly correlated with lower performance levels, the research showed.

Perceiving one's organization as a ladder structure, Yu's team argued, undermines group members' relationships with each other and hinders collective performance. In contrast, participants who visualized the same company as pyramids rated radically higher on all three quality measures.

Interestingly, the impact of these visualizations is similar, whether the visualizations reflect an actual company structure or simply an individual's perception of that structure. "It can be created by both perception and actual rank, for example, job titles," Yu said in an interview. "So, as a practical implication, companies should think about ways to reduce the ladder system, such as with a promotion system that seems more like a pyramid, or by creating the mutual belief that upward mobility within the company is not a ladder or zero-sum."

Managers, in other words, need to pay close attention to how subordinates see their workplace. Even if your firm is structured as a pyramid, your team members could perceive it to be a ladder – with a cut-throat climb to the top. For the sake of both work performance and quality of life, Yu said, managers, human resources directors and C-suite members should do their best to discern how their workers visualize the company – and, if the paradigm is a ladder, work hard to reduce the workplace vertigo that goes with it.

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This article originally ran on Rice Business Wisdom and is based on research from Siyu Yu, an assistant professor of management and organizational behavior at the Jones Graduate School of Business Rice University.

A Rice Business Professor shows how tailored, personalized health care marketing works better to convince at-risk patients to get screening for liver cancer. Photo via Getty Images

Research: Rice professor reports on the impact of personalized health care marketing

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Amazon is famous for targeted marketing that approaches customers based on their unique needs. Like other successful businesses, such as Netflix, the company taps into machine learning, which uses customer data to understand their behavior.

Hospitals and medical centers rely on marketing too, investing heavily in direct-to-patient outreach to urge at-risk people to get regular screenings. Johns Hopkins Hospital's cancer center, for example, uses emails, letters, seminars and community events to encourage patients to get screened for potential cancer. The high cost of cancer treatment makes this effort worth it: research shows regular screenings help with early detection, leading to more cost-effective treatments and better prognoses.

But hospitals can – and must – improve their outcomes much more, by melding this essential outreach with individually tailored communications based on machine-learning insights.

In an award-winning paper, Rice Business Professor Vikas Mittal and colleagues developed new algorithms indicating that targeted, personalized outreach can increase screenings among at-risk patients. "Outreach marketing" – including sending informational letters and talking to patients about potential barriers to screening – was indeed a powerful motivator for patients to get screened, ultimately lowering health care costs for patient and hospital. But patients with different characteristics, Mittal's team found, responded differently to marketing interventions. When it came to marketing campaigns for cancer screening prevention, one-size-fits-all outreach efforts were neither effective nor economical. Personalized marketing works better for preventing cancer.

To conduct their research, the researchers randomly divided 1,800 patients at UT Southwestern Medical System at risk for hepatocellular carcinoma – the most common type of primary liver cancer – into three groups – usual care, outreach alone, and patient navigation, which includes help such as follow-up calls, motivational messages and assistance spotting specific barriers. They followed each group to see if patients scheduled an MRI or CT scan within six months, from 6-12 months and from 12-18 months.

The first group was asked to receive a screening during their doctors' visits and wasn't contacted after that. The second group received a one-page letter in the mail, then staff called patients who didn't schedule a screening. The third group receiving patient navigation got the same treatment as the second group supplemented with phone calls designed to identify potential barriers, which they used to give customized motivational messages encourage coming in for a screening.

The researchers used patient data from medical records, including patients' age, gender, ethnicity, income, commute time, health status, how often they received healthcare services, whether or not they had insurance and how populated their neighborhoods were.

Following traditional methods, Mittal's team found that the patients who got a letter and call were 10-20% more likely to complete a screening, while those who got the customized motivational messages were 13-24% more likely to schedule their screening. But this is where traditional medical research stops, without asking a crucial question: Within each group, such as those of the 600 patients receiving patient navigation, could screening rates differ based on patients' individual characteristics?

In past research, everyone receiving the same stimulus is presumed to respond the same way. There was no statistical technique to separately estimate the responsiveness of patients with different characteristics. Mittal's team solved this problem by using a machine learning technique called causal forests.

By using "causal forests" to quantify how each of the three marketing approaches could be applied to different patients, Mittal's team found, improved returns on the traditional approach by a remarkable 74-96% – or by $1.6 million to $2 million.

Using traditional methods, physicians would have concluded that every patient should get patient navigation because it was a more intensive marketing approach. The causal forest method showed otherwise: there are small groups of patients with unique characteristics who respond best to specific types of overtures. Minority women in good health who had insurance, visited the doctor often and lived close to clinics in more populated neighborhoods responded especially well to all three types of outreach interventions. Younger patients with long commutes who live in neighborhoods with more public insurance coverage embraced the second type of intervention, outreach alone. And older patients in higher-income neighborhoods favored the patient-navigation approach.

The stakes for common marketing practices like "AB testing" could not be higher. In AB testing, marketers run randomized experiments such as showing ads to some people and not to others. If those seeing an ad, on average, buy more, the conclusion is to blanket the market with ads. But AB testing ignores the fundamental idea that customers exposed to an ad might buy differently in response to an ad based on their individual characteristics. In fact, research shows, many customers seeing a non-tailored ad will buy less than those not seeing an ad.

Personalized marketing can uncover these differences and substantially increase the return on marketing investments in many settings such as retail and ecommerce, services marketing, business-to-business marketing and brand management. Healthcare companies should consider dedicating more resources to machine learning, which can power data-driven patient-centric outreach programs. Because individual health is a civic good, policy makers and organizations need to support these personalized outreach programs.

As for patients themselves, giving detailed personal data to a doctor or receiving highly personalized, unsolicited phone calls legitimately can seem like an invasion of privacy. But Mittal's research shows, it measurably has the potential to save your life.

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This article originally ran on Rice Business Wisdom and is based on research from Vikas Mittal, the J. Hugh Liedtke Professor of Marketing at the Jones Graduate School of Business.

When access to a location is the difference between financial success and failure, cooperation from the community might be the right move to prevent costly conflicts. Pexels

Rice University research: Collaboration with the community can be key to success

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In Pittsburgh, a coalition of 100 community groups brokered a deal with developers of the Pittsburgh Penguins ice hockey team for $8.3 million in neighborhood improvements. In Oakland, California, developers of an $800 million high-tech complex promised local residents 50 percent of its construction jobs. And in Chicago, the Obama Presidential Center is working with residents to shield them from skyrocketing rents.

Community Benefits Agreements, or CBAS, as these agreements are called, are increasingly common between businesses and the places where they want to set up shop. But are they worth the money? To find out, Rice Business professor Kate Odziemkowska joined Sinziana Dorobantu of New York University to analyze market reactions to 148 CBA announcements between indigenous communities and mining firms in Canada. The financial value of these agreements, the researchers found, was real.

While it's easy to imagine that CBAs are just costly giveaways, they're more than goodwill gestures. Instead, they are legally enforceable contracts to distribute benefits from a new project and to govern the response to any potential social and environmental disruptions. For businesses, the researchers found, they are also good strategy, because they prevent costly, drawn-out conflict.

To conduct their research, Odziemkowska and Dorobantu analyzed a sample of 148 legally binding CBAs signed in Canada between mining firms and indigenous communities between 1999 and 2013. In Canada, mining companies and indigenous communities often hammer out agreements about extraction and use of local resources. Studying only the mining sector let the researches control for the economic variations that characterize different industries.

Since CBA negotiations cannot be disclosed, the announcement of such agreements represents new market information. To conduct their study, the researchers tracked the market reaction to these announcements, using a technique that measured short-term returns.

Creating CBAs from the start, they found, can head off catastrophic costs later. That's because even when a company has disproportionate economic strength, the public relations, legal and economic costs of community conflict can be draining. Consider the 1,900-kilometer Dakota Access oil pipeline, whose developers faced six months of round-the-clock protests that included nearly 15,000 volunteers from around the world. The drumbeat of litigation and negative news coverage still continues today.

In general, the researchers found, the more experience a community has with protests or blockades, the more firms gained from signing a CBA. Property rights protections also provide strong incentive for making a deal. Mining companies, for example, need access to land to do business. Communities with robust property rights to the resource or location sought by the firm have strong standing to stop that firm if they don't make a deal.

Because access to valuable resources like land or intellectual property can mean the difference between financial success or failure, Odziemkowska and Dorobantu said, the lesson from their findings extends far beyond Canadian mines. It's a lesson Disney learned the hard way when it failed to acknowledge the culture of Norway's Sami people in "Frozen." Assailed for cultural appropriation by using, but not crediting, traditional Sami music, Disney quickly made amends. After negotiating with the Sami people, Disney pledged to consult with them and portray them thoughtfully in the film's sequel.

The deal may have cost Disney on the front end, but it was nothing compared to the advantage of freezing out years of bad press.

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This story originally ran on Rice Business Wisdom. It's based on research by Kate Odziemkowska, an assistant professor of Strategic Management at Rice University's Jones Graduate School of Business.

By accounting for both known and unknowable factors, managers can identify salespeople with traits that work best in different types of sales. Getty Images

Rice University research uses data to spot your best sales team members

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When you're a manager, decisions barrage you each day. What product works? Which store layout entices? How will you balance the budget? Many of these decisions ultimately hinge on one factor: the skills of your sales force.

Often, when managers evaluate their salespeople they contend with invisible factors that may not show up in commissions or name-tagged sales rosters — intangibles such as product placement, season or simply a store's surrounding population. This makes it hard to fully evaluate a salesperson, or to spot which workers can teach valuable skills to their peers and improve the whole team.

But what if you could plug a few variables into a statistical model to spot your best sellers? You could then ask the star salespeople to teach coworkers some of their secrets. New research by Rice Business professor Wagner A. Kamakura and colleague Danny P. Claro of Brazil's Insper Education and Research Institute offers a technique for doing this. Blending statistical methods that incorporate both known and unknown factors, Kamakura and Claro developed a practical tool that, for the first time, allows managers to identify staffers with key hidden skills.

To test their model, the researchers analyzed store data from 35 cosmetic and healthcare retail franchises in four South American markets. These particular stores were ideal to test the model because their salespeople were individually responsible for each transaction from the moment a customer entered a store to the time of purchase. The salespeople were also required to have detailed knowledge of products throughout each store.

Breaking down the product lines into 11 specific categories, and accounting for predictors such as commission, product display, time of year and market potential, Kamakura and Claro documented and compared each salesperson's performance across products and over time.

They then organized members of the salesforce by strengths and weaknesses, spotlighting those workers who used best practices in a certain area and those who might benefit from that savvy. The resulting insight allowed managers to name team members as either growth advisors or learners. Thanks to the model's detail, Kamakura and Claro note, managers can spot a salesperson who excels in one category but has room to learn, rather than seeing that worker averaged into a single, middle-of-the-pack ranking.

If a salesperson is, for example, a sales savant but lags in customer service, managers can use that insight to help the worker improve individually, while at the same time strategizing for the store's overall success. Put into practice, the model also allows managers to identify team members who excel at selling one specific product category — and encourage them to share their secrets and methods with coworkers.

It might seem that teaching one employee to sell one more set of earbuds or one more lawn chair makes little difference. But applied consistently over time, such personalized product-specific improvement can change the face of a salesforce — and in the end, a whole business. A good manager uses all the tools available. Kamakura and Claro's model makes it possible for every employee on a sales team to be a potential coach for the rest.

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This story originally ran on Rice Business Wisdom.

Based on research from Wagner A. Kamakura, the Jesse H. Jones Professor of Marketing at Jones Graduate School of Business at Rice University.

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3 Houston innovators to know this week

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Editor's note: In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from synthetic biology to venture capital — recently making headlines in Houston innovation.

Gaurab Chakrabarti, the CEO and co-founder of Solugen

Gaurab Chakrabarti shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

Houston doesn't have too many unicorns — startups valued at $1 billion or more — in its innovation ecosystem, but Solugen, a sustainable chemicals company, is among the elite group. Gaurab Chakrabarti, the CEO and co-founder of the company, joined Houston House by the Greater Houston Partnership, to share his story on the SXSW stage.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

He shared several lessons he learned on his founder journey in the discussion. Read more.

Sandy Guitar, managing director of HX Venture Fund

Sandy Guitar shares some lessons learned from the fallout of Silicon Valley Bank. Photo via HXVF

Following the failure of Silicon Valley Bank, there's one thing Sandy Guitar can say has changed for Houston innovators: Bank diversification is going to be a must.

“We didn't think we needed one last week, but this week we know we need a resilience plan," she says, explaining that bank diversification is going to be added to "the operational due diligence playbook." Read more.

Cameron Owen, co-founder and CEO of rBIO

San Diego-based rBIO moved to Houston to take advantage of the growing ecosystem of biomanufacturing and synthetic biology. Photo courtesy of rBIO

Founded in San Diego, rBIO recently relocated to Houston and has big plans for settling in the city, says Cameron Owen, the company's co-founder and CEO.

“Companies from California like us and the coastal areas were converging here in Houston and creating this new type of bioeconomy,” he tells InnovationMap.

He shares that Houston wasn't originally on his radar, until it was. A visit turned into a relocation, and it's just the beginning for the biotech startup that's focused on using synthetic biology for pharmaceuticals. Read more.

Innovative company with ownable multi-use concept shares details on Houston facility opening

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To some, Houston’s lack of zoning laws is a beautiful thing. The first time Byron Smith visited the city, he remarked on seeing a church, school, office building, and strip club all in startlingly close proximity.

At the time, the Sydney-born entrepreneur, whose previous experience was primarily in the automotive industry, was living in New York. But he fell in love with Space City.

“I was like, ‘We need to be in Texas,” he recalls, referring to expanding his next venture, XSpace, to the Lone Star State.

XSpace is a multi-use commercial condo building that allows entrepreneurs to own a home for their business.

“We’re a cool warehouse space that you own,” Smith explains, calling it “evolutionary space” where a business can grow from the roots up.

Though his family business was commercial real estate, Smith first dipped his toe into working with buildings with last year’s opening of the first XSpace in Austin. The city became “a natural fit” for the first project because Smith identified it as “a little bit more receptive to new things.” But Houston was part of the plan from the very beginning.

Located at 7022 Old Katy Road — close to both an escape room and an Aston-Martin dealership, among other diverse businesses — the Houston XSpace’s 86 units are already between 20- and 30-percent pre-sold, says Smith.

Rendering courtesy of XSpace

Confirmed owners of the spaces include “car guys,” such as a car-wrapping business; media companies that plan to podcast from XSpace; and an interior design company. Smith says that he’s been impressed with Houston’s depth of market.

“We’re trying really hard not to be rich-guy car condo stuff,” explains Smith. “It’s about cool, interesting people who are successful or are going to be successful.”

Though multiple businesses will all operate in XSpace, don’t think of it as a coworking space. In fact, coworking space is just a component included in the package of what owners get when they purchase part of XSpace. That’s inside the Owner’s Lounge, a flexible 4,000-square-foot area.

Each unit has natural light, but also metered electric and hot and cold running water. The whole facility is air-conditioned and well-ventilated and offers 24/7 access. The building is triple-gated for optimum security and includes a backup generator to ensure that owners will be able to work even in the case of another power grid failure.

Smith says that groundbreaking for XSpace will take place in seven weeks. Likely, owners will be able to start moving into the building in the summer of 2024. Until then, Smith says to expect some “sexy announcements” about upcoming partnerships and additional XSpace sites.

Though Smith says that global expansion isn’t yet in the plans for XSpace, “North American domination” is.

“All the cool cities, we’re going to be there,” he says. And it was all inspired by the coolest city of all and its eclectic business landscape.

Rendering courtesy of XSpace

Houston maintains its top 3 position on ranking of cities that best attract biz

by the numbers

According to a recent report, Houston is still one of the top city in the United States for attracting new companies.

The ranking, which was researched and published by Site Selection Magazine, found that the Houston-The Woodlands-Sugar Land region attracted 255 business projects last year. This put the metro in the third place of the list that analyzed larger regions.

It's the third year in third place for Houston, and the city had a year over year improvement in number of deals; 2021 reported 213 new business projects in Houston. In fact, the top three cities – Chicago, Dallas, and Houston, respectively — has remained the same for all three years. For 2022, the Chicago metro garnered 448 projects, while Dallas-Fort Worth-Arlington reportedly had 426 projects.

The report also called out a recent statistic from Kastle Systems, which was based on building access control data. The stat found that among 10 major cities analyzed based on t week of February, Houston was one of three metros that had a returned-worker percentages higher than 50 percent.

According to the Greater Houston Partnership data, new business accounted for more than 50 percent of business announcements in 2022. GHP's data varied from Site Selection's due to a difference in reporting methods, but the organization's research identified 199 new business announcements in the Houston area in 2022.

The NBAs included new businesses, HQ announcements, and expansions. The GHP data included information about these deals' industry verticals — and the manufacturing sector accounted for almost a third of the total NBAs in 2022.

Chart via houston.org

The GHP also rounded up a few of the most prominate deals reported in their data. According to the Partnership, here were more details about these NBAs:

  • Orsted — an offshore wind developer from Denmark is expanding its presence in Texas by establishing a new office in the Woodlands. The move is expected to create up to 100 jobs in the region.
  • Syzygy Plasmonics — a Houston-based energy 2.0 company is expanding its operations to Pearland. The new location will serve as HQ, R&D, and manufacturing for its deep-decarbonization platform, creating up to 120 jobs.
  • Alfred Talke Logistic Services — a German logistics firm is establishing a new facility in the region, serving as its U.S. headquarters. This project represents a $25 million investment and will create 240 jobs.

Trevor Best, co-founder and CEO of Syzygy, first discussed the company's expansion last year on the Houston Innovators Podcast.

"What we're seeing is the market's appetite for our kind of technology — deep tech for decarbonization in energy and chemicals — is really high. If we want to meet global demand for our product, we need to get ready to scale," he says on the show.


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