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In 2011, HP killed a $1.2 billion innovation in just 49 days. I was the Chief Technology Officer who recommended buying it. What happened next reveals why smart people consistently destroy breakthrough technology—and the systematic framework you need to avoid making the same mistake.

HP had just spent $1.2 billion acquiring Palm to get WebOS—one of the most advanced mobile operating systems ever created. It had true multitasking when iOS and Android couldn't handle it, an elegant interface design, and breakthrough platform technology. I led the technical due diligence and recommended the acquisition because I believed we were buying the future of mobile computing.We launched it on the HP TouchPad tablet. Then, the CEO killed it just 49 days after launch.

Here's a question that should keep every innovation leader awake at night: How do you destroy breakthrough technology worth over a billion dollars in less than two months?

The answer isn't what you think. It's not about bad technology, poor market timing, or insufficient resources. It's about systematic thinking errors that intelligent people make when evaluating innovation under pressure. And these same patterns are happening in companies everywhere, right now.

I'm going to show you exactly how this happens, why your company is vulnerable to the same mistakes, and give you a proven framework to prevent these disasters before they destroy your next breakthrough innovation.

On my Studio Notes on Substack, I share the personal story of watching this unfold while recovering from surgery. In this episode, I want to focus on the systematic patterns that caused this disaster and the decision framework that can prevent it.

Here's my promise: by the end of this episode, you'll understand the five thinking errors that consistently destroy innovation value, you'll have a complete decision framework to avoid these traps, and you'll know exactly how to apply this to your current innovation decisions.

Because here's what this disaster taught me: intelligence doesn't predict decision quality. Systematic thinking frameworks do.

The Pattern That Destroys Billion-Dollar Innovations Let me start with the fundamental problem that makes these disasters predictable. When the HP Board hired Leo Apotheker as CEO, they created what I call a "cognitive mismatch," and it reveals why smart people make terrible innovation decisions.

Apotheker came from SAP, where he'd run a $15 billion software company. HP was a $125 billion technology company with breakthrough mobile platform technology. The board put someone whose largest organizational experience was half the size of HP's smallest division in charge of evaluating platform innovations he'd never encountered before.

But here's the crucial insight: the problem wasn't his experience level. The problem was how his professional background created mental blind spots that made him literally unable to see WebOS as an opportunity.

Here's what's dangerous: Apotheker couldn't see WebOS as valuable because his entire career taught him that software companies don't do hardware. His brain was wired to see hardware as a distraction, not an advantage. To him, WebOS represented exactly the kind of hardware business he wanted to eliminate.

Your expertise becomes your blind spot. You literally can't see opportunities outside your professional comfort zone.

And this is the first critical principle: Your job background creates mental filters that determine what opportunities you can even see.

And this pattern is happening in your company right now. Your finance team evaluates platform investments using metrics designed for traditional products. Your marketing team rejects concepts they can't explain with existing frameworks. Your engineers dismiss breakthrough ideas that don't fit current technical roadmaps.

The pattern is always identical: intelligent people using the wrong thinking frameworks to evaluate breakthrough technology. Let me show you exactly how this destroys innovation value.

The Five Systematic Thinking Errors That Kill Innovation WebOS died because of five predictable cognitive errors that occur when smart people evaluate breakthrough technology under pressure. These aren't unique to HP—I've seen identical patterns destroy innovation value across multiple industries.

Error #1: Solving the Wrong Problem The most dangerous mistake happens before you evaluate any options: framing the wrong decision question.

Apotheker was asking "How do I transform HP into a software company?" when the strategic question was "How do we build competitive advantage in mobile computing platforms?" When you optimize solutions for the wrong problem, you get excellent answers that destroy strategic value.

The Warning Sign: Your team jumps straight to evaluating options without questioning whether you're solving the right challenge.

Error #2: Identity-Driven Decision Making Your professional background creates systematic blind spots about breakthrough opportunities.

Software executives see software solutions. Hardware leaders focus on hardware opportunities. Financial experts optimize for traditional metrics. This cognitive filtering happens automatically and distorts how you evaluate platform technologies that don't fit conventional categories.

The Warning Sign: Your evaluation team all have similar backgrounds and reach the same conclusions about breakthrough technology.

Error #3: Tunnel Vision Under Pressure When executives become obsessed with major initiatives, everything else feels like a distraction.

Apotheker became obsessed with acquiring Autonomy, a software company that fit his transformation vision. This tunnel vision made everything else—including breakthrough mobile technology—feel like a distraction from his primary goal.

The Warning Sign: Leadership dismisses promising innovations because they don't support the current primary initiative.

Error #4: Timeline Compression Under Stress Platform technologies require different evaluation timeframes than traditional products.

Forty-nine days isn't enough time to build developer ecosystems, establish retail partnerships, or demonstrate platform traction. But pressure to show decisive leadership compressed HP's decision timeline artificially, creating the illusion of strong leadership while increasing the probability of strategic errors.

The Warning Sign: Your team is evaluating breakthrough technology using the same timelines as conventional product launches.

Error #5: Wrong Evidence Framework Innovation decisions require fundamentally different success metrics than traditional business evaluation.

HP focused on TouchPad sales numbers instead of developer adoption rates, user engagement patterns, or platform differentiation sustainability. They used product metrics to evaluate platform potential, which guaranteed they would see failure instead of recognizing early-stage ecosystem development.

The Warning Sign: You're applying traditional business metrics to evaluate breakthrough technology investments.

Here's what makes these errors so dangerous: they're invisible to the people making them. Smart teams use these flawed frameworks and feel confident they're making data-driven decisions while systematically destroying innovation value.

But these patterns are preventable. After analyzing hundreds of similar disasters, I developed a systematic framework specifically designed to avoid these thinking traps.

The DECIDE Framework: Your Innovation Decision Protection System The DECIDE framework addresses each cognitive vulnerability that consistently traps intelligent leaders in innovation contexts. Let me show you exactly how it works and why it would have saved WebOS.

D - Define the Real Decision Most innovation failures begin with teams optimizing excellent solutions for poorly defined problems.

The Tool: Reframe your decision question three different ways. If all three point to the same choice, you're probably asking the right question. If they point to different choices, you need to determine which frame captures the real strategic challenge.

Examples of Different Frames:

• Financial Frame: "How do we minimize losses on this investment?"
• Strategic Frame: "How do we build long-term competitive advantage?"
• Market Frame: "How do we capture emerging opportunities?"
• Competitive Frame: "How do we position against industry leaders?"
• Customer Frame: "How do we create unique value for users?"

HP's Application:

• Original Frame: "Should we continue investing in TouchPad given poor sales?"
• Strategic Reframe: "How do we build a sustainable mobile platform business?"
• Competitive Reframe: "What's our path to competing with Apple and Google in mobile?"

What This Reveals: The reframes show TouchPad was one product in a larger platform opportunity that deserved different evaluation criteria entirely.

E - Examine Your Thinking Process Your professional background creates invisible filters that can systematically distort how you interpret breakthrough opportunities.

The Tool: If you hired someone with completely different expertise to make this decision, what would they choose? When the gap is huge, you need outside perspectives with different cognitive frameworks.

HP's Gap: Enterprise software CEO versus consumer platform strategy requirements. They needed mobile platform thinking, not enterprise software optimization, but never brought that expertise into the decision process.

C - Challenge Your Assumptions The most dangerous assumptions feel like established facts and shape your entire analysis without being examined.

The Tool: What would have to be true for your least favorite option to actually be the right choice? This forces you to consider alternative interpretations of the same evidence.

HP's Assumptions: Platform businesses need immediate profitability, mobile computing won't dominate, differentiated operating systems can't compete with Apple and Google. All of these assumptions were provably false by 2011, but they drove the evaluation process.

I - Identify Decision Traps Different types of decisions trigger predictable cognitive biases that distort evaluation in systematic ways.

The Tool: Which specific biases is your decision most vulnerable to? Create explicit countermeasures for each identified bias.

Common Innovation Decision Biases:

• Focused on stopping losses vs building advantages (loss aversion)
• Seeking evidence that supports preferred choice (confirmation bias)
• Overweighting first information received (anchoring bias)
• Obsessing with one initiative while missing others (tunnel vision)
• Choosing options that fit your identity (identity bias)
• Using recent events to predict outcomes (recency bias)

HP's Specific Traps:

• Focused on stopping TouchPad losses vs building platform advantages (loss aversion)
• Highlighted negative sales data while ignoring positive developer signals (confirmation bias)
• Used early TouchPad sales as anchor for all subsequent evaluation (anchoring bias)

D - Design Multiple Options Most innovation failures result from evaluating limited options well rather than evaluating good options poorly.

The Tool: Generate five genuinely different approaches before evaluating any of them. Breakthrough solutions often emerge from non-obvious alternatives.

HP's Missing Options: License WebOS to manufacturers, integrate into PC ecosystem, pivot to enterprise mobile, create hybrid hardware-software strategy. All had genuine potential but were never seriously considered.

E - Evaluate with Evidence Platform technologies require fundamentally different success metrics than traditional product evaluation.

The Tool: What evidence would predict success for this specific type of innovation? Use frameworks appropriate for breakthrough technology, not conventional business metrics.

HP's Error: They used quarterly sales performance and immediate profitability to evaluate platform potential. Platform businesses lose money initially while building network effects that create sustainable advantages later.

How to Apply This to Your Innovation Decision Right Now Let me show you how to use this framework with your current innovation decisions.

Step One: Identify Your Highest-Stakes Innovation Decision

What breakthrough technology, platform investment, or disruptive opportunity is your team evaluating right now? This framework applies to any decision where traditional business metrics might mislead about innovation potential.

Step Two: Run the Decision Question Test

Before evaluating any options, reframe your decision question three different ways. Are you asking "How do we minimize risk?" or "How do we maximize strategic opportunity?" The frame determines the solutions you'll even consider.

Step Three: Audit Your Evaluation Team

Who's making this decision? What cognitive filters might their backgrounds create? Do you need advisors with different expertise to see opportunities your current team might miss?

Step Four: Challenge Your Obvious Assumptions

What would have to be true for the option you least prefer to actually be right? Those conditions might exist or be emerging faster than you realize.

Step Five: Identify Your Decision Traps

Is your team vulnerable to loss aversion? Anchoring on early data? Tunnel vision around other initiatives? Create specific countermeasures for each identified bias.

Step Six: Generate Multiple Approaches

Push beyond obvious choices. What would someone from a completely different industry do? What creative alternatives combine elements from different options?

Step Seven: Use Appropriate Evidence

Are you evaluating platform potential with product metrics? Breakthrough technology with conventional criteria? Innovation investments with traditional business frameworks? Match your evidence to your innovation type.

Why This Framework Prevents Innovation Disasters The DECIDE framework works because it addresses the specific cognitive vulnerabilities that consistently trap intelligent people in innovation contexts.

Traditional decision-making assumes you know the right questions to ask, can see opportunities clearly, and will use appropriate evaluation criteria. Innovation decisions violate all these assumptions. Breakthrough technologies don't fit existing categories. Platform investments don't follow traditional timelines. Disruptive opportunities can't be evaluated with conventional metrics.

The companies that consistently succeed at innovation aren't smarter—they use systematic frameworks designed for uncertainty, breakthrough potential, and non-obvious opportunities.

Three Companies Getting This Right:

Amazon evaluates platform investments with different metrics than product launches. They expected Kindle, AWS, and Prime to lose money initially while building long-term competitive advantages.

Google uses systematic frameworks to avoid identity bias in breakthrough technology evaluation. Android didn't fit their search advertising identity, but they evaluated it with platform-appropriate criteria.

Apple applies different decision frameworks to breakthrough products versus incremental improvements. They gave iPhone multiple years to build ecosystem momentum instead of expecting immediate profitability.

These companies avoid the systematic thinking errors that destroyed WebOS because they use decision frameworks designed for innovation uncertainty.

Your Next Strategic Decision Here's the reality: this challenge isn't going away. Breakthrough technologies will continue emerging faster than traditional business frameworks can evaluate them. The companies that develop systematic innovation decision capabilities will capture enormous value. Those that rely on conventional thinking will consistently destroy breakthrough opportunities.

Your Three Action Steps:

First: Download the DECIDE Framework toolkit and apply it to your current highest-stakes innovation decision before evaluating any options.

Second: Audit your innovation evaluation processes. Are you using traditional business metrics to evaluate breakthrough technology? Conventional timelines for platform investments? Identity-driven thinking for disruptive opportunities?

Third: Build systematic innovation decision capabilities into your organization. Train your team to recognize cognitive biases, use appropriate evidence frameworks, and generate multiple creative alternatives.

Questions to Consider:

• What breakthrough opportunity might your company be evaluating with the wrong frameworks right now?
• How would you know if your team is falling into the same thinking traps that killed WebOS?
• What would systematic innovation decision capabilities be worth to your competitive advantage?

But here's the final piece of this story that shows just how costly these thinking errors can be: Leo Apotheker was fired on September 22, 2011—just 35 days after shutting down WebOS and eleven months after taking over as CEO. The board finally recognized the systematic thinking errors that had destroyed billions in value, but it was too late for WebOS.

The human cost of these decisions goes beyond stock prices and quarterly reports. There are real people who believed in breakthrough technology, fought for innovation, and had to watch it get destroyed by preventable thinking errors.

The complete personal story of watching this disaster unfold—including details about the brutal aftermath and why I still believe in HP despite everything—is in this week's Studio Notes over on Substack.

Remember: when you have breakthrough technology in your hands, the quality of your decision-making process matters more than the quality of your technology. Intelligence and good intentions aren't enough. You need systematic frameworks for thinking clearly about innovation under uncertainty.

The tools exist to prevent these disasters. The question is whether you'll implement them before your next WebOS moment.

Until next time, I'm Phil McKinney, and remember—in a world where billion-dollar innovations can be killed in 49 days, systematic decision frameworks might be your most valuable competitive advantage.

If you found this week's episode valuable, subscribe to the podcast or watch on the YouTube channel.

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University of Washington researchers discovered something that should concern every parent: children who use AI to create can no longer create without it. And here's the concerning part: most parents have absolutely no idea it's happening.

If you've been following our series on Creative Thinking in the AI Age, you know I've been tracking how artificial intelligence is rewiring human creativity. We've explored the 30% decline in creative thinking among adults, the science of neuroplasticity, and practical exercises to rebuild our creative capabilities.

But today's episode is different. Today, we're talking about your child's developing brain. And I need to be direct with you—the next 30 minutes might be the most important parenting conversation you have this year.

Because while we've been worried about AI taking our jobs, it's already changing our children's minds. Unlike us adults, who developed our creative thinking before AI existed, our kids are growing up with artificial intelligence as their creative co-pilot from the very beginning.

Here's my promise to you: by the end of this episode, you'll know exactly how to tell if your child is developing AI dependency, you'll understand why their developing brain is more vulnerable than yours, and you'll have an assessment tool to evaluate your family's situation—plus immediate strategies you can start using today.

But first, let me show you what's happening in homes just like yours—and why this is both preventable and completely reversible.

The Crisis Hiding in Plain Sight A few weeks ago, a mother shared a story that stopped me in my tracks. Her 10-year-old daughter used to spend hours drawing elaborate fantasy worlds, completely absorbed in her creative process. Now, when her mother suggests drawing something, the daughter responds, 'Can I just use AI to make it look better?' At first, this seemed like smart efficiency—why not use available tools? However, when the mother asked her daughter to draw a simple picture with no digital help, something alarming occurred. The child just stared at the blank paper and started crying, unable to create anything on her own.

This story isn't unique. It's happening everywhere, and parents are missing it because the signs look like success.

Before we go further, let me be clear: this isn't your fault. AI dependency developed gradually, and most parents missed the early signs because they actually looked positive.

Think about your own child for a moment. Has their homework gotten easier? Do they finish writing assignments faster than they used to? Are their projects suddenly more polished? If you answered yes, you might be looking at what I call the "homework mirage."

Here's what the homework mirage looks like: Your child sits down to write a story for English class. Instead of staring at the blank page like kids have done for generations, they open ChatGPT. They type: "Write me a story about a brave knight." In thirty seconds, they have three paragraphs that would have taken them an hour to write.

You see the finished assignment. It's well-written, grammatically correct, and creative. You think, "Great! They're learning to use technology efficiently." But here's what you don't see: your child's brain just missed a crucial workout.

Remember in our first episode when we talked about brain pathways being like muscles? When we don't use them, they weaken. This is happening to children at a speed that concerns researchers worldwide. (Reference: Newman, M. et al., 2024, "I want it to talk like Darth Vader: Helping Children Construct Creative Self-Efficacy with Generative AI," University of Washington)

Dr. Ying Xu from Harvard put it perfectly when she asked the critical question: "Are they actually engaging in the learning process, or are they bypassing it by getting an easy answer from the AI?"

And here's the concerning part—kids who use AI to complete tasks do produce higher quality work in the short term. But when you take the AI away, their abilities are worse than before they started using it.

But this goes way beyond homework. Children are experiencing what experts call the "Creative Confidence Crisis." Kids who used to love making art now say, "I'm not good enough" when they see AI-generated images. Children ask AI to help with simple creative tasks, such as making up games or telling stories.

The scale of this problem is significant. Recent research shows that 31% of teenagers are already using AI to create pictures and images. Sixteen percent are using it to make music. And parents? Most have no idea how much their children are depending on these tools.

As one researcher told me, "Parents and teachers are pretty much out of the loop, so young people are using AI platforms with virtually no guidance."

This brings us to a crucial question: Why are children more vulnerable to this than adults?

Why Your Child's Brain Is at Risk In our second episode, we explored neuroplasticity—your brain's ability to reorganize itself throughout your life. But children's brains aren't just plastic; they're in active construction mode.

Think of an adult brain like a well-established city with roads and infrastructure already built. A child's brain is more like a city being built from scratch. The roads they travel most frequently become the highways of their adult thinking.

This is why the creative pathways your child develops now will determine their innovative capabilities for life. While AI can already outperform humans at data analysis, writing, and even coding, it cannot replicate the uniquely human ability to make unexpected connections, challenge assumptions, and imagine what doesn't yet exist.

The children who develop strong creative thinking skills today will be the ones who thrive in tomorrow's AI-dominated world—they'll be the innovators, entrepreneurs, and problem-solvers who can work with artificial intelligence without being replaced by it.

These future-critical abilities depend on four specific creative thinking systems that are strengthened or weakened based on how children use them. When children become AI-dependent, these four systems are at risk:

Cognitive Flexibility—your child's ability to switch between different thinking modes. This is what allows them to see a cardboard box as a spaceship, then a house, and then a robot costume. When children always ask AI, "What should I make?" instead of experimenting, this flexibility is weakened.

Associative Thinking—connecting seemingly unrelated ideas. This is how kids come up with wild and wonderful ideas, like "What if cars could swim?" When AI provides ready-made connections, children stop making their own unique associations.

Divergent Thinking—generating multiple solutions to open-ended problems. AI excels at convergent thinking—identifying the best answer. But human creativity thrives on divergent thinking—exploring all possible answers.

Constraint Breaking—the ability to identify and overcome hidden assumptions limiting their thinking. This is what lets children question rules like "stories have to make sense" or "art has to look realistic." When AI always provides solutions within conventional parameters, children stop challenging the boundaries of what's possible.

When these systems weaken, children develop what is called "Creative Bypass Syndrome." They learn to jump straight to AI whenever they encounter creative challenges. Their brains literally rewire to avoid the hard work of original thinking.

But there's another crucial element that supports all four of these systems: frustration tolerance—your child's ability to persist through difficult problems without immediate relief. This is where the real creative magic happens. Those moments when your child sits with a problem, feels stuck, pushes through the discomfort, and discovers something unexpected. AI eliminates this essential struggle by providing instant solutions.

Think about the last time you watched your child work through a challenging puzzle or try to build something that kept falling down. That frustration they felt? That's their brain building resilience and creative persistence. When children can immediately turn to AI for answers, they miss these crucial mental workouts.

But here's the encouraging news: because children's brains are so adaptable, they can also recover faster than adults. The creative pathways that have weakened can be rebuilt. The confidence that's been lost can be restored.

Now, before we talk solutions, you need to know where your child stands right now.

The Creative Independence Assessment I've developed a simple test that you can do at home to evaluate your child's creative resilience. You can download the complete assessment tool from our website, but let me walk you through the key elements right now.

Important setup instructions: Set aside 15 uninterrupted minutes for this assessment. Choose a time when your child is relaxed, not rushed or hungry. Find a quiet space—the kitchen table works perfectly. Have other siblings play elsewhere during the test. If your child resists or asks "why," simply say "I'm curious about something" and keep it light.

The assessment is based on one fundamental principle: creative confidence shows up in how children respond to open-ended challenges with no right answer.

For ages 5 to 8, try what I call the "Magic Box Challenge." Give your child an empty cardboard box—a shoe box works perfectly. Tell them: "This is a magic box that can become anything you want. Show me what you'd like it to be."

Then step back and observe. Don't give suggestions. Don't offer help. Don't provide materials unless they specifically ask. Just watch how they respond.

For ages 9 to 12, try the "Problem Inventor Challenge." Ask your child to invent a problem that needs solving, then solve it. Give them exactly ten minutes. No devices, no external input. Say: "Pretend you're an inventor. What problem would you want to solve, and how would you solve it?"

For teenagers, ages 13 to 17, use the "Original Idea Test." Ask them to come up with an original, creative project idea in any medium—art, writing, music, video, anything. They need to explain why this idea interests them personally. Give them up to ten minutes and say: "If you could create anything right now—no limits on time or resources—what would you make and why?"

Now, let me show you how to score what you observe. As you watch your child during their assessment, use this scoring guide to identify which traits they exhibit. You can circle or check off the behaviors you notice, then see which zone has the most matches.

CREATIVE INDEPENDENCE ASSESSMENT SCORING GUIDE AGES 5-8: Magic Box Challenge 🟢 GREEN ZONE 🟡 YELLOW ZONE 🔴 RED ZONE • Engages immediately (1-2 minutes) • Takes 3-5 minutes to start • Takes 5+ minutes or needs prompting • Generates 2+ ideas spontaneously • Generates 1-2 ideas with hesitation • Cannot generate ideas without help • Shows enthusiasm and confidence • Asks for reassurance once ("Is this okay?") • Asks multiple questions for help • Doesn't ask "What should I make?" • Shows mild anxiety but continues • Shows distress or frustration • Continues playing without prompting • May reference familiar things • Says "I don't know" or "I'm not creative" AGES 9-12: Problem Inventor Challenge 🟢 GREEN ZONE 🟡 YELLOW ZONE 🔴 RED ZONE • Creates problem within 3-4 minutes • Takes 5-7 minutes to create problem • Cannot create problem in 10 minutes • Shows personal connection to problem • Problem is generic but shows some thinking • Only suggests problems from media • Attempts solution (even if impractical) • Solution attempt is basic but present • Cannot think of solutions • Shows curiosity and engagement • Shows hesitation but pushes through • Wants to "look it up" immediately • Doesn't reference movies/games • References familiar scenarios with twist • Asks "What kind of problems?" AGES 13-17: Original Idea Test 🟢 GREEN ZONE 🟡 YELLOW ZONE 🔴 RED ZONE • Generates idea within 5 minutes • Takes 5-10 minutes to generate idea • Cannot generate original idea • Shows genuine personal interest • Some personal connection but generic • Ideas entirely from trends • Demonstrates original thinking • Influenced by social media but personal • Cannot explain personal connection • Shows confidence in creative vision • Shows some confidence but seeks validation • Wants to see AI suggestions • Doesn't focus on "going viral" • References trends but adds personal angle • Says "I'm not creative enough" Beyond these specific tests, there are daily warning signs every parent should recognize:

Watch for homework that suddenly takes much less time than usual. Notice if their writing voice changes dramatically—AI-generated text often sounds more sophisticated than your child's natural voice, but it lacks their personality. Pay attention to decreased tolerance for boredom. Listen for language changes—are they asking "How do I..." instead of experimenting?

This scoring guide will help you determine if your child is in the Green Zone (creative confidence intact), Yellow Zone (some AI dependence developing), or Red Zone (significant creative confidence impact).

If you discover your child is in the Yellow or Red Zone, take a deep breath. Remember, children's brains are remarkably adaptable—this can absolutely be improved. Let me show you how.

Getting Back on Track: Practical Steps for Parents If your assessment revealed concerning signs, here's your "start here" action plan: If you do nothing else this week, try the assessment. If your child is in Yellow or Red Zone, then implement the 24-hour creative pause I'm about to describe.

I want you to try what I call the "24-Hour Creative Independence Check." This is a gentle but effective way to help your child reconnect with their natural creative abilities.

Step One is the Creative Pause Period. For twenty-four hours, your child takes a break from AI assistance for any creative task. No ChatGPT for writing. No AI image generators for art projects. No "looking up" ideas or solutions online for creative work.

Think of this like giving their creative muscles a chance to stretch and remember what they can do on their own. During this period, your child will likely experience some frustration. This is normal and actually beneficial—it's their brain remembering how to work through challenges independently.

Step Two is building a Support System. Your job isn't to eliminate their frustration but to support them through it. Instead of saying "Let me help you," try "This seems challenging. What are you thinking?" Instead of "Maybe look it up," try "What would happen if you just tried something?"

The most important thing you can do is manage your own discomfort with their struggle. When you see your child working through a creative challenge, every parenting instinct tells you to help. But supporting them through creative problem-solving builds the brain resilience they need.

Step Three is celebrating effort over outcome. When your child creates something during this pause period, focus your praise on their thinking and persistence, not the result. Say "I love how you kept trying different approaches" instead of "That's beautiful."

After the 24-hour pause, establish ongoing creative strength training. Think of these as daily workouts for your child's creative brain:

For younger kids: Try "Daily Wonder Questions"—five minutes of "what if" questions with no right answers. "What if gravity worked backwards on Tuesdays?"

For middle schoolers: Use the "Daily Assumption Challenge"—question one obvious assumption each day. "Why do schools have to happen in buildings?"

For teenagers: Try the "Creative Perspective Shift"—describe any current event from three completely different viewpoints.

For more detailed creative exercises tailored to different ages and situations, check out our Episode 3, "Creative Thinking Exercises: 10-Minute Daily Brain Workout to Boost Innovation."

Your role as a parent is crucial. You're not trying to become your child's creative manager. Instead, you're becoming what researchers call a "creative support system."

Model working through challenges yourself. Let your children see you tackling problems, trying new approaches, and persisting when things don't work immediately. Create a family culture that values thinking over knowing. Celebrate questions as much as answers.

Building Creative Strength Over Time The strategies I've shared will help immediately, but developing strong creative independence requires a systematic approach. I recommend a two-phase development plan:

Phase One, weeks 1 to 2, is Assess and Adjust. Begin with the creative independence assessment while gently reducing AI dependence. This is when you implement the 24-hour pause and begin daily creative exercises.

Phase Two, weeks 3 to 6, is Develop and Strengthen. Increase daily creative exercises and build persistence with challenging tasks. This is when you'll start seeing real improvements in your child's creative confidence and independence.

There's also a Phase Three—learning strategic AI use that enhances rather than replaces creativity. However, this assumes you've first mastered the strategic use of AI yourself. If you want to learn these skills, watch our episode "The AI Creativity Multiplier: 5 Steps to Amplify Your Innovative Thinking."

Let me be realistic about expectations. During the first week or two, you'll likely see some resistance. Your child might complain that creative tasks feel more challenging without AI assistance.

This is normal and temporary. You're asking them to use creative abilities that have been getting less exercise. Signs of improvement include increased creative attempts, less anxiety about "not knowing" the right answer, and willingness to experiment with ideas.

You should see positive changes within two to three weeks of consistent practice. For most families, this systematic approach will not only restore your child's natural creative abilities—it will make them stronger creative thinkers than they were before.

Your Next Step You're at a choice point right now. You can assume this will work itself out as children "figure out" the right balance with AI. Or you can take action today to protect and strengthen your child's creative brain.

Here's the reality: this challenge will only grow as AI tools become more sophisticated and appealing to children. The longer you wait, the deeper these patterns become.

But the encouraging news is that you have everything you need to start making a difference today.

Your specific next step: Download the complete Family Creative Assessment from our website. This includes detailed instructions for the Challenges, plus additional age-appropriate creative challenges, a parent observation checklist, progress tracking sheets, and the complete 24-hour creative pause protocol.

Download Your Guide for Protecting Your Child's Creative Independence Try one of the assessment challenges with your child this week—start with whichever one matches their age. Then post a comment, and share one specific thing you discovered about your child's creative independence.

Based on your comments on this episode, I'll know whether to create more detailed, age-specific guides for families who want to build their child's creative muscle.

Remember, the children who develop creative resilience today will be the innovators, problem-solvers, and leaders of tomorrow. They'll be the humans who can work with AI without losing what makes them uniquely, authentically human.

Your child's creative brain is waiting for your guidance. The question is: Are you ready to take that first step?

Until next time, I'm Phil McKinney, and remember—in an age of artificial intelligence, your child's creative thinking has never been more important.

Download the Complete Family Creative Assessment: https://open.substack.com/pub/philmckinney/p/download-your-guide-for-protecting

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The most innovative creators don't use AI as a replacement – they use it as a strategic partner in a carefully choreographed dance of human and machine intelligence.

Welcome to Part 4 of our series, Creative Thinking in the AI Age – on strengthening your uniquely human creativity while using AI as a partner, not a replacement.

In Part 1, we explored the alarming decline in creative thinking as we've grown dependent on AI. In Part 2, we discovered how neuroplasticity allows us to rebuild and enhance our creative capabilities. And in Part 3, I gave you a practical 10-minute daily workout to strengthen the neural pathways essential for innovative thinking.

Today, we're bringing it all together with something immediately actionable: a framework for creating productive partnerships with AI that enhance rather than diminish your creative capabilities.

This isn't about rejecting AI – it's about using it strategically to amplify your uniquely human abilities. When used properly, AI can handle routine cognitive tasks while freeing your mind for the breakthrough thinking that algorithms simply cannot replicate.

Let me start by clarifying the fundamental difference between human and machine intelligence that drives this partnership:

Convergent thinking is the process of analyzing existing data to find optimal solutions within defined parameters. This is what AI excels at – processing vast amounts of information to identify patterns and generate options based on probability distributions of what has worked before.

Divergent thinking is the ability to generate novel ideas by making unexpected connections, breaking conventional patterns, and imagining what doesn't yet exist. This is where humans uniquely excel – our capacity for intuitive leaps, metaphorical thinking, and insight that transcends existing data.

The most powerful creative partnerships leverage both: AI's computational strength and the human capacity for originality. Let me demonstrate with a simple example.

If I asked an AI to design a chair, it would analyze thousands of existing chair designs and generate variations based on established patterns. The results would be functional but predictable.

But what if I first engaged in divergent thinking by questioning the very concept of sitting? What if I reimagined a chair as something that supports the body in motion rather than at rest? This human insight – this conceptual leap – changes everything about how we might approach the design.

Now when I engage AI, I'm not asking it to "design a chair" but to help explore a completely new approach to supporting the human body. The AI becomes a tool for expanding and refining my original insight rather than a replacement for it.

This is the heart of creative partnership: human divergent thinking provides the spark of originality, while AI convergent thinking helps develop and refine that spark into something practical.

The Art Of Creative Prompting Before we dive into our five-step framework, let's talk about what makes an effective AI prompt for creative work. The way you communicate with AI dramatically impacts the quality and originality of what you receive in return.

Throughout this episode, I've included actual prompts formatted in code blocks that you can copy, edit, and paste directly into your favorite AI tool – whether that's ChatGPT, Claude, or others. These aren't theoretical; they're battle-tested approaches I've used with innovation teams.

The most powerful creative prompts share three key characteristics:

1. They express curiosity rather than certainty – Phrases like "I'm exploring," "I'm curious about," or "Help me understand" signal to the AI that you're in an exploratory mode rather than seeking definitive answers. This subtle shift encourages broader, more nuanced responses.
2. They use specific framing devices – Notice how our example prompts use structures like "What aspects are overlooked?" or "What contradictions exist?" These frames direct the AI's analytical power toward particular angles of exploration. The formula prompts I've shared provide ready-to-use framing devices for different situations.
3. They maintain creative tension – Effective prompts don't ask for immediate solutions but instead create a productive tension by examining contradictions, assumptions, or overlooked aspects. This tension generates the creative friction from which original insights emerge.

When using the example prompts throughout this episode, customize them to your specific challenge, but maintain these structural elements that encourage exploration rather than premature convergence. The goal is to shape AI responses that serve as thought-provoking material for your own creative thinking, not as final answers.

Here's a quick formula for effective prompts:

• "What aspects of [problem] are most overlooked?"
• "What contradictions exist in how people approach [challenge]?"
• "What assumptions might be limiting how we think about [issue]?"
• "What perspectives on [problem] have we never considered?"
• "What patterns in [issue] are repeating historically?"
• "What barriers prevent solving [challenge] with existing solutions?"

Now, let's explore our five-step framework for forming creative partnerships with AI that enhance rather than diminish your creative capabilities.

STEP 1: Prime Your Brain First The most common mistake I see is turning to AI too early in the creative process. This typically happens because facing a blank page is uncomfortable – we're seeking the path of least resistance.

But this short-circuits your brain's ability to make original connections. Instead, I recommend priming your brain before engaging any AI tools.

Here's how:

1. Begin with a 5-minute session from our creative workout (Episode 3). The Perspective Shifting or Random Word Fusion exercises are particularly effective for this purpose.
2. After your brief workout, spend 10 minutes in open ideation on your challenge. Use a piece of paper – not a digital device – and rapidly jot down any ideas that come to mind without judging them.
3. Look for unexpected combinations or patterns in your ideas. Circle anything that feels surprising or that challenges conventional thinking.

This priming step activates your associative thinking networks – the neural pathways that connect seemingly unrelated concepts. When you later engage AI, you'll do so with your creative faculties already warmed up and ready to evaluate AI outputs critically.

STEP 2: Frame Challenges, Not Solutions How you engage with AI fundamentally shapes what you get from it. The key is to position AI as a thought partner exploring a problem space rather than a solution generator.

Instead of asking: "Generate ideas for a new water bottle design"

Try: "What are the unsolved problems in how people stay hydrated throughout the day?"

The first prompt tells AI to generate variations on a water bottle – convergent thinking within established parameters. The second prompt opens a problem space that invites exploration of the underlying challenge.

Similarly, rather than asking AI to "write a marketing campaign," ask it to "identify emotional tensions between consumers and existing products in this category."

This framing preserves your role in the most crucial part of creativity – defining the right problem. It positions AI as an explorer rather than a solver, helping you see facets of the challenge you might otherwise miss.

Example Problem-Framing Prompts:

Example 1:

I'm exploring ways to improve remote team collaboration. Instead of suggesting specific solutions, help me understand: What are the most overlooked aspects of remote communication that create friction or miscommunication? What contradictions exist in how people want to collaborate versus how current tools function? What assumptions about "presence" might be limiting how we approach remote work? Example 2:

I'm working on innovations in urban transportation. Rather than proposing specific vehicle or infrastructure designs, help me explore: What tensions exist between different stakeholders in urban mobility (pedestrians, cyclists, drivers, businesses, etc.)? What contradictory needs do people have when moving through cities? What invisible barriers prevent more sustainable transportation choices? STEP 3: Use AI for Divergence Acceleration While AI excels at convergent thinking, we can strategically use it to accelerate certain aspects of divergent thinking as well. The key is to use AI to generate raw material that you then transform through your human creativity.

Here's the technique:

1. After your initial ideation, identify 2-3 promising directions that feel original.
2. For each direction, use AI to generate adjacent possibilities: "What related ideas exist in [completely different field]?"
3. Use these outputs not as solutions but as stimuli for your own associative thinking. The goal is to use AI outputs as creative springboards.

For example, if you're designing a new learning app, you might ask AI: "How do master chefs structure the process of teaching complex skills?" or "What principles do video game designers use to maintain engagement during difficult challenges?"

The AI responses become raw material for your own divergent thinking process. You aren't adopting the AI's suggestions directly – you're using them to trigger new neural connections in your own thinking.

This approach leverages AI's knowledge breadth while preserving your uniquely human ability to make unexpected connections across domains.

Example Divergence Acceleration Prompts:

Example 1:

I'm developing a new approach to personal financial education that focuses on behavioral change rather than just information delivery. To spark fresh thinking, explain how these completely different domains approach behavior change: 1. How do elite athletic coaches create lasting habit changes in their athletes? 2. How do environmental conservation programs successfully change community behaviors? 3. How do immersive theater experiences create memorable emotional impacts?

For each area, identify 3-5 key principles and specific techniques that could be translated to financial education. Example 2:

I'm reimagining the patient experience in healthcare waiting rooms. To stimulate creative connections, describe how these unrelated fields create positive waiting/transition experiences: 1. Theme park queue design 2. Airport VIP lounges 3. Mindfulness retreat check-in processes 4. Fine dining restaurant pacing and atmosphere

For each, identify what specific elements create psychological comfort, reduce perceived waiting time, or transform waiting into a valuable experience. STEP 4: Delegate Convergence Once you've generated truly original directions through divergent thinking, AI becomes extraordinarily valuable for convergent activities – developing, refining, and optimizing your creative insights.

This is where many people go wrong – they either overuse AI (surrendering the creative process entirely) or underuse it (ignoring its analytical strengths).

Here are specific convergent tasks ideally suited for AI delegation:

1. Detail expansion – Once you have a core concept, ask AI to help flesh out the details, specifications, or implementation steps.
2. Pattern recognition – Have AI identify similarities between your idea and existing approaches to uncover potential refinements.
3. Gap analysis – Ask AI to identify potential weaknesses or unanswered questions in your concept.
4. Variation generation – Once you have an original direction, AI can help you explore variations within that direction.

The key principle: Use AI for expansion and refinement of ideas that originated from your divergent thinking, not as the source of the original insight itself.

For example, if you've conceptualized a novel approach to remote team collaboration, you might ask AI to:

• Identify potential implementation challenges
• Suggest how the concept might be adapted for different industries
• Compare your approach to existing solutions to identify differentiation opportunities

This leverages AI's analytical power while preserving your role in the creative breakthrough.

Example Convergence Delegation Prompts:

Example 1:

I've developed a concept for a community-based renewable energy sharing platform where households can trade excess solar power directly with neighbors using blockchain verification. Please help me refine this concept by: 1. Identifying potential technical, regulatory, and user adoption challenges 2. Suggesting the minimum viable features needed for an initial pilot 3. Outlining how this approach differs from existing energy-sharing models 4. Recommending how the concept might need to adapt for different housing environments (urban apartments vs. suburban homes vs. rural communities)

Example 2:

I've created a new approach to professional development called "Skill Swapping Circles" where cross-functional teams teach each other through structured 30-minute micro-workshops. Please help me develop this concept by: 1. Creating a detailed implementation framework with clear steps 2. Identifying potential resistance points and how to address them 3. Suggesting metrics to measure effectiveness 4. Recommending variations for different organizational contexts (startups vs. large enterprises) 5. Outlining technology requirements to support the program

STEP 5: Maintain Creative Authority The final step is perhaps the most important: consciously maintaining your creative authority throughout the process.

AI tools are designed to be persuasive – they present information confidently and comprehensively. This creates what psychologists call the "authority bias" – our tendency to accept information from perceived authorities without sufficient scrutiny.

To maintain creative authority:

1. Question AI outputs – Actively look for assumptions or limitations in what the AI generates.
2. Inject constraints – Deliberately introduce constraints that force original thinking: "How would this work without internet connectivity?" or "How would this change if it needed to be completely sustainable?"
3. Transform, don't transfer – Always transform AI outputs through your unique perspective rather than directly transferring them into your work.
4. Take incubation breaks – After receiving AI outputs, step away to allow your subconscious mind to process. Research shows that creative insights often emerge during periods of mental rest after information intake.

Remember, the goal isn't to reject AI's contributions but to engage with them critically and creatively. Your unique human perspective – your lived experience, intuition, and values – should always remain the guiding force.

Example Creative Authority Prompts:

Example 1:

I've been exploring a concept for [your idea]. You've provided some interesting perspectives, but I want to challenge both of us to think differently. Please: 1. Identify three assumptions embedded in the approach we've been discussing 2. Suggest how the concept would need to change if it had to work without [key resource or technology] 3. Describe how this idea might be received by someone from a completely different cultural background than my own 4. Identify ethical considerations I may not have considered

Example 2:

You've given me several suggestions for [topic]. Now I'd like you to help me critically evaluate them by: 1. For each idea, identify the historical precedent or existing model it most closely resembles 2. Point out which suggestions fall into conventional thinking patterns 3. Identify any suggestions that might unintentionally reinforce problematic systems or assumptions 4. Challenge me with three questions that might completely reframe how I'm approaching this challenge

Real-World Application Let me share how this framework transformed the product development process at a consumer electronics company I worked with recently.

Their team had been using AI tools extensively, but primarily as idea generators – essentially asking the AI to design new products directly. The results were predictably mediocre – variations on existing products with marginal improvements.

We implemented the five-step framework, beginning with creative priming exercises before any AI engagement. Then, instead of asking the AI to generate product concepts, we asked it to explore unresolved tensions in how people interact with technology in their homes.

This exploration revealed something fascinating – people were increasingly concerned about technology fragmenting family attention rather than enhancing connection. This human-centered insight came not from the AI directly, but from the team's analysis of the problem space with AI assistance.

This led to a breakthrough concept: a family gaming system designed specifically for collaborative rather than competitive or individual play, with features that actively encouraged rich social interaction rather than isolated immersion.

Once this novel direction was established through human divergent thinking, the team then used AI extensively for convergent tasks – researching existing collaborative technologies, identifying potential technical challenges, and developing implementation variations.

The result was a genuinely innovative product that addressed deeply human needs in ways that AI alone could never have conceptualized. The product has since become one of their most successful launches, precisely because it originated from human insight about social connection rather than algorithmic prediction.

Download Your Guide for Turning AI Into a Creativity Multiplier We've now completed our five-step framework for creative partnerships with AI: prime your brain first, frame challenges not solutions, use AI for divergence acceleration, delegate convergence, and maintain creative authority.

Each step is designed to leverage both human and machine intelligence in their respective domains of strength – your divergent thinking and AI's convergent capabilities.

This approach represents a middle path between two extremes. On one side is complete AI dependency – surrendering our creative faculties to algorithms and experiencing the cognitive atrophy we discussed in earlier episodes. On the other side is AI rejection – ignoring powerful tools that could genuinely enhance our creative capabilities when used properly.

The creative partnership I've outlined offers something better: a complementary relationship that amplifies your uniquely human creativity while leveraging AI's computational power.

Remember the key principles we've explored throughout this series:

1. Your creative thinking abilities physically exist as neural networks in your brain
2. These networks strengthen or weaken based on how you use them
3. Deliberate practice rebuilds these networks even if they've weakened through AI dependency
4. The most innovative thinking emerges from partnerships that preserve human divergent thinking while leveraging AI convergent capabilities

As we move deeper into the AI age, the ability to form these productive partnerships will increasingly distinguish those who merely execute from those who truly innovate. By understanding the complementary relationship between human and machine intelligence, you can develop creativity that no algorithm can replicate.

Join me next time for "Measuring Creative Growth: Tracking Your Progress and Amplifying Results." We'll explore how to assess your creative development and build systems that continuously enhance your innovative thinking.

Until then, I'm Phil McKinney, and remember – in an age of artificial intelligence, the most valuable thinking happens at the intersection of human insight and computational power. That intersection exists in only one place: your creatively engaged mind.

Your support means everything to this channel. And if you're passionate about creativity and innovation, consider becoming a patron on Patreon or a paid subscriber on Substack.

Your support helps make this content possible.

To learn more about harnessing AI, listen to this week's show: Human-AI Creative Partnership: How to Harness AI While Preserving Your Innovative Edge.

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Humans who committed to four thinking exercises for 10 minutes daily generated 43% more original solutions than the most advanced AI systems.

Welcome to Part 3 of our series, Creative Thinking in the AI Age – on strengthening your uniquely human creativity while using AI as a partner, not a replacement.

In Part 1, we explored the concerning 30% decline in creative thinking as our use of AI tools has increased. In Part 2, we discovered how neuroplasticity – your brain's lifelong ability to reorganize itself – offers us a pathway to not just recover but enhance our creative abilities.

Today, I'm giving you something concrete and practical: a complete 10-minute creative thinking workout based on cutting-edge neuroplasticity research. This isn't just theory – it's a systematic approach to rebuilding the neural pathways essential for innovative thinking.

What makes today's episode especially valuable is that these exercises directly target the four core domains of creative thinking we identified last time:

1. Cognitive Flexibility – your ability to switch between different thinking modes and consider multiple perspectives
2. Associative Thinking – your ability to connect seemingly unrelated concepts
3. Divergent Thinking – your ability to generate multiple solutions to open-ended problems
4. Constraint Breaking – your ability to identify and overcome hidden assumptions

These aren't just abstract concepts – they're distinct neural networks in your brain that physically strengthen or weaken based on how you use them. Neuroscience has clearly mapped these networks using fMRI studies. When we frequently outsource creative challenges to AI, these networks get less exercise and gradually atrophy. This atrophy directly affects not just our individual capabilities but our collective ability to solve complex problems as a society.

Think of these four domains as the core muscle groups of creative thinking. Just as a neglected muscle weakens over time, these neural networks diminish when underutilized. And just as physical weakness limits our bodily capabilities, creative atrophy limits our problem-solving potential, career advancement, and ability to address society's most pressing challenges.

The research I shared last time showed that consistent practice leads to measurable changes:

• Within days: Increased neural activity in creative regions
• After two weeks: Noticeable improvements in creative output
• By six weeks: Formation of new white matter pathways
• At eight weeks: Stable neural changes that maintain creative thinking abilities even amid regular AI use.

This gives us a clear roadmap for strengthening our creative capacities: commit to eight weeks of practice, with meaningful milestones along the way.

Before we dive in, I want to emphasize something important: consistency matters more than duration. Research shows that 10 minutes daily produces significantly better results than 70 minutes once a week. This aligns with what neuroscientists call "spaced practice" – shorter, regular sessions that allow your brain to consolidate learning between sessions.

Also, approach these exercises with playfulness rather than pressure. Neuroplasticity research shows that stress inhibits the very neural changes we're trying to promote, while curiosity and enjoyment accelerate them.

Ready to begin? Let's start with our first exercise.

EXERCISE 1: PERSPECTIVE SHIFTING Our first exercise targets Cognitive Flexibility – your ability to switch between different thinking modes and see situations from multiple perspectives.

This exercise activates your prefrontal cortex – the brain region responsible for cognitive flexibility. This region weakens with routine AI assistance, as algorithms typically present optimized single perspectives rather than multiple viewpoints.

Here's how the exercise works:

1. Choose any object in your environment. It could be a coffee mug, a book, or even your smartphone.
2. For 2 minutes, rapidly adopt different perspectives on this object. Consider it from:
   • The perspective of different professions (How would an engineer, artist, child, or historian view this object?)
   • Different time periods (How would someone 100 years ago view it? Someone 100 years in the future?)
   • Different scales (How would it appear to an ant? To a giant?)
   • Different emotional states (How might someone feeling joyful, anxious, or curious perceive it?)

The key is to shift rapidly between perspectives rather than dwelling on any single viewpoint. Each shift creates new neural firing patterns that strengthen cognitive flexibility.

Let me show you some examples with this coffee mug:

• As an engineer, I notice the thermal properties, the handle design for ergonomics
• As an archaeologist from the future, this might be an artifact revealing daily rituals of 21st century humans
• To an ant, this would be a vast curved wall, perhaps offering shelter
• To someone feeling anxious, this might represent a moment of comforting routine in an uncertain day

Now it's your turn. Find an object near you, pause the video, and spend 2 minutes shifting through different perspectives.

When you're done, take a deep breath. You've just activated neural pathways associated with cognitive flexibility.

What you'll notice with consistent practice is that this ability to shift perspectives begins extending to all areas of your thinking – helping you see multiple angles in business challenges, personal relationships, and creative projects.

EXERCISE 2: RANDOM WORD FUSION Our second exercise targets Associative Thinking – your ability to connect seemingly unrelated concepts to form novel ideas.

This practice activates your brain's default mode network. This network gets less exercise when we regularly use AI for creative solutions, but rebuilds with exercises that create unexpected connections.

Here's the exercise:

1. You'll need three random words. You can:
   • Open a book to three random pages and point to a word on each
   • Use a random word generator online
   • Ask someone to give you three unrelated words
2. For 2 minutes, create a coherent concept that combines all three words. This concept could be:
   • A new product or service
   • The plot for a story
   • A solution to a problem you're facing

Let me demonstrate with my three random words: "mountain," "keyboard," and "breakfast."

I might create a concept for: "Summit Typing Café" – a mountain-top co-working space that offers spectacular views and serves breakfast all day. Digital nomads can work at ergonomic keyboard stations while enjoying high-altitude inspiration and nourishing food.

Or perhaps: A new productivity app called "Peak Breakfast" that uses keyboard shortcuts to help you plan your most important tasks during your morning meal – the idea being that like reaching a mountain summit, completing your most challenging task first thing gives you perspective for the rest of your day.

Now try it yourself. Generate three random words, pause the video, and spend 2 minutes creating a concept that combines them.

The magic of this exercise is that it forces your brain to create connections where none previously existed. Each time you practice, you're physically strengthening the neural pathways involved in associative thinking.

With regular practice, you'll notice your ability to connect disparate ideas improving in all areas of your life – leading to more original solutions and creative insights.

EXERCISE 3: ALTERNATIVE USES Our third exercise targets Divergent Thinking – your ability to generate multiple solutions to an open-ended problem.

This exercise stimulates your frontal and temporal lobes. These brain regions show increased connectivity after divergent thinking practice but get less activation when we habitually ask AI to generate ideas.

Here's how it works:

1. Choose an everyday object. Classic examples include a brick, paperclip, or rubber band, but any common object will work.
2. For 2 minutes, list as many possible uses for this object as you can – aiming for quantity over quality. The goal is to push past obvious uses to increasingly creative ones.
3. Challenge yourself to reach at least 10 uses, but don't stop there if ideas keep flowing.

Let me demonstrate with a simple rubber band:

• Hold papers together
• Launch small objects
• Create resistance for finger exercises
• Mark pages in a book
• Seal a bag
• Make a tiny basketball hoop with your fingers
• Create a musical instrument by stretching it over a box
• Use as a hair tie
• Make a grip for slippery objects
• Create a boundary marker on a desk
• Use as a reminder by wearing it on your wrist
• Make emergency suspenders

Now it's your turn. Choose an object, pause the video, and list as many uses as you can in 2 minutes.

The first few uses typically come from memory – things you've seen before. As you push beyond those obvious answers, different neural pathways activate.

Research shows that the most creative ideas emerge after the obvious ones are exhausted. By generating many options, you train your brain to access deeper, more original ideas more readily.

With consistent practice, you'll notice yourself spontaneously generating more options in everyday situations – whether designing products, solving problems, or making decisions.

EXERCISE 4: ASSUMPTION REVERSAL Our final exercise targets Constraint Breaking – your ability to identify and overcome hidden assumptions limiting your thinking.

This exercise activates your anterior cingulate cortex - the brain region that detects cognitive conflicts. This area receives less stimulation when we frequently use AI systems that operate within established parameters rather than questioning basic assumptions.

Here's the exercise:

1. Choose any common product, service, or process. It could be a smartphone, a restaurant experience, or your morning routine.
2. For 2 minutes, list all the assumptions or "rules" that typically apply to this thing. These are the constraints that everyone takes for granted.
3. For each assumption, ask: "What if the opposite were true?" or "How could we eliminate this requirement completely?"

Let me demonstrate with a common product: a refrigerator.

Assumptions about refrigerators:

• They must be kept in the kitchen
• They need electricity to function
• They should be cold inside
• They must be box-shaped
• They should store primarily food items
• They must maintain a constant temperature

Now, let's reverse these:

• What if refrigerators were distributed throughout the house?
• What if they required no electricity? (Perhaps using geothermal cooling or new materials)
• What if they were hot inside? (Preserving food through different methods)
• What if they weren't box-shaped? (Perhaps conforming to room architecture)
• What if they stored other things besides food? (Specialized cooling for medications, electronics, etc.)
• What if they had variable temperature zones that fluctuated intentionally?

Your turn now. Choose a product or service, pause the video, and spend 2 minutes listing and challenging its assumptions.

This exercise reveals invisible constraints we place on our thinking without realizing it. Each practice session strengthens your ability to identify and question assumptions - essential for breakthrough innovation.

With consistent practice, you'll begin questioning assumptions automatically in various contexts, finding original approaches others miss.

PUTTING IT ALL TOGETHER AND PRACTICAL APPLICATIONS Now that we've explored each exercise individually, let's discuss how to incorporate them into your routine and apply them to specific situations.

Think of these four creative thinking domains like the major muscle groups in your body. Just as physical fitness requires working all muscle groups – not just your favorites – cognitive fitness demands exercising all four creative domains. Without this balance, your creative abilities will develop unevenly.

We've all seen the bodybuilder with massive upper body development but skinny legs – what trainers call "chicken leg syndrome." The same imbalance happens in creative thinking when we only exercise our preferred domains. You might excel at divergent thinking (generating many options) but struggle with constraint breaking (questioning assumptions).

The most effective approach for building complete creative fitness is to practice all four exercises in sequence, allocating 2 minutes to each, with a brief transition between them. This provides balanced "cross-training" across all four creative thinking neural networks.

I recommend starting your day with this workout, ideally before checking email or social media. Research from the University of California shows that creative thinking is significantly higher in the morning, before our brains become loaded with external inputs.

However, these exercises are also incredibly versatile for specific situations. Consider bookmarking this video to quickly access the exact exercise you need for different challenges:

• Before brainstorming sessions: Use Exercise 3 (Alternative Uses) to prime your brain for divergent thinking
• When facing a stubborn problem: Try Exercise 4 (Assumption Reversal) to break through invisible barriers
• Before important negotiations: Exercise 1 (Perspective Shifting) helps you anticipate different viewpoints
• When innovation feels stale: Exercise 2 (Random Word Fusion) creates fresh connections

Each exercise serves as a targeted tool you can deploy in specific professional and personal contexts. The timestamps in the video description make it easy to jump directly to the exercise you need in the moment.

Just as with physical training, these exercises might feel challenging at first – that's normal and actually a good sign. The neural equivalent of "muscle soreness" means you're creating productive disruption that leads to growth. And just as physical training requires progressive challenge to avoid plateaus, you should gradually increase the difficulty of these exercises by setting more ambitious targets or tighter time constraints.

Also like physical training, consistency trumps intensity. A daily 10-minute workout will produce far better results than an occasional hour-long session. Neuroscientists call this "spaced practice" – shorter, frequent sessions that allow your brain to consolidate learning between workouts.

To track your progress, I suggest keeping a simple creativity journal. After each workout, spend 30 seconds noting:

• Which exercise felt most challenging
• Any interesting ideas that emerged
• How your thinking evolved during the workout

Over time, you'll notice patterns – exercises that initially felt difficult become easier, and your idea generation becomes more fluid and original.

Let me share how one innovation team I worked with integrated these exercises into their process.

This team was developing new healthcare technologies and had hit a creative plateau. They began each day with this 10-minute workout, then immediately applied the activated thinking patterns to their current challenges.

Within three weeks, they reported two significant breakthroughs:

First, the Perspective Shifting exercise helped them reimagine their user interface from the viewpoint of different stakeholders – leading to a design that accommodated both clinical and patient needs in ways their competitors had missed.

Second, the Assumption Reversal exercise helped them question fundamental assumptions about data security – leading to a novel approach that provided better protection while actually improving system performance.

The team leader described it as "mental cross-training" that enhanced their collective intelligence beyond what AI tools alone could have contributed.

You can apply this same process to your challenges:

1. Complete the appropriate exercise for your specific situation
2. Immediately afterward, spend 5 minutes applying the activated thinking patterns to your problem
3. Document any insights or novel approaches that emerge

Over time, you'll develop what neuroscientists call "trained intuition" – generating creative insights without consciously applying techniques.

CONCLUSION We've now completed our creative brain workout – four exercises that systematically strengthen the neural networks essential for innovative thinking.

As we discussed in our previous episodes, the increasing integration of AI tools into our daily work has led to measurable changes in how we approach creative challenges. But the science of neuroplasticity offers us a powerful counterbalance – the ability to deliberately strengthen our innovative thinking capabilities throughout our lives.

This research applies to everyone, regardless of age or background. Whether you're a student, professional, entrepreneur, or retiree, these exercises enhance creative capabilities through physical changes in your brain structure.

Remember the key milestones we discussed:

• Within days: Increased neural activity
• After two weeks: Noticeable improvements
• By six weeks: Formation of new neural pathways
• At eight weeks: Stable changes that persist even with regular AI use

The choice ultimately comes down to being intentional about how we use technology. You can automate creative processes entirely with AI and potentially experience the gradual atrophy of these essential cognitive abilities. Or you can strategically partner with AI while deliberately strengthening your uniquely human capabilities that drive breakthrough innovation.

My hope is that you'll choose the latter path – not just for your individual benefit, but for our collective future. The challenges we face as a society – from climate change to healthcare access to sustainable energy – require precisely the kind of boundary-breaking, assumption-challenging thinking these exercises develop.

Join me next time for "The AI Creativity Multiplier: 5 Steps to Amplify Your Innovative Thinking."

Ever wondered how top innovators use AI to amplify their creativity rather than replace it? I'll reveal the surprising "creative handoff points" where AI transforms from a creativity killer to creative rocket fuel. You'll discover how to craft AI prompts that break through creative barriers instead of building new ones, turning your favorite AI tools into innovation accelerators unlike anything you've experienced.

If this episode gave you the exercises to strengthen your creative thinking muscles, the next one will show you how to apply that strength in partnership with AI – creating results neither could achieve alone.

Until then, I'm Phil McKinney, and remember – in an age of artificial intelligence, your creative brain remains your most valuable asset. Take 10 minutes to strengthen it today.

Your support means everything to this channel. And if you're passionate about creativity and innovation, consider becoming a patron on Patreon [LINK] or a subscriber on Substack [LINK].

Your support helps make this content possible.

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Harvard neuroscientists confirm: creative thinking uses neural pathways that AI can't replicate – and never will.

Hello, I'm Phil McKinney, and welcome to my innovation studio.

Welcome to Part 2 of our series, Creative Thinking in the AI Age – on strengthening your uniquely human creativity while using AI as a partner, not a replacement.

In Part 1, we explored the alarming decline in creative thinking as we've grown dependent on AI. We saw how our ability to solve complex problems without algorithmic assistance has dropped by 30% in just five years, and how this cognitive atrophy affects everyone from students to seasoned professionals.

Today, we're moving from problem to solution – exploring the revolutionary science of neuroplasticity and how we can deliberately rebuild and enhance our creative thinking skills.

What's at stake here goes far beyond individual convenience. If we continue to surrender our creative thinking abilities to AI, we risk a future where innovation slows, where original ideas become increasingly rare, and where our unique human capacity for breakthrough thinking gradually fades. More critically, we may lose the very cognitive tools required to solve society's most pressing challenges – disease, pandemic response, clean energy development, food security – precisely when we need these abilities most.

We're already seeing early evidence of this decline, but the science I'll share today offers a powerful alternative – a path to not just preserve but dramatically enhance the creative abilities that drive human progress.

I've seen this firsthand in my work leading innovation teams. Years ago, I noticed that even brilliant engineers and designers would hit creative walls. When I introduced specific neuroplasticity-based thinking exercises into our daily routines, the transformation was remarkable. Teams that had been spinning their wheels suddenly generated breakthrough concepts. Projects that seemed stuck found fresh momentum. And the most exciting part? The improvements continued long after the initial training.

These transformations aren't magic – they're biology in action. Your brain is changing right now as you watch this video. Every thought you have, every skill you practice, and every challenge you undertake physically reshapes your neural architecture. This isn't metaphorical – it's literal, structural change happening at the cellular level.

This phenomenon – called neuroplasticity – is the brain's ability to reorganize itself by forming new neural connections. And our key to reclaiming and enhancing our creative thinking abilities in the age of AI.

For decades, scientists believed that brain development stopped after childhood. We now know that's completely false. Your brain remains malleable throughout your entire life, capable of dramatic transformation well into your 80s and beyond.

Research has shown that our brains continually remodel themselves based on our experiences and practices. Think of it like a path in a forest – the routes you travel most frequently become wider and clearer, while those rarely used gradually disappear.

Now, I understand some skepticism here.

We've all seen dubious claims about "brain training" games and apps that promise to boost intelligence. Most of these have been rightfully criticized for overpromising and underdelivering.

The difference with creative neuroplasticity training is that it's not about playing generic puzzles – it's about targeted exercises that specifically engage the neural networks involved in creative thinking. And unlike those commercial products, these approaches have substantial peer-reviewed research supporting their effectiveness.

The implications are profound. If our cognitive abilities are declining due to AI dependency, as we discussed in the last episode, we can deliberately reverse this trend through targeted exercises and practice.

Let's be honest – breaking AI dependency isn't easy. Many of us have developed reflexive habits of turning to algorithms before engaging our own thinking. Our brains naturally seek the path of least resistance. But the research is clear: the effort to rebuild these creative pathways is absolutely worth it. And the good news is that even small, consistent practice can yield significant results.

The science behind this is compelling. A landmark study at Harvard Medical School used functional MRI to track brain activity before and after an 8-week creative thinking training program. The results were striking.

Before training, participants showed activity primarily in conventional problem-solving regions when tackling creative challenges. After training, their brains revealed significantly increased activity in regions associated with novel idea generation and reduced activity in regions associated with conventional thinking.

What's even more fascinating is that the neural training correlated with a 43% increase in measured creative output. The participants weren't just thinking differently – they were producing significantly more original ideas.

This is neuroplasticity in action – physical changes in your brain leading to measurable improvements in creative capacity.

But neuroplasticity works both ways. When we outsource our thinking to AI, the neural pathways associated with creative problem-solving literally weaken from disuse. It's a biological principle called "competitive plasticity" – the brain reallocates resources away from underused functions toward frequently used ones.

The good news is that this process is reversible. Even if you've grown dependent on AI for creative tasks, your brain can rebuild these pathways through deliberate practice.

Let me share a personal experience from my own work.

I once coached a senior product designer and their team at a major tech company who were tasked with developing disruptive ideas in an area where three major competitors were already investing heavily. When we started working together, they were stuck, repeatedly generating variations of the same concepts and feeling increasingly frustrated.

Brain science would suggest their neural pathways had become rigid through years of conventional problem-solving. So we implemented a series of targeted creative thinking exercises. Within eight weeks, something remarkable happened.

Not only did their idea generation rate triple, but the quality of their concepts ‌shifted. They developed a breakthrough approach that combined elements no one had previously connected, essentially creating an entirely new product category.

When we brought in AI tools to analyze the solution space, the team's most innovative concepts fell completely outside the AI's prediction patterns. What does this mean? The neural connections they had formed with their training weren't following the statistical patterns the AI model had learned.

The product they launched went on to capture significant market share precisely because it operated from a different conceptual framework than competitors. This wasn't just a professional transformation. It had a personal impact. This senior product designer reported feeling a renewed sense of cognitive confidence that extended into other areas of their life as well.

These transformations aren't random. The science of neuroplasticity has identified four core domains of creative thinking that respond most dramatically to training:

1. Cognitive Flexibility – your ability to switch between different thinking modes and consider multiple perspectives simultaneously. For example, seeing a coffee cup not just as a vessel for liquid but also as a plant holder, a pencil container, or a sound amplifier. This domain is largely governed by the prefrontal cortex, which neuroimaging studies show becomes significantly more active after flexibility training.
2. Associative Thinking – your ability to connect seemingly unrelated concepts to form novel ideas. Like combining the principles of bird migration with urban traffic patterns to create a new adaptive traffic light system. This involves the default mode network, which strengthens with exercises that encourage unexpected connections.
3. Divergent Thinking – your ability to generate multiple solutions to an open-ended problem. For instance, coming up with twenty different uses for a brick beyond construction, such as a doorstop, paperweight, art canvas, or heat reservoir. This engages the frontal and temporal lobes, which show increased connectivity after divergent thinking practice.
4. Constraint Breaking – your ability to identify and overcome hidden assumptions limiting your thinking. Such as recognizing that when asked to "connect nine dots with four straight lines," the assumption that you can't go outside the imaginary square is self-imposed. This correlates with increased activity in the anterior cingulate cortex, which helps detect cognitive conflicts.

Each of these domains weakens with AI dependency but rebuilds with targeted practice.

What excites me most is that there are practical exercises anyone can use. In my innovation workshops, we've adapted these into simple daily practices that build creative muscle memory:

• Five-minute morning sessions of rapid association between unrelated concepts
• Brief midday "constraint-breaking" challenges where teams identify and discard hidden assumptions
• End-of-day reflection exercises that alternate between focused and diffuse thinking modes

These aren't complex or time-consuming – they're deliberate mental practices that target the exact neural networks we need to strengthen. And remarkably, participants report greater idea fluency within just days of consistent practice.

Let me demonstrate one of these domains with a quick exercise that you can do right now. We'll focus on cognitive flexibility.

I want you to visualize a circle. Just a simple circle. Now, in your mind, transform this circle into something else by adding just one line. Now add one more line and transform it again. One more time – add another line and see what new object emerges.

I will give you 30 seconds. Imagine a simple circle and transform it three times, adding a line each time.

I will wait. Go!

How did you do?

This exercise activates your prefrontal cortex – the brain region responsible for cognitive flexibility. Most people initially create predictable objects: a face, a sun, or a balloon. But as you practice, your brain begins forming less common connections. Advanced practitioners might see a clock becoming a bomb becoming a planet becoming an eye.

Brain scans reveal increased neural firing in creative regions even during this simple 30-second exercise. You're literally strengthening synaptic connections that enhance your creative thinking.

The timeline of these changes follows a clear and consistent pattern:

1. Within days of consistent practice, creative neural pathways strengthen, showing up as increased activity in brain scans
2. After two weeks, you'll notice measurable improvements in your creative output
3. By six weeks, researchers have documented the formation of new white matter pathways – the brain's information highways, meaning participants' brains were physically different.
4. At eight weeks, these changes become stable enough to resist the pull back toward AI dependency.

This gives us a clear roadmap for reclaiming our creative capacities: commit to eight weeks of practice, with meaningful milestones along the way.

This transformation is remarkably accessible. Just 10 minutes of daily practice can trigger these changes. In our next episode, I'll guide you through a complete workout, but here's a preview of the two core approaches we'll use:

1. Mindful Creativity – approaching familiar tasks with deliberate curiosity. For example, during your morning routine, challenge yourself to notice five new details about objects you use every day. This simple practice activates the cognitive flexibility networks we discussed earlier.
2. Alternating – deliberately switching between focused thinking and relaxed daydreaming. This might look like setting a timer for 3 minutes of intense problem-solving followed by 2 minutes of completely unfocused mind-wandering. This oscillation strengthens the associative thinking pathways that AI dependency weakens.

These aren't just theoretical concepts – they're the foundation of the 10-minute daily workout I'll guide you through in our next episode. Each exercise targets explicitly the neural networks involved in the four creative thinking domains we've explored today.

What makes these practices so powerful is the underlying principle we've discussed throughout: our brains physically change based on how we use them. This biological fact puts the choice squarely in our hands. Either we surrender our cognitive processes to algorithms, or we deliberately strengthen these uniquely human abilities.

The stakes are higher than we might realize.

If we do nothing, then we face a future of diminished creativity, which means technological progress that plateaus, businesses that can only optimize rather than reimagine, and education that produces technically proficient but intellectually passive graduates.

This is precisely what Bonhoeffer warned about in writing on “stupidity” – not as a lack of intelligence, but as the voluntary surrender of independent thinking. As we discussed in the first episode, Bonhoeffer observed that people become 'stupid' not because they lack capacity, but because they willingly abandon critical and creative thought to “others”. This surrender happens gradually, unnoticed, as we choose comfort over challenge.

With AI, we face exactly this choice.

Will we surrender our creative faculties to algorithms, essentially choosing a form of 'creative stupidity'?

Will we create a society where independent thinking grows rare, not because it's forbidden, but because it's surrendered?

Will we accept a world where ideas are judged by their conformity to algorithmic patterns rather than their originality?

But that's not the future we have to choose.

Join me in the next video in the series for "The Creative Brain Workout," where I will guide you through 10 minutes of exercises that trigger the neural changes that will help you build stronger, uniquely human creative thinking skills that AI simply cannot replicate.

Until then, I'm Phil McKinney, and remember – in an age of artificial intelligence, your mind remains remarkably adaptable. The power to reshape your creative thinking is literally in your hands.

If you found value in today's video, please hit that like button and subscribe so you don't miss the next episode in this series.

Your support means everything to this channel. And if you're passionate about creativity and innovation, consider becoming a patron on Patreon or a paid subscriber on Substack – links are in the description below.

Your support helps make this content possible.

Thanks for watching, and I'll see you in the next episode.

View Details

Harvard neuroscientists confirm: creative thinking uses neural pathways that AI can't replicate – and never will.

Hello, I'm Phil McKinney, and welcome to my innovation studio.

Welcome to Part 2 of our series, Creative Thinking in the AI Age – on strengthening your uniquely human creativity while using AI as a partner, not a replacement.

In Part 1, we explored the alarming decline in creative thinking as we've grown dependent on AI. We saw how our ability to solve complex problems without algorithmic assistance has dropped by 30% in just five years, and how this cognitive atrophy affects everyone from students to seasoned professionals.

Today, we're moving from problem to solution – exploring the revolutionary science of neuroplasticity and how we can deliberately rebuild and enhance our creative thinking skills.

What's at stake here goes far beyond individual convenience. If we continue to surrender our creative thinking abilities to AI, we risk a future where innovation slows, where original ideas become increasingly rare, and where our unique human capacity for breakthrough thinking gradually fades. More critically, we may lose the very cognitive tools required to solve society's most pressing challenges – disease, pandemic response, clean energy development, food security – precisely when we need these abilities most.

We're already seeing early evidence of this decline, but the science I'll share today offers a powerful alternative – a path to not just preserve but dramatically enhance the creative abilities that drive human progress.

I've seen this firsthand in my work leading innovation teams. Years ago, I noticed that even brilliant engineers and designers would hit creative walls. When I introduced specific neuroplasticity-based thinking exercises into our daily routines, the transformation was remarkable. Teams that had been spinning their wheels suddenly generated breakthrough concepts. Projects that seemed stuck found fresh momentum. And the most exciting part? The improvements continued long after the initial training.

These transformations aren't magic – they're biology in action. Your brain is changing right now as you watch this video. Every thought you have, every skill you practice, and every challenge you undertake physically reshapes your neural architecture. This isn't metaphorical – it's literal, structural change happening at the cellular level.

This phenomenon – called neuroplasticity – is the brain's ability to reorganize itself by forming new neural connections. And our key to reclaiming and enhancing our creative thinking abilities in the age of AI.

For decades, scientists believed that brain development stopped after childhood. We now know that's completely false. Your brain remains malleable throughout your entire life, capable of dramatic transformation well into your 80s and beyond.

Research has shown that our brains continually remodel themselves based on our experiences and practices. Think of it like a path in a forest – the routes you travel most frequently become wider and clearer, while those rarely used gradually disappear.

Now, I understand some skepticism here.

We've all seen dubious claims about "brain training" games and apps that promise to boost intelligence. Most of these have been rightfully criticized for overpromising and underdelivering.

The difference with creative neuroplasticity training is that it's not about playing generic puzzles – it's about targeted exercises that specifically engage the neural networks involved in creative thinking. And unlike those commercial products, these approaches have substantial peer-reviewed research supporting their effectiveness.

The implications are profound. If our cognitive abilities are declining due to AI dependency, as we discussed in the last episode, we can deliberately reverse this trend through targeted exercises and practice.

Let's be honest – breaking AI dependency isn't easy. Many of us have developed reflexive habits of turning to algorithms before engaging our own thinking. Our brains naturally seek the path of least resistance. But the research is clear: the effort to rebuild these creative pathways is absolutely worth it. And the good news is that even small, consistent practice can yield significant results.

The science behind this is compelling. A landmark study at Harvard Medical School used functional MRI to track brain activity before and after an 8-week creative thinking training program. The results were striking.

Before training, participants showed activity primarily in conventional problem-solving regions when tackling creative challenges. After training, their brains revealed significantly increased activity in regions associated with novel idea generation and reduced activity in regions associated with conventional thinking.

What's even more fascinating is that the neural training correlated with a 43% increase in measured creative output. The participants weren't just thinking differently – they were producing significantly more original ideas.

This is neuroplasticity in action – physical changes in your brain leading to measurable improvements in creative capacity.

But neuroplasticity works both ways. When we outsource our thinking to AI, the neural pathways associated with creative problem-solving literally weaken from disuse. It's a biological principle called "competitive plasticity" – the brain reallocates resources away from underused functions toward frequently used ones.

The good news is that this process is reversible. Even if you've grown dependent on AI for creative tasks, your brain can rebuild these pathways through deliberate practice.

Let me share a personal experience from my own work.

I once coached a senior product designer and their team at a major tech company who were tasked with developing disruptive ideas in an area where three major competitors were already investing heavily. When we started working together, they were stuck, repeatedly generating variations of the same concepts and feeling increasingly frustrated.

Brain science would suggest their neural pathways had become rigid through years of conventional problem-solving. So we implemented a series of targeted creative thinking exercises. Within eight weeks, something remarkable happened.

Not only did their idea generation rate triple, but the quality of their concepts ‌shifted. They developed a breakthrough approach that combined elements no one had previously connected, essentially creating an entirely new product category.

When we brought in AI tools to analyze the solution space, the team's most innovative concepts fell completely outside the AI's prediction patterns. What does this mean? The neural connections they had formed with their training weren't following the statistical patterns the AI model had learned.

The product they launched went on to capture significant market share precisely because it operated from a different conceptual framework than competitors. This wasn't just a professional transformation. It had a personal impact. This senior product designer reported feeling a renewed sense of cognitive confidence that extended into other areas of their life as well.

These transformations aren't random. The science of neuroplasticity has identified four core domains of creative thinking that respond most dramatically to training:

1. Cognitive Flexibility – your ability to switch between different thinking modes and consider multiple perspectives simultaneously. For example, seeing a coffee cup not just as a vessel for liquid but also as a plant holder, a pencil container, or a sound amplifier. This domain is largely governed by the prefrontal cortex, which neuroimaging studies show becomes significantly more active after flexibility training.
2. Associative Thinking – your ability to connect seemingly unrelated concepts to form novel ideas. Like combining the principles of bird migration with urban traffic patterns to create a new adaptive traffic light system. This involves the default mode network, which strengthens with exercises that encourage unexpected connections.
3. Divergent Thinking – your ability to generate multiple solutions to an open-ended problem. For instance, coming up with twenty different uses for a brick beyond construction, such as a doorstop, paperweight, art canvas, or heat reservoir. This engages the frontal and temporal lobes, which show increased connectivity after divergent thinking practice.
4. Constraint Breaking – your ability to identify and overcome hidden assumptions limiting your thinking. Such as recognizing that when asked to "connect nine dots with four straight lines," the assumption that you can't go outside the imaginary square is self-imposed. This correlates with increased activity in the anterior cingulate cortex, which helps detect cognitive conflicts.

Each of these domains weakens with AI dependency but rebuilds with targeted practice.

What excites me most is that there are practical exercises anyone can use. In my innovation workshops, we've adapted these into simple daily practices that build creative muscle memory:

• Five-minute morning sessions of rapid association between unrelated concepts
• Brief midday "constraint-breaking" challenges where teams identify and discard hidden assumptions
• End-of-day reflection exercises that alternate between focused and diffuse thinking modes

These aren't complex or time-consuming – they're deliberate mental practices that target the exact neural networks we need to strengthen. And remarkably, participants report greater idea fluency within just days of consistent practice.

Let me demonstrate one of these domains with a quick exercise that you can do right now. We'll focus on cognitive flexibility.

I want you to visualize a circle. Just a simple circle. Now, in your mind, transform this circle into something else by adding just one line. Now add one more line and transform it again. One more time – add another line and see what new object emerges.

I will give you 30 seconds. Imagine a simple circle and transform it three times, adding a line each time.

I will wait. Go!

How did you do?

This exercise activates your prefrontal cortex – the brain region responsible for cognitive flexibility. Most people initially create predictable objects: a face, a sun, or a balloon. But as you practice, your brain begins forming less common connections. Advanced practitioners might see a clock becoming a bomb becoming a planet becoming an eye.

Brain scans reveal increased neural firing in creative regions even during this simple 30-second exercise. You're literally strengthening synaptic connections that enhance your creative thinking.

The timeline of these changes follows a clear and consistent pattern:

1. Within days of consistent practice, creative neural pathways strengthen, showing up as increased activity in brain scans
2. After two weeks, you'll notice measurable improvements in your creative output
3. By six weeks, researchers have documented the formation of new white matter pathways – the brain's information highways, meaning participants' brains were physically different.
4. At eight weeks, these changes become stable enough to resist the pull back toward AI dependency.

This gives us a clear roadmap for reclaiming our creative capacities: commit to eight weeks of practice, with meaningful milestones along the way.

This transformation is remarkably accessible. Just 10 minutes of daily practice can trigger these changes. In our next episode, I'll guide you through a complete workout, but here's a preview of the two core approaches we'll use:

1. Mindful Creativity – approaching familiar tasks with deliberate curiosity. For example, during your morning routine, challenge yourself to notice five new details about objects you use every day. This simple practice activates the cognitive flexibility networks we discussed earlier.
2. Alternating – deliberately switching between focused thinking and relaxed daydreaming. This might look like setting a timer for 3 minutes of intense problem-solving followed by 2 minutes of completely unfocused mind-wandering. This oscillation strengthens the associative thinking pathways that AI dependency weakens.

These aren't just theoretical concepts – they're the foundation of the 10-minute daily workout I'll guide you through in our next episode. Each exercise targets explicitly the neural networks involved in the four creative thinking domains we've explored today.

What makes these practices so powerful is the underlying principle we've discussed throughout: our brains physically change based on how we use them. This biological fact puts the choice squarely in our hands. Either we surrender our cognitive processes to algorithms, or we deliberately strengthen these uniquely human abilities.

The stakes are higher than we might realize.

If we do nothing, then we face a future of diminished creativity, which means technological progress that plateaus, businesses that can only optimize rather than reimagine, and education that produces technically proficient but intellectually passive graduates.

This is precisely what Bonhoeffer warned about in writing on “stupidity” – not as a lack of intelligence, but as the voluntary surrender of independent thinking. As we discussed in the first episode, Bonhoeffer observed that people become 'stupid' not because they lack capacity, but because they willingly abandon critical and creative thought to “others”. This surrender happens gradually, unnoticed, as we choose comfort over challenge.

With AI, we face exactly this choice.

Will we surrender our creative faculties to algorithms, essentially choosing a form of 'creative stupidity'?

Will we create a society where independent thinking grows rare, not because it's forbidden, but because it's surrendered?

Will we accept a world where ideas are judged by their conformity to algorithmic patterns rather than their originality?

But that's not the future we have to choose.

Join me in the next video in the series for "The Creative Brain Workout," where I will guide you through 10 minutes of exercises that trigger the neural changes that will help you build stronger, uniquely human creative thinking skills that AI simply cannot replicate.

Until then, I'm Phil McKinney, and remember – in an age of artificial intelligence, your mind remains remarkably adaptable. The power to reshape your creative thinking is literally in your hands.

If you found value in today's video, please hit that like button and subscribe so you don't miss the next episode in this series.

Your support means everything to this channel. And if you're passionate about creativity and innovation, consider becoming a patron on Patreon or a paid subscriber on Substack – links are in the description below.

Your support helps make this content possible.

Thanks for watching, and I'll see you in the next episode.

View Details

Our ability to solve complex problems without AI has plummeted 30% in just five years.

That's not just a statistic – it's the sound of your brain cells surrendering.

We are announcing a new series we are calling – Creative Thinking in the AI Age – on strengthening your uniquely human creativity while using AI as a partner, not a replacement.

Today, we will explore how AI dependency is creating a pandemic of reduced creative thinking and why this matters more than you might realize.

Look around. We've all seen it – colleagues endlessly prompting AI for answers, friends asking their devices the same questions with slight variations, and kids who reach for ChatGPT before trying to solve a problem themselves. It's happening everywhere. We're witnessing a slow, subtle decline in our collective ability to think deeply, creatively, and independently.

This cognitive shift is measurable. Recent research from the University of Toronto found that college students today show a 42% decrease in divergent thinking scores – our ability to generate multiple solutions to problems – compared to students just five years ago. The difference? The widespread adoption of AI tools.

This isn't just happening in schools. Creative professionals show similar patterns. Marketing agencies report that junior staff increasingly struggle to generate original campaign concepts without AI prompting. Engineering teams face growing difficulties when asked to ideate without computational assistance.

But this isn't a rant against technology. AI is here to stay, and it offers tremendous benefits. The real issue is how our relationship with these tools is reshaping our cognitive capabilities.

Remember when calculators became widespread? Many feared we'd lose our ability to do basic math. They weren't entirely wrong, but we adapted. The difference now is that AI doesn't just handle calculations – it's beginning to think for us.

This surrender of our thinking faculties brings us to an uncomfortable but powerful concept from theologian Dietrich Bonhoeffer. Writing from a Nazi prison in 1943, he described a phenomenon he called "stupidity" – not as a lack of intelligence, but as a social contagion where independent thinking is surrendered to external forces.

Bonhoeffer wasn't talking about AI, obviously. But his insight that humans will easily surrender their thinking faculties to external authorities is profoundly relevant today. We're increasingly outsourcing our cognitive heavy lifting to algorithms, and our brains are adapting accordingly.

Let me show you what I mean with a quick demonstration. Take 30 seconds right now to list five uncommon uses for a paperclip. No use of AI. I'll wait.

How'd you do? If you struggled, you're not alone. In tests conducted before widespread AI adoption, the average person could generate 8-12 unique ideas. Today, that number has dropped to 3-5.

This decline in creative thinking ability is not only disappointing – it has neurological implications. When we regularly outsource thinking, the neural pathways associated with creative problem-solving literally weaken. It's cognitive atrophy – it's like any other muscle, use it or lose it. And with AI, you aren’t using it.

The consequences are more serious than you might think. Here's what's happening: AI is great at finding the optimal solution within defined boundaries using "convergent thinking." Give AI the parameters of a problem, and it'll efficiently identify the best answers within a set of constraints.

But what humans uniquely excel at is "divergent thinking" – our ability to break through boundaries, reimagine the entire problem, and make unexpected connections between seemingly unrelated ideas. This is where breakthroughs happen. Recent research from the University of Bergen shows that while AI can generate more ideas than the average person, the most creative human solutions significantly outperform AI in originality and innovation.

Here's the paradox: the more we rely on AI, the more we get trapped in what psychologists call "AI-reinforced conventional thinking." Let me demonstrate.

In a creative thinking workshop I ran not long ago, I asked participants to design a new coffee cup. Most drew variants of the same cylindrical container with a handle. When asked why, they couldn't explain – they'd simply imposed an invisible constraint.

But when one participant suggested a coffee cup that could be worn as a ring, the floodgates opened. Suddenly, people were designing coffee cups that doubled as plant holders, that changed color with temperature, and that folded flat for storage.

This mental breakthrough reveals what neuroscientists call the "first insight phenomenon" – that moment when one disruptive idea shatters the invisible walls of conventional thinking and unleashes a cascade of creative possibilities. We're not just limited by what we know, but by what we don't realize we're assuming.

When we look at history's greatest innovations, this ability to think beyond self-imposed constraints becomes even more critical. The transistor. Penicillin. The theory of relativity. The internet itself. None of these came from incremental optimization.

They required creative leaps that defied conventional thinking – precisely the kind of thinking we're at risk of losing in our growing dependency on AI.

But here's the good news – research from cognitive neuroscience and psychology confirms what I've seen firsthand: our thinking skills can be systematically improved. We can rebuild and strengthen these creative pathways with the right techniques.

This is where the concept of neuroplasticity becomes crucial. Like muscles, cognitive abilities respond to consistent, targeted exercise. And just as we've developed scientific approaches to physical fitness, we now have evidence-based methods for improving creative thinking skills.

The research findings are encouraging: In just minutes a day of targeted practice, people show measurable improvements in creative output. And unlike many skills that decline with age, creative thinking can actually improve throughout our lives – if we nurture it.

We stand at a crossroads. One path – cognitive surrender – is seductively easy. The other path requires effort but leads to something extraordinary: a partnership where AI handles the routine while we cultivate our uniquely human capacity to imagine what has never existed before.

Here's what gives me tremendous hope: our brains remain remarkably adaptable throughout our entire lives.

In the next episode, we'll dive into this revolutionary science and learn how to rewire our thinking for an AI-augmented world without losing what makes us human.

Join me for "Creative Neuroplasticity: The Science of Enhanced Creative Thinking."

Until then, I'm Phil McKinney, and remember – in an age of artificial intelligence, authentic human thinking has never been more important.

Your support means everything to this channel. And if you're passionate about creativity and innovation, consider becoming a patron on Patreon or a subscriber on Substack.

Your support helps make this content possible.

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In 2007, two designers struggling to pay rent in San Francisco had a seemingly simple thought: "What if people could rent out their spare rooms to travelers?" This question—posed by Brian Chesky and Joe Gebbia—sparked what would become Airbnb, a company now valued at over $100 billion that has fundamentally reshaped how millions of people travel.

The power of their question wasn't just in identifying a market gap. It challenged fundamental assumptions about hospitality, property use, and trust between strangers. It wasn't just incremental—it was transformative.

And here lies the innovation paradox most organizations face today: Companies invest heavily in expertise, data, and answers, yet rarely invest in improving the quality of their questions. They hire specialists who know the current state of the art but don't necessarily know how to question it. They gather mountains of data but ask the same questions of it that competitors do. They reward employees who provide answers, not those who challenge assumptions with powerful questions.

This explains why true breakthroughs remain rare. The uncomfortable truth is that the quality of your innovation is directly proportional to the quality of the questions you're asking. Transformative innovations don't come from having slightly better answers to the same questions everyone else is asking—they come from asking entirely different questions altogether.

In this episode, you'll discover five specific questioning techniques that have demonstrably led to breakthrough innovations across industries. These aren't generic "think outside the box" prompts, but precise question formulations with clear applications and proven results. Master these, and you'll have the keys to unlock innovation possibilities others can't even see.

The Science of Questioning Before diving into specific questioning techniques, it's worth understanding why questions—rather than answers—drive innovation so powerfully.

Neurologically, questioning activates different brain pathways than analytical thinking. When we search for answers, we typically engage in convergent thinking, narrowing possibilities until we arrive at what seems optimal. This activates primarily the brain's prefrontal cortex, the region associated with logical reasoning and decision-making.

But when we ask open questions, particularly those that challenge assumptions, we activate regions associated with divergent thinking and novel connections. According to research from the Center for Neural Decision Making at Temple University, individuals who regularly engage in questioning and curiosity-driven thinking show greater activation in areas associated with insight and creative problem-solving.

This neurological difference has led innovative organizations to replace traditional brainstorming—which often produces incremental ideas at best—with what innovation facilitators call "question-storming." In these sessions, participants generate only questions about a challenge, focusing on quantity and provocativeness rather than immediate answers.

Data supports this approach: A McKinsey study of over 300 companies found that those with formalized questioning methodologies in their innovation processes outperformed industry peers by an average of 34% in innovation output as measured by successful new products and services.

Even more compelling is research from Harvard Business School professor Amy Edmondson, which demonstrates that teams that regularly engage in question-based inquiry rather than assertion-based advocacy show significantly higher rates of breakthrough thinking and successful innovation implementation.

The science is clear: Better questions create better innovations. Now let's examine the five specific questions that have demonstrated the power to unlock breakthrough thinking.

Question 1: The Constraint-Flipping Question Formula: "What if this limitation was actually an advantage?"

Most innovators instinctively fight against constraints. Limited budget? Try to get more funding. Restrictive regulations? Look for loopholes. Legacy technology? Plan a complete overhaul.

But true innovators know that constraints, reframed through the right question, can become catalysts for breakthrough thinking.

Consider Southwest Airlines. When launching in the 1970s, the company faced severe financial constraints that limited them to purchasing only one type of aircraft—the Boeing 737. Rather than viewing this as a disadvantage, founder Herb Kelleher asked, "What if having only one type of aircraft is actually an advantage?"

This question led to a cascade of innovations: The airline developed unparalleled expertise in maintaining and operating that specific aircraft. They simplified crew training since every pilot could fly any plane in the fleet. They streamlined parts inventory and maintenance processes. And they created a model for rapid turnaround at gates, since every plane had identical configurations.

The result? Southwest became one of the most consistently profitable airlines in an industry where competitors regularly went bankrupt.

Application Techniques:

To apply the constraint-flipping question in your context:

1. Identify your most frustrating constraints. List the limitations you believe are holding back innovation—budget restrictions, regulatory requirements, technology limitations, etc.
2. For each constraint, explicitly ask: "What if this limitation is actually an advantage? How might it force us to innovate in ways we wouldn't otherwise consider?"
3. Generate at least seven possibilities for how this constraint could drive rather than inhibit innovation.
4. Develop the most promising responses into concrete innovation concepts.

Implementation Exercise:

With your team, identify your three most significant constraints. For each, complete this sentence:

"This limitation could become our greatest innovation advantage if we..."

Herb Kelleher's answer was: "This limitation could become our greatest innovation advantage if we built our entire operational model around mastering one aircraft type rather than offering variety."

What's yours?

Question 2: The Cross-Industry Inspiration Question Formula: "How has another entirely unrelated industry solved a similar problem?"

Industries develop their own orthodoxies and blind spots. What seems innovative within one sector might be standard practice in another. The cross-industry inspiration question breaks through these silos by forcing connections between seemingly unrelated domains.

One of the most powerful examples comes from healthcare. In 2005, Great Ormond Street Hospital in London was struggling with patient handoffs between surgery and intensive care—a critical moment when communication failures regularly led to complications. Instead of looking to other hospitals for solutions, someone asked a revolutionary question: "Who else handles high-stakes handoffs with precision and speed?"

The answer came from an unexpected source: Formula 1 racing pit crews.

The hospital sent a team to observe Ferrari's pit stops, where 20 people perform complex, sequential tasks in under seven seconds. This cross-industry inspiration led to the development of new handoff protocols that reduced technical errors by over 40% and information handoff omissions by nearly 50%.

Application Techniques:

To apply the cross-industry inspiration question effectively:

1. Abstract your challenge to its fundamental pattern. Rather than "How do we improve patient handoffs?" ask "How do we execute complex, time-critical processes with minimal error?"
2. Identify industries that excel at that fundamental pattern, even if they seem completely unrelated to your field.
3. Study those industries' approaches, looking for transferable principles rather than surface-level practices.
4. Adapt and test the principles in your context, modifying as needed for your specific constraints.

Implementation Exercise:

For your current innovation challenge, complete this statement:

"At its core, we're really trying to solve the problem of ____________."

Then identify three completely unrelated industries that might excel at solving that core problem. For each, research their approaches and identify at least one principle you could adapt to your context.

Question 3: The First Principles Question Formula: "What would we do if we started completely from scratch, ignoring all precedent?"

Most innovation is built on existing foundations, iterating on what came before. But the most disruptive innovations come from challenging fundamental assumptions and rethinking problems from first principles.

Elon Musk famously applied this questioning approach to space technology. When starting SpaceX, conventional wisdom held that rockets were necessarily expensive, with costs running into hundreds of millions of dollars. Rather than accepting this, Musk asked: "What would rocket design look like if we started completely from scratch, questioning every assumption?"

This led his team to break down rockets into their basic components and reconsider each one. They found that the raw materials for rockets cost only about 2% of the typical price of a rocket. This insight drove them to vertically integrate production, building components in-house rather than purchasing them from traditional aerospace suppliers with 100-year-old designs.

The result was the development of rockets at roughly one-tenth the cost of traditional designs, fundamentally changing the economics of space access.

Application Techniques:

To apply the first principles question:

1. List all assumptions in your current approach. What do you take for granted about how things must work?
2. Challenge each assumption by asking, "Why must this be true? What would happen if the opposite were true?"
3. Break down the problem to its fundamental elements. What are the irreducible components or factors?
4. Rebuild your approach from these elements, ignoring precedent and tradition.

Implementation Exercise:

For your next innovation challenge, hold a "first principles session" where:

1. You list all assumptions about how your product, service, or process must work
2. Explicitly challenge each one with "What if this wasn't true?"
3. Identify the three assumptions that, if challenged, would most dramatically change your approach

Question 4: The Extreme User Question Formula: "What would delight our most demanding users so much they couldn't imagine going back?"

Average users give you feedback for incremental improvements. Extreme users—those with the most demanding needs, unusual use cases, or challenging contexts—can point the way to breakthrough innovations.

Apple's development of voice-activated technology provides a compelling example. While voice control is now mainstream, its origins lie partly in designing for users with disabilities. By asking "What would create a transformative experience for users who cannot use traditional interfaces?" Apple developed technologies that eventually evolved into Siri and voice control features that millions now use daily.

Similarly, OXO built a kitchen tool empire by focusing first on users with arthritis and other grip limitations. The question "What would make tools usable for people with the most limited grip strength?" led to innovations in handle design that turned out to create better experiences for all users.

Application Techniques:

To leverage the extreme user question:

1. Identify your extreme users. These might be power users who push your product to its limits, users in challenging contexts (extreme climates, resource-limited settings), users with special needs, or even non-users who have rejected your category entirely.
2. Study them intensively, through interviews, observation, and collaborative design.
3. Ask explicitly: "What would transform your experience so dramatically you couldn't imagine going back to the current approach?"
4. Test whether solutions for extreme users reveal unmet needs for mainstream users as well.

Implementation Exercise:

Select three "extreme user" categories for your product or service. For each, arrange to interview or observe at least two users in that category. Focus on understanding their workarounds, frustrations, and ideal scenarios. Then ask: "What features would make this so perfect for them that they would become evangelists for our solution?"

Question 5: The Counterintuitive Question Formula: "What if the opposite of our current approach is true?"

Our mental models and industry conventions often limit our thinking in ways we don't even recognize. The counterintuitive question deliberately inverts these models to reveal new possibilities.

Netflix revolutionized talent management by asking precisely this type of question. While most companies aim to build controls to minimize the damage that could be caused by disengaged employees (detailed procedures, approval hierarchies, expense limits), Netflix asked, "What if we did the opposite? What if we maximized freedom instead of minimizing abuse?"

This led to their famous "Freedom and Responsibility" culture, which eliminated vacation tracking, expense approval processes, and rigid reporting structures. The counterintuitive approach helped Netflix attract exceptional talent and build a culture of high performance and innovation that supported their transformation from DVD delivery to streaming pioneer.

Application Techniques:

To apply the counterintuitive question:

1. Identify your organization's core practices or beliefs about how to approach your market, product development, or operations.
2. For each practice or belief, ask: "What if the opposite approach is actually more effective? What would that look like?"
3. Explore the inverted approach thoroughly before dismissing it, looking for elements that challenge your assumptions constructively.
4. Test small-scale inversions to see if they yield unexpected benefits.

Implementation Exercise:

List the three most firmly held beliefs about "how things work" in your industry. For each one, complete the sentence: "What if the opposite is true? If so, we would..."

Then identify one small-scale experiment you could run to test elements of the inverted approach.

The Innovation Question Cascade These five questions are most powerful when used systematically rather than in isolation. The Innovation Question Cascade provides a framework for sequencing these questions within your innovation process:

1. Start with the First Principles Question to clear away limiting assumptions and establish a blank slate of possibilities.
2. Apply the Extreme User Question to identify meaningful problems worth solving and generate initial solution concepts.
3. Explore the Cross-Industry Inspiration Question to bring in novel approaches from unrelated domains.
4. Use the Constraint-Flipping Question to turn limitations into advantages in your emerging concepts.
5. Finish with the Counterintuitive Question to check whether inversions of your approach might yield even better results.

This cascade can be embedded in existing innovation processes through question-centered workshops, where each phase focuses on one of these questioning techniques. Innovation teams can be trained in facilitating these sessions and capturing the insights they generate.

Common obstacles to implementing questioning approaches include impatience for answers (especially among senior leaders), cultural norms that reward quick solutions over thoughtful inquiry, and the cognitive discomfort that comes with leaving questions open.

To overcome these obstacles, start small. Introduce one questioning technique in a low-stakes context, demonstrate its value, and gradually expand. Create explicit permission for "question time" where the pursuit of answers is temporarily suspended.

For your first week, try this simple practice plan:

• Day 1: Ask the First Principles Question about one aspect of your work

• Day 3: Apply the Constraint-Flipping Question to a current limitation

• Day 5: Experiment with the Counterintuitive Question in a team discussion

Measuring Question Impact How do you know if better questioning is actually improving your innovation outcomes? The key is to track both process measures (how questioning is changing your approach) and outcome measures (how those changes affect results).

Process measures might include:

• Question diversity (number of different question types raised in innovation discussions)

• Assumption identification (number of previously hidden assumptions surfaced)

• Exploration breadth (number of distinct solution approaches considered)

Outcome measures could include:

• Innovation novelty (degree of departure from existing approaches)

• Implementation success (percentage of innovations that achieve desired results)

• Time to breakthrough (how quickly fundamental insights emerge)

Organizations like IDEO and Google Ventures actively measure question effectiveness in their innovation processes. IDEO, for example, tracks "How Might We" questions generated during design thinking sessions, analyzing their characteristics against ultimate project outcomes.

A simple assessment tool for evaluating your team's current questioning patterns is the Question Quotient (QQ) framework:

1. Record a typical innovation meeting
2. Count the ratio of questions to statements
3. Analyze what percentage of questions challenge assumptions versus merely seeking information
4. Track how these metrics change as you implement the questioning techniques outlined above

This is an opportunity to test an AI tool to transcribe and extract the “Question Quotient” metrics for your innovation sessions.

The Question Revolution Returning to the Airbnb story, there's a fascinating detail often overlooked. Before their breakthrough question about renting spare rooms, the founders had been pursuing a completely different business model focused on roommate matching. It wasn't superior market knowledge or technical expertise that led to their breakthrough—it was their willingness to question fundamental assumptions about how the hospitality industry should work.

This pattern repeats across innovation history. The transformative power of questioning has been the hidden force behind countless breakthroughs, from Netflix's reinvention of video distribution to Toyota's reinvention of manufacturing with the simple question: "Why do we need inventory?"

Before we wrap up today's episode, I want to thank all of you for joining me on this journey. I'm grateful for each and every one of you who takes the time to watch and engage.

If you found value in our content, please hit that like button and subscribe to our channel. It helps more innovators like you discover these concepts. Its our collective way to “pay-it-forward”.

Don't forget to tap the notification bell so you never miss an episode.

For those who want to go deeper with these concepts of questions and their role in innovation and creativity, you can check out my book, Beyond the Obvious and the Killer Questions Card deck. All of our tools are at Innovation [DOT] Tools. 100% of the profits are donated to charity.

You'll find the link in the description below.

Have you used any of these questioning approaches in your work? I'd love to hear your experiences in the comments section. Your stories inspire this community and help us all grow.

And speaking of community, a special shout-out to our Patreon patrons and paid subscribers on Substack who support the channel and get exclusive access to our special content and live streams. If you're interested in joining, become a supporter at either:

• Patreon
• Substack

Remember, the quality of your innovation is directly proportional to the quality of the questions you're asking. One powerful question can change everything.

Until next week, keep questioning, keep creating, and keep pushing boundaries.

I'm Phil McKinney, and as always, thank you for being part of this innovation journey.

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Most people react to change. They adapt, adjust, and scramble to keep up. But a small group sees change coming. They prepare for it, shape it, and position themselves to win. Their edge? Strategic thinking skills. In this article, you'll learn six powerful strategic thinking skills and five proven exercises to sharpen your thinking, decision, and act. You'll move from reacting to shaping. From being caught off guard to staying three moves ahead. Let's build the mental toolkit that visionary leaders use to navigate uncertainty—and turn disruption into opportunity.

What Makes a Mindset Strategic? Strategic thinking isn't about obsessing over efficiency or micromanaging tactics. It's about seeing the big picture, anticipating what's next, and setting direction when others stall. Strategic thinkers operate with four key traits:

• Long-term orientation – They think in years, not days.

• Pattern recognition – They connect signals others miss.

• Comfort with uncertainty – They decide with incomplete data.

• Proactivity – They shape the game, not just play it.

That mindset lays the foundation. Now, let's break down the six core strategic thinking skills.

6 Essential Strategic Thinking Skills 1. Ask "And Then What?" Second-order thinking separates amateurs from pros. Don't just consider immediate consequences—look downstream. What happens next? What unintended effects might show up later? Netflix mastered this. Studios focused on short-term streaming revenue. Netflix saw user data as leverage for producing original content—and flipped the game.

1. Think in Probabilities, Not Certainties Ask, "What's the chance this works?" instead of "Will this work?" Keep a decision journal. Estimate outcomes. Then, reflect and recalibrate. That's how you develop judgment.

2. Weigh Opportunity Costs Every yes is a no to something else. Strategic thinkers force themselves to list three alternatives they're giving up before choosing a path. That habit exposes trade-offs others miss.

3. Use Inversion Flip the question. Ask, "How might this fail?" Use pre-mortems before major projects. Thinking like this isn't pessimism—it's prevention.

4. Envision Multiple Futures Don't chase predictions. Instead, map out a few plausible future scenarios. Prepare for each. That's how you build flexibility into your strategy.

5. Strip Down to First Principles Start from what you know to be true. Then, build up. Forget how it's "always been done." That's how Elon Musk questioned the high cost of rockets—and built SpaceX.

5 Exercises to Strengthen Your Strategic Thinking * Pre-Mortem – Identify failure scenarios before you start. * 10/10/10 Test – Ask how a decision will feel in 10 minutes, 10 months, and 10 years. * Future-Back Planning – Start with your desired outcome and work backward. * Perspective Shifting – Analyze decisions from multiple points of view. * Strategic Questioning – Use prompts like "What would change my mind?" or "What's the non-obvious move?"

These sharpen your thinking. Repetition turns them into instinct.

Make Strategic Thinking a Daily Habit You don't need hours. One thoughtful decision a day is enough to start. Try this:

• Create mental triggers. Pause when you feel rushed.
• Partner with someone who thinks differently.
• Schedule 15 minutes a week to think long-term.
• Reflect after decisions. Note what worked—and what didn't.

Over time, you'll default to asking better questions and spotting better options. That's the real power of strategic thinking skills.

One Skill. One Decision. One Advantage. You don't need to master everything overnight. Just choose one skill. Apply it to one big decision this week. Watch what changes. Strategic thinking isn't just for CEOs—it's for anyone who wants to stop reacting and start shaping their future.

Subscribe to the YouTube channel for more leadership, strategy, and creative decision-making episodes. Want to support this content and get exclusive perks? Join the community over on Patreon.

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Your phone pings. A bold headline lights up your screen. A friend shares a "must-see" video. But how do you know what's real? In today's hyperconnected world, critical thinking skills are no longer optional. They're essential tools for digital literacy—your ability to find, verify, and act on information online. Without them, you risk falling into traps laid by misinformation, viral hoaxes, and algorithm-driven manipulation. But with the right mindset and techniques, you can take back control of your digital experience.

Let's explore the five essential skills that will strengthen your digital literacy and help you stay sharp in the face of digital deception.

1. Check Before You Share The fastest spreaders of misinformation aren't bots—they're regular people who skip verification. The solution? Pause.

Ask yourself:

• Who published this?
• Are there other reliable sources?
• Is this trying to provoke a reaction?

Reading beyond the headline, checking the URL, and confirming the author's credibility sound simple—but these habits form your first defense.

1. Recognize Manipulation Tactics Not all falsehoods shout. Some whisper through emotional triggers or clever framing. Clickbait, outrage bait, and fake urgency ("Share before it's taken down!") bypass logic and go straight for your gut.

Look out for:

• Stories that vilify one side completely
• Ads that feel eerily targeted
• Echo chambers that feed you only what you want to hear

You use critical thinking skills to notice when someone tries to use your emotions against you.

1. Evaluate Source Credibility Anyone can post. That doesn't mean everyone deserves your trust.

Here's what to look for:

• Clear author credentials
• Cited sources and research
• Balanced reporting over sensationalism

Avoid sites with excessive pop-ups or poor grammar—they're usually not where truth lives.

1. Break Out of Algorithm Bubbles Your feed isn't neutral. Algorithms learn what you engage with, then reinforce it, creating a "filter bubble" that warps your worldview.

Break out by:

• Following sources across the spectrum
• Using private browsing or alternate search engines
• Occasionally seeking out opposing views.

Doing this stretches your perspective—and strengthens your critical thinking skills in the process.

1. Develop Lateral Reading Skills This one's a game-changer. Instead of staying on one site, open new tabs. Check what other sources say. Look for fact-checks. See how different outlets cover the same story.

This habit—used by professional fact-checkers—builds resilience against misinformation and reinforces your critical thinking skills as second nature.

Take the Digital Detox Challenge You don't just learn digital literacy. You live it.

Try this:

• Set three-day rules (no sharing without verifying, follow someone with opposing views, etc.)
• Journal your reactions
• Reflect on what changed

Do it with a friend. Then, compare notes. The result? A sharper eye, a clearer mind, and fewer algorithm-controlled decisions.

Your Personal Revolution Starts Now Let's be honest: our digital world won't slow down. It will only get louder, faster, and more persuasive.

But you? You have something the algorithms can't control—your ability to think. To pause. To analyze. To choose clarity over noise.

Master these critical thinking skills, and you don't just survive the information age. You lead in it.

Subscribe to the YouTube channel for more episodes on digital literacy, critical thinking, and navigating the evolving information landscape. Want to support this content and get exclusive perks? Join the community over on Patreon.

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In a world obsessed with digital tools and AI-generated solutions, it's easy to forget the original engines of creative transformation—our hands, our senses, and the objects we manipulate. Sure, artificial intelligence can analyze patterns faster than we can blink. But if you're searching for that breakthrough moment that flips a challenge on its head, you're better off reaching for physical thinking tools. These tactile instruments engage your mind in ways algorithms can't, triggering insight through perception rather than prediction.

The real secret? These thinking tools aren't new. They're rooted in centuries-old traditions that redefined how humanity thinks, creates, and innovates. Let's explore seven modern physical tools that will do more for your creativity than any AI assistant can.

Why Thinking Tools Matter More Than Ever Ideas didn't just power the Scientific Revolution—it was driven by instruments. Galileo's telescope didn't just reveal Jupiter's moons; it shattered humanity's view of its place in the universe. These early thinking tools—from telescopes to barometers—reshaped knowledge and the very act of knowing.

Today, we stand at another inflection point. AI is fast and efficient, but it often reinforces existing patterns. Physical thinking tools can break those patterns entirely because they engage your senses.

7 Modern Thinking Tools That Will Improve Your Creativity 1. Oblique Strategy Cards

Created by Brian Eno and Peter Schmidt, these cards prompt creative detours like "Use an old idea" or "Emphasize the flaws." The physical act of drawing a card makes the moment memorable and sets a deliberate tone—something a digital prompt can't replicate.

1. Killer Questions Card Deck

Instead of telling you what to do, these cards ask questions that reroute your brain—like "What if our biggest competitor became our best customer?" The power is in the pause they create before action.

1. Innovation Dice

Roll a constraint—"reduce cost by half," "change your timeline"—and you're instantly rethinking your assumptions. It's randomized pressure with a creative twist.

1. Tangible Problem Mapping Kits

Use physical tokens to represent pain points, users, and interactions. Moving these around on a table reveals patterns you wouldn't notice on a spreadsheet.

1. Metaphor Objects

Want your app to "work like a Swiss Army knife"? Use real objects to represent abstract ideas. This builds instant understanding in group settings.

1. Decision Wheels

They look like toys, but they cut through indecision with surprising clarity. Spinning a physical wheel turns choices into commitments.

1. Material Libraries

Touching different fabrics, metals, or plastics triggers sensory thinking. Sometimes, a breakthrough comes from texture—not text.

Thinking Tools Create the Right Kind of Friction Physical thinking tools slow you down just enough to notice the details. That pause is powerful. It invites reflection and allows your brain's deeper, less conscious mechanisms to get involved. You're no longer reacting—you're reimagining.

Unlike AI, which excels at finding answers fast, these tools force you to linger in the question. That's where insight lives.

Build Your Thinking Toolkit * Start small: Try just one tool for a week. * Make it yours: Create custom cards or metaphor objects. * Involve others: Collaboration multiplies their power. * Create rituals: Use them before big decisions or creative sessions.

Final Thoughts If you're serious about creativity, you need tools that challenge, not just optimize. Physical thinking tools aren't relics—they're essential. They help us reframe, reconnect, and ultimately reimagine what's possible.

Subscribe to the YouTube channel for more creativity, innovation, and problem-solving episodes. Want to support this content and get exclusive perks? Join the community over on Patreon.

Creativity doesn't come from having all the answers. It comes from asking the right questions—and sometimes, from rolling the right die.

Keep creating, keep experimenting—and above all, keep thinking differently.

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What made Microsoft possible? Binary code, four kilobytes of memory, and 10,000 hours of deliberate practice. But what truly set Bill Gates apart was a distinct system for solving problems—a mental algorithm that turned complexity into clarity and chaos into systems.

The real genius of Bill Gates isn't just the software he wrote or the companies he built. It's how he thinks.

Today, Gates' thinking framework continues to impact global health, education, and innovation through the Gates Foundation. And the best part? You don't need to be a billionaire or a coder to use it. His 6-step system can help you break down overwhelming problems, identify hidden leverage, and build sustainable solutions that scale.

Let's unpack this mental model—step by step.

Why Bill Gates' Thinking Still Matters While many entrepreneurs rely on instinct or vision, Bill Gates applies precision. He dissects problems, identifies leverage points, and builds scalable systems. During my time at HP, I saw firsthand how he doesn't just throw effort at a problem—he engineers the path to impact.

Here's what defines his approach:

• Structural Thinking: He breaks systems down to their most basic components.
• First-Principles Analysis: He rethinks assumptions from the ground up.
• Scenario Planning: He prepares for multiple outcomes—simultaneously.
• Quantitative Optimization: He relentlessly tracks and measures progress.

Let's walk through his 6-step system so you can apply it in your work.

1. Define the Problem Space Bill Gates starts with clarity. He doesn't just define the problem; he maps the entire ecosystem—stakeholders, dependencies, incentives.

When Microsoft entered personal computing, Gates didn't focus on applications. He zoomed out and identified the operating system as the keystone. That insight helped him position Microsoft for explosive growth.

Key takeaway: Don't accept the problem as given. Reframe it. Redefine the boundaries.

1. Break Down Complexity Gates simplifies without oversimplifying. He solves complex issues by breaking them into parts that still work together as a system.

For example, the Gates Foundation approaches global health not as a single challenge but as layers: diseases, healthcare delivery, R&D, and funding. This decomposition uncovers the right entry points.

Key takeaway: Complexity becomes solvable when you deconstruct it methodically.

1. Identify Critical Leverage Points Instead of solving everything, Gates asks: Where will effort deliver the most impact?

In his famous "Internet Tidal Wave" memo, Gates zeroed in on the browser, server software, and content. Focusing Microsoft's resources there helped the company survive the web revolution.

Key takeaway: Not all actions are equal. Focus where effort yields exponential returns.

1. Build Systematic Solutions Gates doesn't believe in one-off fixes. He builds repeatable systems that solve the root problem—and keep solving it.

Take Visual Basic. Instead of building more tools, Gates systematized software development itself. That move expanded the entire Windows software ecosystem.

Key takeaway: Great solutions scale because they're systems—not band-aids.

1. Iterate with Data This is where Gates shines. He doesn't guess—he tracks, measures, and improves based on feedback.

At Microsoft, every bug, feature, and rollout had a metric. The iteration wasn't random—it was laser-focused and structured.

Key takeaway: Feedback loops are gold. Data-driven iteration unlocks growth.

1. Scale with Precision Gates understands that scaling requires control. He adapts solutions to fit new contexts without compromising their core.

Microsoft's global growth wasn't just about expansion—it was about localizing products while preserving what made them great.

Key takeaway: Don't just scale. Scale intelligently.

Bill Gates' Thinking in Action Whether you're a business leader or an innovator, Gates' mental model is a powerful asset. Here's how you can apply it:

In Business:

• Map your ecosystem
• Identify bottlenecks
• Focus on the 20% that delivers 80% of the results

In Tech Implementation:

• Break down big initiatives into manageable pieces
• Identify key dependencies and feedback loops
• Use data to refine continuously

In Social Innovation:

• Reframe the problem from first principles
• Build scalable, measurable systems
• Optimize interventions over time

In Personal Growth:

• Use structured time (like Gates' "Think Weeks") for reflection
• Break goals into components
• Track what moves the needle—and focus there

What You Can Do Next You don't need to be a billionaire or tech titan to use Bill Gates' system. Anyone can learn to:

• Reframe problems
• Focus on leverage
• Build systems
• Measure what matters

Start by applying one step to a challenge you're facing today. You'll begin to see the structure behind the complexity—and that's where innovation begins.

If you found this framework valuable, watch our full deep-dive episode on YouTube. Support the series, get exclusive content, early episodes, and behind-the-scenes thinking on Patreon.

Keep thinking differently. Because how you think determines what you can achieve.

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Think Like Steve Jobs: 6 Strategies Behind Billion Dollar Idea

When you think of game-changing innovation, one name stands above the rest—Steve Jobs. His ability to reimagine entire industries didn’t come from technical know-how alone; his way of thinking truly set him apart. Steve Jobs approached problem-solving and creativity in a way that merged art with technology, bringing human experience to the forefront. Let’s dive into six strategies that defined his success and see how you can apply them to create your billion-dollar ideas.

1. Start with Human Experience, Not Technology When Steve Jobs conceptualized the iPod, he didn’t start with storage specs or technical limitations. Instead, he began with the user experience, famously framing it as “1,000 songs in your pocket.” This simple yet profound approach guided every design and engineering decision, resulting in a product revolutionizing the music industry.

Apply This Strategy:

• Start with the end-user experience in mind.
• Ask yourself: “What emotion do I want to evoke?”
• Create a simple, memorable phrase that captures that experience.

• Test all decisions against this experience statement.

• Simplify Ruthlessly One of the most iconic traits of Steve Jobs’ leadership was his ruthless focus on simplicity. Upon returning to Apple in 1997, he famously slashed the product line by 70% to focus on just four core categories. The goal wasn’t to do more—it was to do less, better.

Apply This Strategy:

• List every feature or product you’re working on.
• Identify the core function and eliminate everything that doesn’t enhance it.
• Use a simple two-by-two grid to map priorities.

• Remember, simplicity is not just minimalism—it’s about clarity and focus.

• Connect the Dots in Unexpected Ways Steve Jobs was a master at making connections where others saw none. One famous example is how he applied his knowledge of calligraphy to the typography of the first Macintosh computer. This seemingly unrelated skill became the foundation for making computers feel more human.

Try This Now:

• Write down one hobby or interest that seems unrelated to your work.
• Identify three principles from that hobby.
• Think about how those principles can solve a current challenge.

By merging different fields of knowledge, you can break out conventional thinking patterns and spark innovation.

1. Embrace Aesthetic Intelligence Design wasn’t just a surface-level concern for Steve Jobs—it was a core value. He understood that beauty, simplicity, and function had to coexist. Whether it was the sleek curves of an iPhone or the intuitive feel of its user interface, the design had to resonate on an emotional level.

Apply This Strategy:

• Audit your product or service’s aesthetic appeal.
• Identify three ways to enhance its design without compromising function.
• Ask yourself: “How does this make users feel?”

Jobs believed that great design isn’t just about how something looks—it’s about how it works.

1. Inspire Through a Compelling Vision Jobs didn’t just motivate people—he compelled them to believe in an almost impossible vision. His “reality distortion field” was legendary, convincing people to push beyond their limits and create what they once thought was unachievable.

Your Reality Distortion Exercise:

• Choose a current project and write down its transformative potential in one sentence.
• Share it with someone and gauge their response.

• Refine it until it genuinely excites and inspires.

• Prototype, Test, and Iterate Despite being a visionary, Jobs wasn’t afraid to roll up his sleeves and test his ideas repeatedly. The first iPhone went through countless iterations before its release. Rapid prototyping and relentless testing ensured that what finally hit the market was revolutionary.

Prototype Challenge:

• Create a basic version of your idea within 24 hours.
• Test it with real users and get feedback.
• Identify the biggest pain points and address them.
• Repeat the process until you achieve excellence.

Think Like Steve Jobs—Start Your Innovation Journey Steve Jobs’ legacy isn’t just about products; it’s about mindset. To think like Steve Jobs, start with human experience, simplify with ruthless clarity, make unexpected connections, embrace aesthetics, inspire others, and never stop iterating. By adopting these six strategies, you’re not just dreaming up ideas—you’re crafting billion-dollar opportunities.

What Next? For more in-depth breakdowns of innovation strategies and real-world applications, subscribe to our YouTube channel and consider supporting us on Patreon. Unlock exclusive content and community chats where we discuss how to think like the world’s most innovative minds.

Let’s keep pushing the boundaries of what’s possible—together.

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Have you ever wondered what it takes to create something that truly lasts? What's the secret to building something that doesn't just survive but grows stronger for decades in our always-changing digital world?

The answer might surprise you.

It's not about fancy equipment or perfect production. It's not even about having all the answers when you start.

It begins with a simple promise to pay it forward.

The Bathroom Session That Started It All March 2005. A hotel bathroom at the Marriott in Phoenix.

That's where I sat with a basic microphone, nervously recording the first episode of what would become Killer Innovations. The bathroom's natural echo was the only "sound engineering" I had—nothing like the studio we have today.

Why a podcast? Why innovation? And honestly: why a bathroom?

These questions have followed me for years, and as we launch Season 20—officially making the show the longest continuously produced podcast in history—it feels right to finally share the whole story with you.

But first, let me ask you something: Has someone ever believed in you so deeply that it completely changed your path?

The Debt That Can Never Be Repaid For me, that person was Bob Davis. As my mentor, Bob spent countless hours guiding me, challenging me, and opening doors I didn't know existed.

During one of our regular talks, feeling incredibly grateful, I asked him how I could possibly repay him for everything he'd done.

Bob's answer wasn't what I expected.

He laughed—that hearty, knowing laugh of his—and said something that would change the direction of my life: "There's no way you can pay me back. You have to pay it forward."

This wasn't gentle advice. It was a responsibility placed squarely on my shoulders.

But how could I possibly live up to such a big obligation? What did "paying it forward" actually look like in real life?

The answer would come in ways I couldn't have imagined, shaped by voices that had influenced my own thinking.

Finding My Voice in Others Long before podcasts existed, I followed Earl Nightingale's monthly "Insight" audio cassette subscription. Earl showed me how spoken words could do more than just inform—they could change lives.

Could I create something similar in this new thing called "podcasting"? The term itself was barely a few months old. The first true podcast “show” was created in August 2004 by Adam Curry when he launched his daily show, "Source Code."

Most people still listened to radio or CDs. Podcast directories didn't exist. Subscription models were foreign concepts. Tools to create and publish podcasts did not exist. The landscape was new, untested, and mostly unknown.

It was perfect.

But a big question remained: Would anyone actually listen?

What I didn't realize then was that this uncertainty—this feeling of not knowing—would become one of the show's greatest strengths.

An Unexpected Ally The early days were quiet. Recording weekly episodes felt like talking to no one. Until one day, something unexpected happened.

Adam Curry—the very person who had created the first podcast show—mentioned Killer Innovations on his own show.

That single mention changed everything. Suddenly, this small experiment in paying it forward found an audience. People began listening, responding, talking back.

But as our listeners grew, so did a nagging question: What insights could I possibly share that would be worth people's time? What principles could truly help others navigate the complex world of innovation?

The Five Truths That Emerged Over hundreds of episodes, thousands of conversations, and countless moments of thinking deeply, patterns began to emerge. Not just in how successful innovations were created, but in how the show itself grew.

These weren't principles I set out to discover. They revealed themselves gradually, persistently, until they became impossible to ignore:

1. Innovation requires intention. Big ideas rarely happen by accident or luck. The most successful innovators deliberately create spaces and habits that encourage creative thinking and problem-solving.
2. Failure is an essential teacher. Our greatest lessons often come from our biggest failures, not our successes. Embracing failure as a normal part of the innovation process—rather than something to fear—unlocks growth and insights we'd miss otherwise.
3. Diversity drives creativity. The most powerful innovations come from mixing different viewpoints, experiences, and knowledge areas. Building diverse teams is the best way to break through old thinking patterns.
4. Innovation is a learnable skill. While some people might seem naturally creative, the basic skills of innovation can be developed through practice. With the right methods and consistent effort, anyone can get better at innovation.
5. Human-centered approaches work best. Technology and processes matter, but innovations that truly change lives must be based on human needs, behaviors, and feelings. Starting with deep understanding of the people you're serving leads to solutions that don't just work technically but make a real difference.

These five truths have guided not just what we talk about but how the show itself has grown.

But here's what I've never publicly shared before: these principles weren't abstract theories I studied from a distance. Each one came from my own painful lessons, stubborn mistakes, and humbling realizations.

From Bathroom to Broadcast Studio As the show's reach grew, so did our production capabilities—though not without growing pains.

From that hotel bathroom, we moved to makeshift home setups, then to increasingly better equipment. Eight years ago, we built our first full professional recording studio, a space designed specifically for exploring innovation in all its forms.

Now, we're in the middle of our biggest expansion yet: transforming our recording space into a complete Innovation Studio—a place not just for talking about innovation, but for showing it in action.

Each upgrade brought technical challenges. Each improvement required learning new skills. Each evolution demanded letting go of what was comfortable for what was possible.

Sound familiar? It's the innovation journey itself, played out in real time.

But through it all, one question kept coming back: What makes this show different from the countless others that have come and gone?

The Secret Ingredient The answer became clear only with time: it's you.

You've been the secret ingredient all along. Your emails challenging my thinking. Your stories showing principles in action. Your questions pushing me to explore new territories.

In recent months, we've seen a remarkable growth in our community. New listeners discovering two decades of insights. Long-time supporters returning with fresh perspectives.

This growth has made me think deeply: What responsibility comes with being the longest-running show in our medium? What does Season 20 demand of us after all we've learned?

The answer lies in returning to that original promise made to Bob Davis, but with a depth and maturity that only experience can bring.

Season 20: The Promise Renewed As we launch Season 20, I'm both humbled by what we've accomplished and excited by what lies ahead. This milestone wasn't something I planned—it's simply the result of showing up for you week after week, year after year, honoring that original promise to pay forward what I've been given.

Season 20 represents a renewed commitment to that promise. We'll focus more on innovation leadership skills, creativity, and thinking methods you can use right away. We'll host more live sessions from our Innovation Studio, creating experiences that bring innovation principles to life.

To deliver on this vision and continue raising the bar on quality, we need your help. Like any worthwhile innovation, this next chapter requires both creative vision and practical resources to make it real.

Supporting Our Shared Journey As the show grows, so do our costs. We need equipment, software, and most importantly, a team of talented people who help with research, production, and editing. Every dollar from supporters goes directly into these expenses—not into my pocket. Your support makes it possible to deliver quality content every week.

For those who've found value in our journey together, I've created a way for you to become an even more important part of this community through Patreon. Your support helps fund the team that makes the show possible and ensures we can continue delivering quality innovation insights for years to come.

In return, you'll receive exclusive content, early access to episodes, and other special benefits that enhance your innovation practice. Visit patreon.com/philmckinney to learn more about joining this next phase of our journey.

The Question That Drives Us Forward Looking back at that first recording in a Phoenix hotel bathroom, I'm struck by how much has changed—and how much remains the same.

The technology has evolved. Our understanding has deepened. Our community has grown beyond anything I could have imagined.

But the basic question that drove that very first episode still drives us today: How can we help each other become better innovators?

As we enter our third decade together, I'm filled with the same curiosity and enthusiasm that drove that very first recording—maybe even more so, as I've seen the amazing power of shared knowledge and learning together.

To you, whether you've been with us since those early, rough episodes or just found us recently—thank you. You are the reason we continue this journey, and your pursuit of meaningful innovation inspires everything we create.

But I'm left with one final question, perhaps the most important one of all: What innovation challenges are you facing right now? What stands between you and your next breakthrough?

Share your thoughts in the comments below or reach out directly through our website. Your questions and insights might inspire our next exploration together.

I'd also love to connect with you on LinkedIn. As I receive hundreds of connection requests monthly, please mention that you're a listener of the podcast when sending your request, and I'll be sure to accept it.

After all, the greatest innovations often begin with the simplest of questions—asked at just the right moment.

Here's to the next chapter in our ongoing exploration of what makes innovation truly "killer"—impactful, lasting, and transformative.

The best is yet to come.

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On a stormy night in the 1880s, two men were working relentlessly to shape the future of electricity. In Menlo Park, Thomas Edison meticulously tested another filament variation for his electric light, documenting every failure in his growing logbook. Across New York, Nikola Tesla paced frantically, visualizing complete rotating magnetic fields in his mind, spotting design flaws before touching a single tool. One man built success through relentless iteration, the other through pristine mental simulation. Their methods were drastically different, yet both revolutionized the world.

Their rivalry wasn't just about technological advancements but a battle of innovation philosophies. Edison's methodical, convergent thinking emphasized practical experimentation, while Tesla's divergent thinking relied on theoretical elegance and visualization. Their approaches to problem-solving influenced modern innovation, leaving lasting lessons for today's thinkers and creators.

The Crucible of Competition: Three Defining Challenges Their different styles of innovation became evident in three defining technological battles:

1. Illuminating the World Edison's approach to electric light involved convergent thinking—breaking problems into smaller, testable components. He famously tested thousands of materials before perfecting the light bulb filament. "I have not failed 10,000 times. I have successfully found 10,000 ways that will not work," he declared.

Tesla, in contrast, sought an elegant mathematical solution. He focused on alternating current (AC), calculating its efficiency before physically testing it. While Edison's light bulb succeeded first, Tesla's AC system proved more scalable for cities.

1. The Motor Challenge Edison, committed to incremental improvement, refined direct current (DC) motors through trial and error. His 99% perspiration approach ensured steady progress but was slow and resource-intensive.

Using associative thinking, Tesla visualized the alternating current motor concept before even drawing a blueprint. The idea struck like lightning as he walked through a park reciting Goethe's Faust. "In an instant, I saw it all," he recalled. His AC motor would go on to power the world's electrical grids.

1. The War of Currents Their battle reached its climax in the War of Currents. Through systematic experimentation and a ruthless PR campaign, Edison sought to discredit Tesla's AC system by publicly demonstrating its dangers. He even influenced the development of the electric chair to prove AC's lethal nature.

Armed with deductive reasoning, Tesla focused on mathematical proofs and efficiency studies. He collaborated with George Westinghouse, whose company successfully demonstrated AC's superiority at the 1893 World's Fair. Ultimately, AC won, shaping the modern power grid.

The Innovation Mindsets of Tesla and Edison Their successes and failures highlight two dominant innovation methods:

Edison's Systematic Approach: * Break significant problems into small, testable components (convergent thinking) * Document everything, including failures * Focus on practical applications over theoretical concepts * Build market demand alongside technical solutions * Maintain a large team of specialists to execute ideas

Tesla's Visionary Approach: * Visualize complete solutions before building (divergent thinking) * Focus on theoretical elegance and efficiency * Work primarily alone or with minimal assistance * Prioritize revolutionary over incremental advances * Trust mathematical proofs over trial and error

The Credit Conundrum: The Human Side of Innovation Their battle wasn't just technical—it was personal. Edison, an empire-builder, absorbed individual contributions into his corporate brand, often failing to credit employees. Tesla, in contrast, sought individual recognition but struggled to commercialize his ideas. This tension between collaboration and individual brilliance remains a key challenge in modern innovation.

Tech companies today balance these approaches differently. Some, like Microsoft Research, allow individual recognition within corporate frameworks. Others, like Apple, blend visionary leaps with systematic refinement, ensuring innovation and execution thrive.

Modern Lessons from Tesla and Edison Their rivalry offers timeless lessons for innovators:

• Balance systematic refinement with visionary insight. A hybrid approach often leads to the best breakthroughs.
• Recognize different thinking styles. Some problems require meticulous iteration, while others benefit from bold conceptualization.
• Encourage communication between diverse thinkers. The best teams integrate both Edison-like systematizers and Tesla-like visionaries.
• Document progress but remain open to intuition. Structured processes and creative leaps should coexist.

Looking Ahead: The Jobs Revolution Steve Jobs combined Tesla's visionary thinking with Edison's systematic execution, creating one of the most innovative companies in history. Next week, we'll explore how Apple mastered this balance, transforming technological flashes of insight into market-ready products.

Innovation isn't about choosing between Tesla or Edison—it's about synthesizing their strengths. The future belongs to those who harness both the dreamer's vision and the builder's discipline.

Subscribe now and hit the notification bell so you don't miss it. If you found value in this deep dive, consider supporting the channel through Patreon or YouTube Memberships.

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In 1878, gas lamp manufacturers celebrated their dominance, believing their industry was untouchable. But in a small workshop in Menlo Park, Thomas Edison made a bold declaration: he would create an electric light so revolutionary that it would make gas lamps obsolete. The press mocked him. Experts dismissed him. Even some of his colleagues doubted him. But 18 months later, Edison unveiled the first practical incandescent light bulb, forever changing the world.

What set Edison apart wasn't just his inventive capacity but his systematic problem—solving approach. His famous quote, "Genius is one percent inspiration and ninety-nine percent perspiration," wasn't just philosophy—it was a blueprint for structured innovation. If you want to think like Thomas Edison, you must understand his methodology, which relied on systematic experimentation, market-driven innovation, and turning failure into information.

The Edison Approach to Thinking Edison's thinking wasn't random; it followed structured principles that fueled his breakthroughs. Here are three core patterns that defined his problem-solving strategy:

1. Systematic Experimentation

Edison didn't stumble upon great ideas—he tested thousands of possibilities. Where others saw failure, he saw data. Unlike inventors who sought a single, perfect solution, Edison methodically worked through every possible variation until he found the best one. This systematic approach now influences everything from pharmaceutical research to software development.

1. Market-Focused Innovation

Edison understood that an invention wasn't valuable unless people wanted it. He didn't just ask, "Can it work?"—he asked, "Will people buy it?" This focus on commercial viability is what separates true innovation from mere experimentation. Think like Thomas Edison, and you'll focus on solving real-world problems with market-ready solutions.

1. Failure as Data

Edison's perspective on failure wasn't just positive—it was strategic. His famous remark, "I have not failed 10,000 times. I've successfully found 10,000 ways that won't work," highlights how he treated failure as an essential part of discovery. He wasn't failing—he was collecting data.

How Edison Thought Through Problems Edison's approach to problem-solving followed a repeatable process, which innovators still use today.

1. Define the Problem in Market Terms

Edison began with the market, unlike other inventors who started with technical specifications. When developing the light bulb, he didn't just aim to create electric light—he calculated the exact price point and operational costs that would make it competitive with gas lamps.

1. Break Down the Problem into Components

Edison knew he could tackle significant challenges more efficiently by breaking them into smaller problems. For the light bulb, he separated the challenge into:

• Finding the right filament material
• Determining the ideal atmospheric conditions inside the bulb
• Optimizing electrical current flow
• Designing a cost-effective manufacturing process
• Creating a distribution system for mass adoption

By thinking systematically, he made an impossible challenge solvable.

1. Conduct Systematic Experiments

Edison's thousands of light bulb tests seemed like trial and error to outsiders. However, he used detailed experimental matrices to test multiple variables simultaneously while maintaining rigorous documentation. His team examined:

• Over 6,000 plant-based materials for filaments
• Different filament thicknesses
• Multiple current levels and voltage settings
• Various vacuum conditions inside the bulb

This structured experimentation ensured every effort contributed to progress.

1. Rapid Prototyping and Testing

Edison's lab wasn't just a research space but a prototype factory. His team built and tested multiple versions of inventions daily, refining designs in real time. This rapid iteration process is the same methodology that modern tech companies like SpaceX and Tesla use today.

1. Document everything

Edison knew ideas weren't enough—they needed to be recorded and refined. His laboratory kept:

• Detailed notebooks with every experiment logged
• Technical sketches and blueprints
• Market research findings
• Cost analysis reports
• Observations on failed tests

This documentation system helped prevent repeated mistakes and turned his insights into institutional knowledge.

Think Like Thomas Edison in the Modern World Edison's systematic innovation model is alive today in some of the most groundbreaking companies:

• LEGO's Future Lab uses Edison-style parallel experimentation to develop new products, testing multiple prototypes simultaneously.
• SpaceX applies its rapid iteration model to rocket development, reducing the time between design and testing.
• Amazon embraces its market-first innovation, ensuring real-world demand drives every product launch.
• Corning Inc. continues to build on Edison's systematic testing principles, refining glass technology for over 150 years.

Avoiding Common Pitfalls in Innovation Even the best methodologies can fail without proper execution. Here are three common pitfalls when applying Edison's approach—and how to overcome them:

1. Analysis Paralysis

Some teams get stuck over-documenting instead of executing. Solution: Set clear time limits for planning (20%) versus execution (80%).

1. Fear of Failure

Many organizations talk about embracing failure but punish mistakes in practice. Solution: Shift from outcome-based judgment to hypothesis-driven learning.

1. Lack of Systematic Approach

Jumping between random ideas without a structured method leads to wasted effort. Solution: Use standardized testing protocols and maintain centralized knowledge repositories.

A Challenge: Apply Edison's Thinking Want to think like Thomas Edison? Try this:

1. Pick a problem—something in your industry or daily life that seems unsolvable.
2. Break it down into testable components.
3. Design a series of small experiments to test different solutions systematically.
4. Document your results—both successes and failures.
5. Analyze patterns and refine your approach.

What's Next? Next week, we'll compare Edison's systematic experimentation with Tesla's visualization-based innovation. Their vastly different approaches offer powerful lessons for today's innovators.

Subscribe now and hit the notification bell so you don't miss it. If you found value in this deep dive, consider supporting the channel through Patreon or YouTube Memberships. Your support funds more research and exclusive content.

Think like Thomas Edison because the next breakthrough might be yours.

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Picture this: A man stands in a dusty Colorado laboratory, surrounded by crackling electrical arcs illuminating the night sky. While others might flinch at the raw power, Nicola Tesla, sketching in his notebook, remains unfazed. He isn’t just observing—he’s envisioning the future of wireless energy, mentally simulating systems with perfect clarity before ever building a prototype. His thinking process wasn’t just innovative—it was revolutionary.

But what if you could think like Nicola Tesla? What if you could harness his ability to see solutions before others even recognize the problem? His mental approach, built on visualization, systems thinking, and rigorous problem-solving, isn’t just for engineers—it’s a framework that can help entrepreneurs, creatives, and business leaders.

The Foundation of Tesla’s Thinking

Tesla’s cognitive edge rested on three powerful mental models:

• Mental Visualization: Unlike most inventors who relied on trial-and-error with physical prototypes, Tesla designed and tested machines entirely in his mind. Before touching a tool, he could run a full simulation of a working motor, identify flaws, and refine the design. This exemplifies aesthetic thinking, where function and form create a unified whole.
• Systems Thinking: Tesla never saw inventions in isolation. When he developed alternating current (AC), he wasn’t just creating a motor—he envisioned an entire power grid. This interconnected view is what modern businesses use today when designing ecosystems like Apple’s hardware-software integration.
• Divergent and Convergent Thinking: Tesla generated bold, out-of-the-box ideas (divergent thinking) and then rigorously tested them mentally to narrow down the best approach (convergent thinking). This allowed him to sidestep costly trial-and-error cycles that slowed other inventors.

By applying these thinking methods, Tesla reshaped industries. And these same principles can transform the way you approach innovation.

How Tesla Thought Through Problems

Tesla didn’t just stumble upon breakthroughs—he followed a structured process that made his ideas a reality:

1. Initial Visualization – He built a complete mental image of the problem and potential solutions before working with materials.
2. Mental Simulation – He ran mental “experiments,” observing how his imagined designs behaved under different conditions.
3. Systematic Refinement – Through repeated mental iterations, he perfected his designs before moving to real-world implementation.
4. Physical Verification – Only after exhaustive mental testing would he construct the prototype, often achieving success on the first attempt.
5. Integration Thinking – Tesla considered how his inventions fit into a broader system, ensuring long-term relevance and scalability.

This process helped him develop the AC motor, wireless transmission, and even early robotics concepts—years ahead of his time.

Think Like Nicola Tesla in the Modern World

Tesla’s methods aren’t relics of the past—they are actively used in today’s most successful companies:

• Mental Prototyping – SpaceX engineers run digital simulations before building rockets, just as Tesla tested his inventions mentally.
• Systems Integration – Companies like Amazon don’t just launch products; they create ecosystems that work seamlessly together.
• Applied Visualization – Designers at companies like IDEO and Apple use mental modeling techniques to refine user experiences before creating physical prototypes.

Tesla’s thinking isn’t just for scientists—it’s a powerful tool for anyone solving complex problems.

Avoiding Tesla’s Pitfalls

Even Tesla had his struggles. His perfectionism sometimes delayed execution, allowing competitors like Marconi to commercialize radio technology first. The lesson? Mental modeling is powerful, but at some point, you must act.

Modern innovators balance deep thinking with agile execution. Companies like Toyota use minimum viable products to test ideas quickly, avoiding Tesla’s tendency to over-refine concepts without real-world validation.

A Challenge: Apply Tesla’s Thinking

Try this exercise: Pick an everyday object—a coffee maker or smartphone charger.

1. Mentally Disassemble It – Close your eyes and visualize every component. How do they fit together?
2. Run a Mental Simulation – Imagine it working. Where is energy lost? What could be improved?
3. Reimagine It – What if it used a different power source? Could it serve another function?

Share your discoveries using #TeslaThinking. You might be surprised by what you uncover.

What’s Next?

Next, we’ll explore Thomas Edison’s approach to innovation—how his relentless experimentation turned failure into success. While Tesla perfected ideas mentally, Edison made progress through iteration. Their contrasting methods offer valuable lessons for modern innovators.

Subscribe and hit the notification bell so you don’t miss out. If you found value in this deep dive into Tesla’s thinking, consider supporting the channel through Patreon or YouTube Memberships. Your support fuels future explorations into the minds of history’s greatest innovators.

Think like Nicola Tesla because the world is waiting for your next big idea.

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Ever wondered what it takes to build a space that sparks creativity and enables innovation? I've been on a journey transforming my studio from a simple podcast recording room into a full-fledged innovation workspace, and I'm excited to share the progress with you.

Five months ago, we embarked on a complete teardown and reconstruction. While we missed our January completion target, the transformation has been remarkable. We've installed hardwood flooring (goodbye, dust allergies!), added professional-grade tool organization with Husky cabinets, and installed a suspended lighting grid that would make theater technicians proud.

The studio now features dedicated zones for different types of creative work. There's a 3D printing station with the constantly-running Bamboo Labs X1 Carbon, professional audio and video equipment storage, and flexible workspace areas for prototyping and ideation sessions. Everything is designed to keep the floor clear and maximize the space's versatility.

Some challenges have emerged along the way – like the unexpected acoustic effects of the hardwood flooring (hello, echo!) and the adventure of hoisting heavy tool cabinets above the garage with a man lift (don't tell my wife!). We're still working on sound suppression solutions and evaluating options for a collaboration display wall.

Want to see how it all comes together? Check out the full video tour where I dive into the details of each upgrade and share the thinking behind the design decisions. You'll get an inside look at the professional-grade lighting grid installation, the cable management solutions, and even some fresh 3D prints hot off the printer.

If you're interested in innovation, making, or creating your own creative workspace, consider supporting the channel by becoming a member. You'll get exclusive content, live stream invites, and early access to videos. Plus, you might even get a chance to collaborate on prototyping your own ideas in the studio.

Subscribe and join me on this journey of creation and innovation.

Become a member on:

YouTube Members: https://www.youtube.com/@PhilMcKinney

Patreon: https://www.patreon.com/philmckinney

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Ever wondered why simple decisions feel like defusing a bomb? In this week's episode, we unpack the 90-Second Rule – a game-changing approach to conquering decision paralysis that's transforming how top performers work.

Did you know you lose an average of 37 minutes overthinking each important decision? Multiply that by dozens of decisions per day, and you're wasting weeks of your life each year to mental paralysis. But what if you could make better decisions in just 90 seconds?

We dive deep into the neuroscience of decision-making, revealing why your brain treats choosing lunch like it's choosing a career path. You'll discover the surprising link between decision fatigue and poor choices, and learn a counter-intuitive technique used by successful leaders to make faster, better decisions.

Plus, we'll show you exactly how to implement this system in your daily life, with real examples from work, creative projects, and personal situations.

Ready to transform your decision-making? Our member community gets access to the complete decision-making toolkit, including:

Monthly Q&A sessions

Decision-making templates

Priority topic requests

Behind-the-scenes content

Support the creation of more science-backed productivity content by joining us on Patreon at [LINK] Your membership helps us continue bringing you strategies that actually work.

Listen now to stop overthinking and start

doing. 🎧

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Google spends over $45 billion on R&D a year, yet its graveyard of failed innovations keeps growing - Google+, Glass, Stadia, and countless others. But here's the surprising truth: this pattern isn't unique to Google.

Even with unlimited resources and top talent, tech giants struggle to innovate alone. The era of solo innovation is dead.

Consider this: in 1985, breakthrough innovations required input from 2-3 organizations. Today, that number has exploded to 15-20 organizations for cutting-edge technologies. Tesla, often praised for vertical integration, relies on 300+ suppliers, multiple university partnerships, and data from millions of drivers.

The innovation game has fundamentally changed. Modern breakthroughs emerge from complex webs of collaboration between competitors, startups, universities, and governments. Companies clinging to the lone wolf approach are falling behind.

CRISPR gene editing technology, often attributed to a single lab, actually required dozens of universities, multiple government grants, and countless biotech firms working in parallel. SpaceX's reusable rockets build on NASA research, hundreds of suppliers, and open-source contributions.

The message is clear: your organization's innovation potential isn't limited by your internal resources - it's limited by your ability to orchestrate an ecosystem of partners.

Listen to the podcast: https://killerinnovations.com/subscribe-to-podcast/

Watch the video: https://www.youtube.com/@PhilMcKinney

Want the complete innovation ecosystem playbook?

Become a member and get instant access to our comprehensive Innovation Ecosystem Playbook, participate in the discussion in our exclusive Discord community of innovators, and much more. Our community is transforming how companies approach breakthrough innovation.

Join the community and get the Innovation Playbook: https://www.philmckinney.com/#/portal/signup

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#innovation #businessstrategy #technology #leadership

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Ever notice how you can spend hours scrolling through "inspiration" but end up feeling creatively drained? You're not alone. In this eye-opening episode, we dive into a counterintuitive truth about creativity that could transform how you generate ideas and solve problems.

What if I told you that the secret to unlocking your creativity isn't about consuming more content, but less? That by creating intentional gaps in your constant consumption of social media, articles, and "inspiration," you could rediscover your authentic creative voice?

In this episode, I share my personal journey from being a compulsive consumer of content to rediscovering the joy of original thinking. You'll learn practical, immediately applicable strategies to:

• Create space for your own ideas to emerge
• Build confidence in your authentic, creative voice
• Transform your morning routine from consumption to creation
• Develop sustainable practices that foster genuine creativity

Most importantly, you'll discover why your most valuable creative asset isn't your ability to absorb others' ideas - it's your unique perspective and vision.

This isn't about dramatic lifestyle changes or complete digital detoxes. Instead, you'll learn small, achievable shifts that can lead to profound changes in how you think and create.

Whether you're a professional looking to bring more innovation to your work, or simply someone who wants to rediscover their creative spark, this episode offers a fresh perspective on how to make space for your original ideas to flourish.

Want to go deeper into creativity and innovation? Join our community of creators and innovators. Members get access to:

• Our private community for sharing challenges and victories on Patreon
• Monthly live Q&A sessions addressing your specific creative challenges
• Early access to upcoming content and special features

Check out the membership options on YouTube or Patreon (links below) and choose the one that works best for you. Your support helps ensure we can keep creating content that challenges conventional thinking and sparks innovation.

Join us on:

YouTube Members: https://www.youtube.com/@PhilMcKinney

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It was a quiet moment in a Nokia conference room that would eventually cost $100 billion. An engineer stood nervously, holding a prototype of a full touchscreen phone. The response from management? "Interesting, but that's not how phones work." This dismissal highlighted the absence of the groupthink factor—a unified vision that could have driven innovation. One year later, Apple launched the iPhone, and Nokia's dominance began to crumble.

Around the same time, in a Blockbuster boardroom, executives were dismissing Netflix as a "very small niche business," turning down a $50 million acquisition offer. Today, Netflix is worth over $100 billion, while Blockbuster is a cautionary tale.

And let's not forget Kodak, who actually invented the first digital camera but convinced themselves it would never replace film – right up until they filed for bankruptcy after a century of market dominance.

Three industry titans. Three catastrophic falls. Most people think these were just bad decisions – moments where smart leaders somehow got it wrong. But what if there was something deeper at work? What if these weren't just isolated mistakes, but symptoms of a hidden pattern that's probably affecting your organization right now?

Here's the scary part: the faster your market is moving, the more susceptible you become to this pattern. Even more troubling? The organizations that succumb to it never see it coming. In fact, they're usually convinced they're making the right decisions right up until reality proves them catastrophically wrong.

In this episode, we'll reveal the subtle force that brought down these giants and may be killing innovation in your organization right now. More importantly, we'll show you how to spot it before it's too late.

Join us to discover what these fallen giants missed – and how you can avoid being next.

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What if the biggest predictor of success in innovation wasn't what everyone thinks? Our research tracking 1,000+ innovation professionals revealed a shocking truth about who succeeds in this high-paying field – and it's not what you'd expect.

In this episode, we break down 15 innovation careers that are transforming industries, with salaries ranging from $70k to $400k+. But here's what makes this guide different: we're not just giving you job titles and salaries. We reveal the actual personalities that thrive in each role, alternative paths to break in without traditional credentials, and the unexpected traits that separate success from failure.

From Research & Development to Innovation Management, Product Development, Digital Innovation, and the startup ecosystem, we explore how these roles are shaping the future – and why companies are desperate to fill them.

Key takeaways:

• Why failing at least 3 times makes you MORE likely to succeed in innovation
• Alternative qualification paths for every role (no degree required)
• The personality traits that matter more than technical skills
• Real salary data based on current market conditions
• Which roles are best suited for different working styles

Most importantly, you'll learn why your past "failures" might be the exact preparation you need for a successful innovation career. Whether you're a career changer, recent graduate, or experienced professional looking to pivot, this guide shows you the practical steps to break into the innovation economy.

Bonus: Members get access to our comprehensive Innovation Careers Guide, including detailed personality profiles, qualification roadmaps, and monthly salary updates. Plus, connect with innovation professionals in our private community.

Become a member on YouTube at www.youtube.com/@PhilMcKinney or at Patreon at https://www.patreon.com/philmckinney

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Why do some innovators bounce back stronger from every setback?

In this episode, we dive into the fascinating story of a product demo that literally burst into flames in front of a potential investor - and how that spectacular failure led to three groundbreaking patents.

The key? Something called the experimenter mindset. It's a powerful approach used by leading innovators that completely transforms how we view outcomes. Instead of seeing things as successes or failures, experimenters view every result as valuable data pointing toward their next breakthrough.

This episode breaks down the five core characteristics that make up the experimenter's DNA and shows exactly how to develop each one. You'll see how real teams use simple tools like the three-column technique to extract powerful insights from every outcome, and how keeping a "friction log" can turn your most contentious meetings into breakthrough sessions.

Some key takeaways from the episode:

• Why emotional detachment is crucial for innovation (and how to develop it)
• The power of hypothesis-driven thinking in everyday situations
• A simple documentation method that compounds learning over time
• How pattern recognition transforms random data points into breakthrough insights
• The iterative mindset that keeps you moving forward

The most valuable insight might be the distinction between experimental results and personal worth. As one engineer in our story discovered, separating these two can be the difference between quitting and breakthrough innovation.

Whether you're leading a team, building a product, or working on personal projects, this episode offers practical tools for transforming setbacks into stepping stones toward your next innovation.

Want to start applying these concepts right away? Grab a piece of paper and try the three-column technique we demonstrate in the episode. It's surprisingly simple but remarkably powerful at extracting valuable insights from any situation.

Check out the full episode to get the complete framework and see real examples of how teams are using these tools to drive innovation.

#Innovation #ExperimenterMindset #Leadership #ProductDevelopment #CreativeProblemSolving

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In poker, strategies divide professionals and amateurs. A professional poker player participates in only 15% of hands, while amateurs engage far more recklessly. This principle applies to innovation as well. To stand out as a professional innovator, you must move beyond enthusiasm and adopt a disciplined, strategic approach to managing ideas and resources.

The Traits of a Professional Innovator Professional innovators understand that success lies not in chasing every idea but in executing the right ones effectively. Here’s what sets them apart:

• Strategic Thinking: Professionals clearly envision their goals and the landscape they operate within. They critically assess opportunities, focusing on projects that align with long-term objectives.
• Resource Management: Time, energy, and capital are finite. Professionals allocate these resources carefully, ensuring they support projects with the highest potential returns.
• Risk Awareness: Innovation involves uncertainty, but professional innovators evaluate risks thoroughly. They create contingency plans to manage challenges, turning potential threats into manageable risks.

Steps to Transition From Amateur to Professional Many innovators start as amateurs, brimming with ideas but lacking direction. Here are actionable steps to leap:

1. Hone Strategic Planning Skills

A professional innovator sets clear, actionable goals and develops a roadmap with measurable milestones. This clarity prevents distractions and ensures focused efforts.

1. Prioritize Effectively

Not all tasks are created equal. Understand the distinction between urgent and important tasks, and direct your energy toward activities that drive long-term impact.

1. Embrace Failure

Failure isn’t a setback—it’s a learning opportunity. Analyze what went wrong in past projects to refine your approach and build resilience for future endeavors.

1. Evaluate Ideas Systematically

Before pursuing a new project, assess its potential impact and alignment with your overall strategy. Ask questions like:

• Does this idea solve a significant problem?
• Can it scale effectively?
• Does it align with my core objectives?

By filtering out less promising ideas early, you conserve resources for high-potential opportunities.

The Mindset of a Professional Innovator Adopting the mindset of a professional innovator means balancing passion with practicality. Enthusiasm plays a crucial role, but strategic foresight must anchor it. Professionals view innovation as a discipline that requires thoughtful planning, adaptability, and consistent follow-through.

In conclusion, the journey from amateur to professional innovator is about more than experience. It’s a commitment to strategic thinking, effective resource allocation, and embracing challenges. The world of innovation is vast and full of opportunities. Equip yourself with the right tools and mindset, and you’ll achieve success and inspire others to elevate their approaches.

Whether you’re just starting or refining your approach, remember being a professional innovator is within reach. Take deliberate steps, and watch your impact grow.

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Want to know why some people get excited about uncertainty while others run from it? It's all about having an explorer mindset. Think of it as having the ability to see opportunities where others only see obstacles.

In this episode, I share how history's greatest innovators transformed uncertainty into their superpower - from ancient mariners charting unknown waters to modern entrepreneurs reshaping entire industries. The best part? You can tap into these same patterns of thinking.

I break down three key traits of the explorer mindset that set breakthrough thinkers apart:

• Seeing uncertainty as an invitation to discover
• Using questions as powerful tools for insight
• Getting comfortable with being uncomfortable

But I don't just talk theory. You'll get real, practical ways to build these skills week by week. My favorite is the Daily Unknown Challenge - a simple but powerful way to stretch your comfort zone bit by bit.

Of course, it's not all smooth sailing. We also look at the tricky parts nobody talks about, like:

• How to avoid getting overwhelmed by too many possibilities
• Ways to bring others along on your journey when they prefer the familiar path
• Tips for balancing exploration with actually getting things done
• Dealing with pushback from those who prefer "business as usual"

Here's what makes this topic so exciting: anyone can develop an explorer mindset. You don't need special talents or an adventurous personality - just the right approach and consistent practice.

Want to know the strategies that real innovators use to create breakthrough success? Tune in to hear the full story. I share specific practices you can start using today to build your own explorer mindset.

Whether you're leading a team, running a business, or just want to think differently, this episode will change how you see uncertainty. You might find it hard to go back to "business as usual" once you see the world through an explorer's eyes.

Ready to transform challenges into opportunities?

Watch the full video or listen to the podcast for all the details. And hey, drop a comment - I'd love to hear what makes you nervous about stepping into the unknown.

Want to go deeper?

Join our community of innovators and explorers by supporting us on Patreon. You'll get exclusive content, behind-the-scenes insights, and direct access to the live stream from my personal innovation studio, where we can explore ideas together. You will also get access to The Innovators Community over on Discord!

🎯 RESOURCE: Download the Guide to the Explorer Mindset mentioned in the video: https://www.patreon.com/philmckinney

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Your brain often lies to you about what’s possible. Success isn’t just about skills, connections, or even luck. The real differentiator is your mindset—the internal operating system that drives how you interpret challenges and opportunities. Developing a success mindset isn’t about forced positivity or empty mantras; it’s about reshaping the way your brain processes the world, making success a possibility and a consistent outcome.

The Hidden Architecture of Achievement Consider two people with identical skills. Why does one excel while the other stagnates? The answer lies in mindset. Your success mindset determines how you approach uncertainty, learn from failures, and seize opportunities. Neuroscience confirms that beliefs shape neural pathways, influencing everything from creativity to resilience.

Mindset vs. Thinking Skills Think of your brain as a computer. Your thinking skills—problem-solving, decision-making, planning—are like software programs. However, even the best programs falter on an outdated operating system. A success mindset is the foundational architecture that enables your thinking skills to thrive. Here’s how they differ:

• Thinking Skills:
• Solve problems and generate ideas.

• Plan strategies and make decisions.

• Mindset:

• Believes in possibilities.
• Assigns meaning to failure.
• Views personal potential as dynamic.

A robust mindset ensures your brain operates entirely, turning challenges into opportunities.

Four Game-Changing Mindsets for Success Exceptional achievers often share four key mental frameworks. Adopting these can help you navigate challenges and unlock potential:

1. The Explorer Mindset Embrace uncertainty as a doorway to discovery. Treat confusion as a natural part of growth and ask, “What can I learn?” instead of fearing failure.
2. The Experimenter Mindset View life as a series of experiments. Separate self-worth from outcomes and transform failures into valuable data for future success.
3. The Connector Mindset Foster collaboration over competition. Recognize the power of diverse perspectives, and learn from the successes of others rather than comparing yourself.
4. The Navigator Mindset Stay flexible in the face of challenges. Focus on progress over perfection and ask, “What’s my next best move?” to maintain momentum.

Avoiding the Silent Success Killers As empowering mindsets propel us forward, specific patterns can silently sabotage our progress. Beware of these destructive tendencies:

• The Fortress Mindset: Over-prioritizes safety, avoiding growth opportunities.
• The Fixed Identity Mindset: Equates current abilities with permanent limitations.
• The Finite Game Mindset: Treats success as a zero-sum game, fostering scarcity thinking.

Rewiring Your Mental Operating System The good news? My mindset remains flexible. You can rewire your brain and build a success mindset with deliberate effort:

1. Map Your Current Programming: Identify recurring beliefs about your capabilities and how you respond to setbacks.
2. Install New Mental Software: Replace self-limiting thoughts with open-ended questions like, “How might this work?”
3. Run Regular System Updates: Test new approaches, gather evidence that challenges limiting beliefs, and surround yourself with growth-oriented individuals.

The Compound Effect of Mindset Shifts Minor mindset adjustments can yield massive long-term results. Like an airplane that changes its trajectory by just one degree, even slight changes in how you interpret challenges or respond to failures can lead to entirely new destinations in life.

Your Next Step Take a moment to reflect: where do you feel stuck? What belief might be holding you back? Remember, your mindset stays flexible—it functions as software you can update. Choose your mental operating system wisely because your success mindset is the key to unlocking your true potential.

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How I Got My First Job in Innovation

When people ask how to land their first job in innovation, my story always surprises them. It wasn’t about finding the perfect job posting or waiting for an opportunity to knock. Instead, I created my opportunity. In 1992, I worked for a small company in Urbana-Champaign, Illinois, when Computer Sciences Corporation (CSC) acquired it. The transition opened a unique door for me to carve out a role that set the foundation for my career in innovation.

Creating My Opportunity I was the Director of Data Center Operations at the time. While I found the role fulfilling, I discovered my true passion for exploring creative and strategic ways to drive organizational success—an area CSC had not formally defined. I decided to take matters into my own hands. Instead of waiting for a new role to materialize, I wrote my job description.

Key Steps I Took: 1. Identify the Role You Want Before jumping into action, I envisioned a role that aligned with my passion and would bring value to the company. For me, that position focused on driving innovation within the organization. 2. Write Your Job Description I crafted a detailed proposal outlining what the job would entail and why it was critical for the organization. Importantly, I avoided negativity or scare tactics, like claiming the company would fail without it. Instead, I focused on strategic storytelling—painting a picture of the brighter future this role could help create. 3. Pitch the Idea Armed with my proposal, I approached the VP of the division. To my surprise, they were intrigued and open to the idea. After refining the proposal through several conversations, they officially created the position. Within 60 days, I transitioned into my first job in innovation.

The Power of Strategic Storytelling Convincing leadership to create a new role wasn’t just about presenting facts. It was about selling a vision. I focused on:

• Showing how this role could benefit the organization in the long term.
• Demonstrating my unique qualifications and passion for the position.
• Framing the proposal in a way that aligned with the company’s strategic goals.

This approach helped me gain buy-in and set the tone for a career built on creative problem-solving and innovation.

Lessons for Aspiring Innovators Here’s what my experience taught me:

• Don’t Wait for the Perfect Opportunity Sometimes, the best opportunities are the ones you create. Take the initiative if you see a gap or a chance to add value.
• Be Bold but Positive Pitching a new idea can feel risky, but remaining confident and constructive is crucial. Leaders want solutions, not complaints.
• Prove Your Value Once you secure the role, it’s on you to deliver. Hard work and results will validate the trust your leaders placed in you.

Why Your First Job in Innovation Matters Your first job in innovation is more than a career milestone; it’s a chance to set the stage for future opportunities. For me, stepping into this role unlocked doors I never knew existed and paved the way for decades of exciting challenges and successes. If you’re passionate about innovation, don’t be afraid to take risks, tell your story, and create the path that aligns with your vision.

Innovation doesn’t wait—why should you?

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When I walked into Elon Musk's office at Tesla in 2011, I knew I was about to see something remarkable, but I couldn't have predicted how mind-opening the experience would be. Elon Musk, known for revolutionizing industries through SpaceX and Tesla, has a way of questioning the world that feels almost childlike—but not in the way you might think. He roots his approach to problem-solving not an extensive knowledge of past achievements but by tackling challenges like a 5-year-old, unafraid to ask 'why' until he reaches the core of an issue. Here's what I learned about innovation from my meeting with Elon Musk.

The Power of First Principles Thinking What sets Elon Musk apart is his commitment to First Principles Thinking—a method that deconstructs problems to their fundamental truths. Instead of relying on established ideas, Musk strips away assumptions and starts from scratch. His belief is simple: assumptions can limit innovation, while first principles allow endless possibilities. He often explains it like this: "The normal way we conduct our lives is reasoning by analogy… But with first principles, you boil down to the most fundamental truths and then reason up from there."

3 Steps to First Principles Thinking We can boil down Musk's approach into three actionable steps anyone can use.

1. Identify Your Assumptions: Challenge every "truth" and tradition associated with a problem. If you notice something is "always done this way," ask yourself, "Why?"
2. Break Down to Fundamental Truths: Identify core, provable facts that can't be further simplified.
3. Build Up from Basics: Reimagine a solution based solely on these fundamental truths, ignoring all previous conventions.

My Experience: How Elon Musk Sees Beyond Assumptions During our conversation about HP's military-grade rugged displays, I watched Musk break down assumptions about car interfaces. What began as a discussion about technology quickly turned into a reimagining of how drivers interact with their vehicles. For example, Musk questioned why dashboards needed physical buttons and considered the actual purpose of car displays—this ability to strip down assumptions allowed Musk to redefine what was possible for Tesla's interface design.

Rethinking Innovation Like a 5-Year-Old Musk's thought process is more than just a strategy—it's a mindset. Think about how a 5-year-old constantly asks "why" to understand the world. Musk approaches challenges with a similar curiosity, seeing barriers as merely starting points for innovation. This is a reminder that breakthrough thinking doesn't require years of experience or knowledge; it requires curiosity and the courage to question what others accept as true.

Facing Resistance One takeaway from my time with Elon Musk was his ability to anticipate pushback. "Government officials will push back," he told me, predicting resistance to his vision of touch-screen interfaces in cars. Thirteen years later, regulatory bodies are challenging touch interfaces, advocating for more physical buttons for safety. Musk's foresight shows that innovators often face institutional resistance when pushing boundaries.

How You Can Innovate Like Elon Musk Applying first principles thinking is more straightforward than it sounds; you don't need to be a tech billionaire. Here are a few steps:

• Start Small: Apply first principles to daily routines or small business processes.
• Challenge Assumptions: Identify one routine task, repeatedly ask " why, " and strip it down to its core need.
• Build from Basics: Create a new, more effective approach based on your answers.

Final Thoughts What I learned that day in Musk's office wasn't just a new strategy—it was a reminder that the most significant innovations often come from childlike curiosity. By questioning everything, we open ourselves to a world of possibilities beyond what we currently accept as possible. So, the next time you face a seemingly insurmountable problem, channel your inner 5-year-old and ask, "What if we're thinking about this all wrong?"

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Albert Einstein once famously said, "Imagination is more important than knowledge." This quote isn't just a glimpse into his genius and a revelation of the secret behind his groundbreaking discoveries. While his contemporaries were focused on scientific data and equations, Einstein's innovation secret lay in his ability to visualize complex concepts like riding alongside a beam of light or imagining the fabric of space-time warping. He proved that imagination could lead to some of the most revolutionary scientific achievements of the 20th century.

Why Imagination is the Key to Innovation The concept of imagination as the driving force behind innovation isn't just for artists or creative thinkers. It's at the core of every scientific, technological, and social advancement. From the smartphone you're using to the design of the chair you're sitting on, everything begins as a mental image. This innovation secret is critical in today's rapidly changing world, where the ability to foresee opportunities and solve complex problems is invaluable.

But many don't understand that imagination isn't just an innate talent; it can be trained and developed. Einstein's approach to innovation wasn't some mystical gift but a skill he sharpened deliberately. He used specific mental exercises to enhance his imagination, and these techniques can be applied by anyone who wants to cultivate breakthrough thinking.

The Three Types of Imagination To truly harness the power of imagination, it's essential to understand its three distinct types. These aren't merely artistic daydreams but purposeful approaches that, when combined, create what Einstein called "combinatory play." This synergy allows innovators to connect seemingly unrelated ideas to discover new solutions.

1. Strategic imagination is the ability to foresee the future and anticipate what might be coming. It's about seeing possibilities before they become apparent to others. Visionaries like Jeff Bezos imagined online shopping dominating the retail industry long before it became mainstream.
2. Creative Imagination: This is where you experiment mentally with new ideas, combining and recombining concepts in novel ways. Elon Musk used this to blend electric vehicles with luxury performance, a combination revolutionizing the automotive industry.
3. Practical Imagination: The third form is about turning ideas into reality. This is where innovation secret number three lies—how to translate abstract concepts into tangible results. Engineers, project managers, and athletes excel at this, visualizing steps and rehearsing solutions before execution.

Exercises to Strengthen Your Imagination Einstein believed that imagination was like a muscle that could be strengthened. His innovation secret was his methodical approach to mental training, using exercises that sharpened his imaginative abilities. Here are a few techniques that can help you unlock your creative potential:

• Reverse Engineering Dreams: Analyze your dreams and attempt to manipulate the outcome consciously. This strengthens your ability to create complex mental scenarios.
• The Empty Room Exercise: Sit in an empty room and mentally design different configurations every few minutes. This forces you to continuously generate new ideas.
• System Inversion: Take a familiar process and reverse it. By breaking the mold, you challenge the assumptions that limit your creativity.

Einstein's Innovation Secret Revealed At its core, Einstein's innovation secret isn't about possessing superhuman intelligence but mastering the art of imagination. By training his mind systematically, he could consistently see beyond the obvious, creating the foundation for discoveries that changed the world. You, too, can tap into this innovation secret by exercising your imagination deliberately and systematically. The future of innovation doesn't depend solely on knowledge—it thrives on the ability to imagine what could be.

So, what's your next breakthrough? The answer is already in your mind.

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In the world of technology and innovation, building a model career often means evolving with industry changes, embracing risks, and showing resilience. Recently, I had the opportunity to sit down with Nimrod Ben-Natan, CEO of Harmonic, whose career path is a true model for success in innovation. Starting as a software developer in the mid-90s, Nimrod has led Harmonic through groundbreaking advancements in network virtualization and broadband. Here, he shares his journey and advice for aspiring innovators looking to build their own model careers in tech.

From Software Developer to CEO Ben-Natan’s career at Harmonic began in 1996 as a software developer, working on solutions for fiber optics and digital video. He transitioned from technical roles into customer-facing and leadership positions, illustrating how a model career involves versatility and a willingness to pivot. Through multiple cycles of industry change, he worked on projects from digital ad insertion to video-on-demand, each requiring a deep understanding of technology and customer needs. This adaptability helped him to rise to his current position, leading the company as it navigates a continually evolving industry.

Embracing Failure as Part of Success A key turning point for Ben-Natan was Harmonic’s decision to enter the broadband access market with a new hardware approach. However, the project faced significant setbacks, even failing to meet industry standards initially. Instead of abandoning the effort, Ben-Natan and his team pivoted toward a network function virtualization approach, eventually achieving market leadership in this area. This experience highlights a vital component of a model career in innovation: seeing failure as an opportunity to pivot and improve.

"Failure isn't a negative—it's education," I emphasized, aligning with Ben-Natan’s view that resilience and learning from setbacks are essential for long-term success.

A Vision for the Future Looking ahead, Ben-Natan shared insights on how emerging tech professionals can build a model career in today’s rapidly shifting environment. His advice includes:

• Commit to continuous learning: Keep up with evolving skills and industry developments. Staying stagnant can render skills obsolete quickly.
• Foster curiosity: Let your curiosity drive your career path, whether in hardware, software, or another technology area.
• Value in-person connections: Ben-Natan strongly advocates for in-office experiences to gain essential social skills and professional insight, especially for younger professionals.

Ben-Natan also stressed the importance of balancing technical knowledge with an understanding of customer needs, which he believes has been crucial in his model career. By combining technical and customer-facing roles, he gained a 360-degree view of the industry, ultimately guiding him through various high-stakes decisions.

The Long Bet on Innovation Not every company can maintain a long-term vision, especially regarding risky ventures. Harmonic’s success with network function virtualization took nearly a decade to realize. Yet, the management team’s commitment to a long-term strategy allowed them to weather the uncertainties and ultimately bring innovative products to market. I pointed out that few companies have the patience for a 10-year development process. According to Ben-Natan, Harmonic’s resilience was rooted in a firm conviction that this investment would provide lasting value, positioning the company for industry leadership.

Building Your Model Career in Innovation If you’re looking to build a model career in innovation, take these lessons from Ben-Natan’s journey:

• Embrace adaptability: Being willing to take on new challenges and pivot when necessary can keep your career aligned with industry shifts.
• Learn from setbacks: Viewing failure as a stepping stone to success is key to resilience.
• Commit to a long-term vision: Companies and individuals can benefit from strategic patience, investing in ideas that may take years to bear fruit.

In today’s tech-driven world, a model career isn’t just about reaching the top—it’s about staying relevant, being open to change, and finding new ways to contribute.

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Thinking About Your Thinking Process - Metacognition

Have you ever stopped to think about how you think? It may sound odd at first, but this process, known as metacognition, is one of the most powerful tools we have for improving our mental abilities. Metacognition is the act of being aware of your thoughts and thinking patterns, helping you understand how you process information and fine-tune those processes to become more effective.

This article will explore advanced techniques for improving your metacognitive abilities and discuss why these skills are so important in your personal and professional life.

Why Metacognition Matters Metacognition allows you to reflect on your thoughts, decisions, and actions. By being aware of how you think, you become better equipped to recognize mistakes and identify areas where your thinking may be limited. This self-awareness allows you to adjust and improve your approach, resulting in better decision-making and problem-solving.

The significance of metacognition goes beyond just self-improvement. It also enhances your ability to process new information and adapt to changing circumstances. Mastering your thinking process can provide a competitive edge in a world filled with constant challenges. Regularly assessing your cognitive processes improves you at evaluating information, thinking critically, and making informed choices.

Advanced Techniques for Metacognitive Mastery It’s important to go beyond basic self-reflection and apply more advanced strategies to harness the power of metacognition. Here are five techniques that can help you elevate your thinking skills:

1. Cognitive Reappraisal Cognitive reappraisal involves consciously changing how you respond to challenging situations. By reframing your thoughts and emotions, you reduce stress and adopt a more reflective approach to problem-solving. This technique encourages you to recognize your mental habits and biases, making you more aware of your thinking patterns.

2. Steps to apply Cognitive Reappraisal:

3. Identify a challenging situation.
4. Reflect on your initial emotional response.

5. Reframe your perspective to improve your outcome.

6. Thought Experimentation Inspired by great thinkers like Einstein, thought experimentation allows you to simulate different scenarios mentally. This practice strengthens your ability to anticipate consequences and make strategic decisions.

7. Steps to engage in Thought Experimentation:

8. Choose a decision or problem.
9. Visualize multiple outcomes.

10. Analyze potential solutions.

11. Metacognitive Journaling Journaling with a metacognitive focus means regularly reviewing and analyzing your thoughts for patterns over time. This reflection sharpens your ability to regulate cognitive processes and make more informed choices.

12. Steps to practice Metacognitive Journaling:

13. Record your thoughts in a journal.

14. Regularly review entries to detect patterns.

15. Mind Mapping Mind mapping helps organize information visually, promoting better comprehension and discovering new connections between ideas. This technique improves your ability to analyze and synthesize information.

16. Socratic Questioning By deep questioning, you examine the foundations of your beliefs and assumptions. This approach fosters critical thinking and improves your capacity to analyze the validity of your thoughts.

Conclusion Metacognition, or thinking about your thinking, can revolutionize how you approach challenges and opportunities. Adopting the abovementioned techniques allows you to master your cognitive processes and improve your ability to think critically and solve problems effectively. Start applying metacognition in your daily life, and watch as your mental agility sharpens, leading to better outcomes in everything you do.

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Mental strength isn't just for high achievers; it's something we can all build. The first step to stopping being mentally weak is recognizing that mental strength doesn't mean never feeling fear or doubt. Instead, it's about pushing past these feelings to achieve your best. Let's dive into three strategies to break free from mental weakness and get on track to mental resilience.

Understanding Mental Weakness Mental weakness is more about self-sabotage than skill or intelligence. It's that whisper urging you to give up or holding you back through doubt, fear, or even perfectionism. Here are some common signs of mental weakness:

• Procrastination: Avoiding tasks due to fear of failure or self-doubt.
• Negative Self-Talk: Phrases like "I can't" or "I'll never be good enough."
• Self-Criticism: Berating yourself for minor mistakes or perceived flaws.
• Comparing to Others: Constantly measuring yourself against others leaves you feeling inadequate.

If these sound familiar, you're not alone. The good news? You can stop being mentally weak by practicing a few simple strategies daily.

1. Practice Positive Self-Talk To stop being mentally weak, it's essential to shift your mindset. Positive self-talk isn't about ignoring challenges; it's about framing them in a way that highlights growth. Here's how to make it happen:

2. Reframe Negative Thoughts: Instead of saying, "I can't do this," try, "I will learn how to do this." This subtle change shifts your focus from limitations to possibilities.

3. Create Affirmations: Develop a list of positive affirmations such as "I am resilient" or "I embrace challenges as growth opportunities." Reciting these phrases daily can strengthen your resolve.
4. Visualize Success: Picture yourself achieving your goals. Feel the emotions associated with success to boost confidence.

5. Challenge Negativity: When negative thoughts arise, question their validity. Often, simply challenging these thoughts can lessen their impact.

6. Build Resilience Through Incremental Challenges Resilience is a powerful tool to help you stop being mentally weak. By taking on small, manageable challenges and gradually increasing the difficulty, you train your mind to withstand setbacks.

7. Set Achievable Goals: Start with small goals just outside your comfort zone. With each success, your confidence and mental strength grow.

8. Incremental Progress: Tackle progressively harder challenges. This creates momentum and reinforces resilience.
9. Develop a Routine: Consistency is key. Establish routines that incorporate resilience-building activities like exercise, journaling, or meditation.

10. Stay Flexible: Life throws curveballs, so adaptability is essential. Keeping an open mind fosters resilience and reduces resistance to change.

11. Learn from Failures and Adjust Instead of fearing failure, view it as a learning opportunity. Every setback offers a chance to grow stronger. Here's how to make failure work for you:

12. Reflect on Setbacks: When something doesn't go as planned, analyze what went wrong. This isn't about assigning blame but about identifying areas for improvement.

13. Embrace Accountability: Take responsibility for your actions. Owning up to mistakes empowers you to make necessary adjustments.
14. Extract Lessons: For every failure, there's a lesson. Use these insights to strengthen your strategies moving forward.
15. Celebrate Growth: Recognize the resilience you build each time you overcome a challenge. Each small win builds momentum, making you mentally stronger over time.

Bonus: Rewrite Your Narrative The secret to stopping mental weakness isn't just about shifting thoughts; it's about changing the story you tell yourself. You're the author of your life narrative, so choose resilience, courage, and determination as the themes. As you practice mental strength, you craft a powerful story that sets you on an unstoppable path toward success.

Conclusion You can stop being mentally weak and develop resilience by taking small, intentional steps. Cultivate mental strength as a skill. Challenge negative thoughts, build resilience through gradual progress, and learn from each setback. Embrace your role as the author of your life, and you'll find that mental strength is within reach.

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Innovation isn't a solo act. It's about finding the right people to journey with, blending skills, and creating a foundation built on trust and shared goals. At the recent Tech Expo, I sat down with my best friend and long-time partner, Harry Beane. We've shared years of collaboration, including launching Omnipoint—the first GSM mobile carrier in the U.S., now known as T-Mobile—and Teligent, the first point-to-multipoint carrier in the U.S., which expanded to 12 countries. Working with Harry taught me that strong partnerships are just as important as fresh ideas in the new frontier of innovation.

The Importance of Complementary Skills From the early days, Harry and I recognized how perfectly our strengths complemented each other. While I focused on one aspect, he tackled another, allowing us to overcome even the toughest challenges. As we navigate this new frontier of innovation, having people who bring diverse skills to the table has never been more critical. I've learned that the best innovations come from teams where everyone understands their role and respects what others bring to the process.

Fostering Creativity in the Next Generation Innovation is a long game, and it doesn't stop with us. As a grandparent, I actively help my grandchildren see the potential in creating rather than just consuming technology. My granddaughter, for instance, runs her own YouTube channel, and my grandson has turned his passion for laser cutting into a small business. Watching them explore their creativity reminds me of the joy of discovery and the importance of giving young people the tools they need to shape their futures.

Harry and I talked about balancing screen time with physical, hands-on projects. It's all about blending modern technology with practical skills that build motor skills and problem-solving abilities. The new frontier of innovation isn't just about what we can create; it's about equipping the next generation to take it even further.

Embracing Failure as Part of the Process Failure often has a bad rap, but Harry and I know it's a powerful teacher. I've had my share of failures, and so has he, but we agree that each was a necessary step in the learning process. My time with the Boy Scouts taught me the value of structured, safe risk-taking—something that modern businesses sometimes shy away from. Harry's military background reinforced this outlook; he understands that failure isn't the end but an opportunity to re-strategize and move forward with more insight.

This new frontier of innovation demands a mindset that embraces failure as part of the journey. Teaching young people to see failure this way will set them up to take risks, explore new ideas, and ultimately become more resilient.

Building a Team Culture That Supports Innovation One of the biggest lessons Harry and I have learned is the importance of a supportive team culture. Innovation isn't about being a lone genius; it's about building a place where every member feels safe to share ideas, take risks, and fail without fear. Team members explore uncharted territory far more readily when they know I won't punish them for their mistakes. That's how real breakthroughs happen.

In our conversation, we discussed how transparency and trust are crucial in this environment. A team needs leaders to encourage them to push boundaries and celebrate wins and learning moments. When you create this kind of culture, innovation and a shared expectation are possible.

Final Thoughts Wrapping up our conversation, I recognized the true value of a good partnership. We've supported each other so much, and sharing this journey with him has been a pleasure. Looking forward, I see that the new frontier of innovation will need not only cutting-edge ideas but also resilience, open-mindedness, and a team culture that supports each member's growth.

This new frontier of innovation isn't just about finding the next big thing. It's about passing down the tools, mindset, and courage to the next generation so they can take innovation even further. And that's a journey I'm proud to be part of.

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What do Apple's first mouse, the stand-up toothpaste tube, and the Palm V PDA have in common? They were all products of design thinking, a methodology that drives innovation and creativity to solve complex problems. Companies like IDEO, a leading expert in design thinking, have revolutionized product development and set the standard for innovation.

But how do you cultivate the skills that led to such breakthroughs? Anyone can learn and practice design thinking skills, and they offer a powerful approach to developing products, services, and experiences that make an impact.

Understanding Design Thinking At its core, design thinking is not just about creating creative ideas. It's a structured approach focusing on understanding and empathizing with the end user. By getting to the root of users' needs, design thinkers create more intuitive, functional, and user-friendly solutions. To improve your design thinking skills, you must understand its key components: empathy, creativity, and rationality.

Steps to Improve Your Design Thinking Skills Whether you're a seasoned professional or just beginning your journey, honing your design thinking skills requires practice and dedication. Here are essential steps you can take to strengthen these skills:

1. Empathize with Users The first and most critical step in design thinking is empathy. It would help if you put yourself in the shoes of your users to understand their needs, challenges, and motivations.

2. Conduct User Research: Interviews, surveys, and focus groups help gather data on user experiences.

3. Observe in Real Life: Spend time with users in their natural environment to see how they interact with products.

4. Create Empathy Maps: Visualize what your users think, feel, and do. This can be a simple map or a more detailed storyboard of their journey.

5. Define the Problem After empathizing, it's crucial to define the problem clearly. This helps ensure you are solving the right issue.

6. Analyze Insights: Review user research to find key themes and pain points.

7. Craft a Problem Statement: A well-defined, user-centric problem statement keeps your focus sharp during ideation.

8. Brainstorm Creative Solutions Once the problem is apparent, it's time to generate a wide range of potential solutions. Design thinking encourages brainstorming, focusing on quantity over quality at the early stages. The more ideas, the better!

9. Diverse Perspectives: Encourage input from people with varied backgrounds. This leads to unique solutions that people might have otherwise overlooked.

10. Prototype and Test Turn your ideas into tangible prototypes. These can be as simple as sketches or as complex as interactive models. Testing these prototypes with users helps refine the solution.

11. Iterate and Improve: Collect feedback and iterate based on what works and doesn't. This process is essential to building solutions that truly resonate with users.

Why You Should Master Design Thinking Skills Design thinking is a tool that can propel your creativity and problem-solving capabilities to new heights. It's a versatile approach that can be applied across industries, whether you're in tech, marketing, or healthcare. By improving your design thinking skills, you set yourself apart as a creative problem solver who understands how to create user-focused solutions.

With practice, anyone can enhance their design thinking skills. It's about embracing a mindset that prioritizes empathy, creativity, and collaboration. Whether designing a product, solving a business challenge, or improving service, the power of design thinking can lead to breakthroughs that transform industries.

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Innovation confidence is a crucial mindset for anyone looking to excel in today's fast-paced world. The perfect blend of creativity, strategic thinking, and adaptability allows you to approach challenges with fresh perspectives. Whether aiming for personal growth or professional success, building innovation and confidence can make all the difference. This episode explores actionable tips and tricks to help you develop and enhance your innovation confidence.

What is Innovation Confidence? At its core, innovation confidence is more than just believing in your ability to innovate—it's about equipping yourself with the tools and mindset necessary to face complex challenges head-on. Innovation confidence isn't just for inventors or leaders; it's essential for anyone looking to solve problems, improve their work, or adapt to changing environments.

By cultivating innovation confidence, you position yourself to:

• Tackle challenges with creativity and resilience.
• Drive continuous learning and improvement.
• Embrace feedback and adapt to the rapidly evolving world.

Why Innovation Confidence Matters Confidence in your innovative abilities pushes you to step out of your comfort zone and take the risks necessary for growth. Without it, you might miss out on opportunities to:

• Develop creative solutions.
• Enhance your problem-solving capabilities.
• Foster teamwork through collaboration.

In both personal and professional settings, having innovation confidence opens the door to new possibilities. It allows you to confidently navigate the unknown, promoting personal growth and professional advancement.

Tips for Building Innovation Confidence Engage in Creative Exercises To strengthen your innovation confidence, engage in regular creative exercises. Brainstorm new ideas, take on creative challenges, or use tools like mind maps to explore new concepts. This practice stimulates your brain and encourages creative thinking, helping you break free from conventional approaches.

Embrace Failure as a Learning Opportunity Innovation confidence means embracing failure and treating it as a stepping stone to success. When things don't go as planned, analyze the situation, identify what went wrong, and figure out how you can improve. Celebrate small wins and view setbacks as valuable learning experiences contributing to growth.

Collaborate with Diverse Teams Working with people from various backgrounds fosters innovation. Collaboration brings new perspectives and insights, which can significantly improve your problem-solving capabilities. A diverse team challenges you to think differently and pushes the boundaries of what you believe is possible.

Say Yes to New Challenges An essential part of innovation confidence is taking on tasks outside your comfort zone. By saying "yes" to new challenges, you build resilience and expose yourself to unfamiliar problems, strengthening your innovation ability.

Seek Feedback and Iterate Don't be afraid to seek feedback. Asking for input helps you refine your ideas and approach. Use constructive criticism as a tool for improvement. Innovation is a continuous process, and iteration is key to long-term success.

Conclusion Building innovation confidence is a journey that requires effort, creativity, and persistence. It's about embracing challenges, learning from failure, and consistently striving to improve. As you apply the tips and tricks discussed here, you'll find yourself more equipped to face the demands of both personal and professional life. With innovation confidence, you unlock your potential to solve complex problems, lead with creativity, and adapt to an ever-changing world.

Remember, innovation confidence isn't something you either have or don't—it's something you can develop. Start small, keep pushing forward, and see how this mindset leads to greater success and personal fulfillment.

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Innovation is at the heart of transformation, and understanding how innovators think can unlock the potential for groundbreaking progress. Innovators don't just come up with ideas; they embody a mindset that fosters curiosity, resilience, and adaptability. By examining the core elements of the innovator's mindset, we can better understand the actions and attitudes that drive them toward success.

The Innovator's Mindset The first thing to recognize about how innovators think is their ability to challenge the status quo. Innovators constantly pursue new ideas, envisioning ways to improve processes, products, and systems. This mindset is essential for personal growth and organizational success, as it allows individuals and companies to remain competitive in a fast-paced world.

Key Elements of the Innovator's Mindset Several key traits drive innovators and differentiate them from others. Let's explore three major elements that characterize how innovators think.

Curiosity Curiosity is perhaps the most critical trait of innovators. It fuels their exploration and drives them to seek knowledge beyond what's familiar. Innovators often find connections where others see unrelated concepts. Steve Jobs, for example, exemplified this by blending technology with the humanities, creating functional and aesthetically pleasing products. His insatiable curiosity led to innovations that redefined industries.

Resilience Resilience is the ability to view failure as an opportunity to learn rather than a setback. Innovators like Thomas Edison demonstrated this trait perfectly. Edison famously said, "I have not failed. I've just found 10,000 ways that won't work." His resilience allowed him to persevere, resulting in the invention of the lightbulb, among many other achievements. This mindset enables innovators to navigate the obstacles they inevitably face.

Adaptability The third key trait is adaptability, which allows innovators to adjust quickly to changing environments. Innovators must integrate new information into their strategies as industries and markets evolve. Take Netflix, for example. Initially a DVD rental service, Netflix adapted to the digital age by pivoting to streaming, and it's now one of the leading media platforms globally. Adaptability is crucial in ensuring that innovators remain relevant in dynamic industries.

Actions That Demonstrate an Innovator's Mindset To understand how innovators think, we must also look at their actions. Innovators actively encourage experimentation and embrace failure as a part of the growth process. Companies like Google illustrate this by encouraging personal projects among their employees, leading to innovations like Gmail. Innovators also seek diverse perspectives, recognizing that varied viewpoints can lead to more robust solutions.

Benefits of an Innovator's Mindset Adopting an innovator's mindset brings several benefits for individuals and organizations. It fosters creativity, opening avenues for development and progress. Moreover, it keeps organizations agile and competitive in ever-changing markets. With the right mindset, innovators drive meaningful progress that can shape industries and society.

Steps to Cultivate the Mindset Anyone can cultivate an innovator's mindset by committing to continuous learning and engaging with diverse ideas. Exploring knowledge beyond your comfort zone and remaining persistent, even when faced with adversity, is important. These steps encourage the curiosity, resilience, and adaptability necessary for success.

Conclusion In conclusion, how innovators think is grounded in a mindset that prioritizes curiosity, resilience, and adaptability. These traits enable individuals to challenge the status quo, pursue groundbreaking ideas, and drive meaningful progress. By cultivating these key elements, anyone can adopt the mindset needed to make a lasting impact on the world.

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The role of a Chief Innovation Officer (CINO) has become increasingly critical in today's fast-paced business landscape. As a relatively new member of the C-suite, the CINO serves as the driving force behind transformation and progress. However, this position is often fraught with challenges, with many CINOs having a brief tenure of fewer than two years. To succeed, one must navigate opportunities and obstacles with eyes wide open, understanding the key responsibilities of this innovative leadership role.

Understanding the Chief Innovation Officer (CINO) Role The CINO's position may be relatively new, but its importance quickly becomes recognized at the executive level. Unlike traditional C-level roles like the Chief Executive Officer (CEO) or Chief Financial Officer (CFO), the Chief Innovation Officer creates a culture of innovation and ensures that the organization stays ahead of the curve in a rapidly changing market. However, CINOs often face unique challenges that contribute to their high turnover. Among these are unrealistic expectations, limited resources, and organizational resistance to change. This makes it critical for organizations and leaders to clearly understand the role of a CINO to enable it to succeed.

Role Comparison: CINO vs. Other C-Level Executives One of the key insights into the CINO role is that the early Chief Information Officers (CIOs) experienced similar challenges, particularly in terms of short tenure and unclear objectives. Over time, the CIO role has evolved, with average tenures now aligning closely with those of the CEO and CFO, often around five years. There are valuable lessons CINOs can learn from the evolution of the CIO role, including how to manage expectations and build stronger alignment with other business leaders.

Reasons for High Turnover A major factor behind the high turnover of CINOs is the disconnect between their role and organizational expectations. Organizations bring in many CINOs with the hope of immediate transformation, but innovation takes time and requires sustained commitment from the entire team. Expecting a CINO to drive change without clear, stable objectives or adequate resources sets the stage for failure. Additionally, an organizational culture that resists change can significantly hamper the CINO's efforts.

Strategies for Success as a Chief Innovation Officer To thrive as a Chief Innovation Officer, it's essential to establish clear, aligned goals that resonate with the company's strategic vision. CINOs must work closely with other C-level executives and internal influencers to fully integrate their innovation efforts into the broader organizational strategy. Developing a detailed roadmap can provide the necessary guidance to steer innovation efforts, ensuring the CINO stays on track.

A successful CINO also understands the importance of fostering a culture of innovation. This means creating an environment that values creativity, encourages risk-taking, and supports experimentation. The CINO must act as a cultural architect, helping to shape a company-wide mindset that embraces innovation.

Effective Communication and Adaptability One of the most important skills for a Chief Innovation Officer is communicating their vision clearly and persuasively. CINOs must build stakeholder buy-in through strong relationships and effective communication to advance the innovation agenda.

Additionally, adaptability and resilience are essential traits for a CINO. As the business environment evolves, the CINO must be able to pivot strategies while focusing on long-term objectives. Regular reflection on personal goals and organizational needs helps build resilience, contributing to long-term success.

Conclusion: Building a Legacy of Innovation Ultimately, success as a Chief Innovation Officer hinges on dedication, strategic foresight, and fostering collaboration across the organization. CINOs must balance their leadership with a team-oriented mindset, prioritizing humility and collective progress. With the right approach, a CINO can transform a brief tenure into a lasting legacy of innovation.

By understanding the challenges and opportunities of the Chief Innovation Officer role, organizations can empower these leaders to drive meaningful change and build a culture that embraces continuous innovation.

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With innovation fast-evolving, the terms innovation lab and innovation studio are often thrown around interchangeably, especially in Silicon Valley. However, despite their seemingly similar purposes, these two entities serve distinct roles in the journey from idea to implementation. Understanding their nuances can help organizations choose the right approach for their goals.

What is an Innovation Studio? Ideas take shape in an innovation studio and become tangible products or services. Studios focus on transforming concepts into reality with clear deliverables. They typically adopt a design-centric approach, making them creative allies in product development.

Key characteristics of an innovation studio include:

• Focused Product Development: Studios concentrate on developing and launching new products or services, integrating seamlessly into existing business processes.
• Design-Centric Approach: They use a design-driven methodology to solve problems, ensuring that the end product is functional and aesthetically pleasing.
• Small to Medium Teams: Innovation studios often operate with small to medium-sized teams, allowing agility and swift iterations.

What is an Innovation Lab? In contrast, an innovation lab constantly pushes the boundaries of what’s possible, serving as a playground for exploration. Labs dive into uncharted territories, experimenting with ideas that could redefine industries.

Key characteristics of an innovation lab include:

• Experimental Freedom: Labs function independently from immediate business objectives, offering a safe space for radical experimentation and breakthroughs.
• Long-Term Focus: Unlike studios, labs are not tied to specific products or services but aim for long-term exploration, often looking three to eight years into the future.
• Significant Resources: Innovation labs typically require substantial investment in people, money, and ecosystem support, given the scope of their exploratory activities.

Innovation Studio vs. Innovation Lab: Which One Do You Need? Deciding between an innovation studio and an innovation lab depends on your organization’s goals and resources.

• An innovation studio is your best bet if you want to develop and launch a product with clear deliverables. It’s about taking ideas from concept to market with precision.
• On the other hand, if your goal is to explore new technologies or business models without the pressure of immediate returns, an innovation lab provides the space and resources to experiment freely.

Real-World Examples To put things into perspective, consider some real-world examples:

• Innovation Labs: Amazon Lab126, HP Labs, and IBM Research are renowned for their deep exploratory work, often leading to groundbreaking innovations that shape entire industries.
• Innovation Studios: IDEO, Frog Design, and Red Design are leaders in the innovation studio space, known for transforming creative ideas into market-ready products.

Conclusion Both innovation labs and innovation studios play crucial roles in the innovation ecosystem, but they cater to different needs. Whether you need a structured approach to bring a product to market or a space to explore revolutionary ideas, understanding the difference between an innovation lab and an innovation studio will ensure you choose the right path for your organization’s innovation journey.

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Creating an innovation studio is essential for fostering creativity, developing ideas, and transforming concepts into reality. Whether you're an inventor, a designer, or a creative professional, having a dedicated space for your work is crucial. In this episode, we'll walk you through building your innovation studio, inspired by my experience setting up a multifunctional space that caters to various aspects of innovation.

The Importance of a Dedicated Space Your innovation studio doesn't need to be a grand space; it can be as simple as a corner in your bedroom or a small office. What's important is having a dedicated area to focus solely on your creative endeavors. When I first started, my studio was a small desk in the master bedroom. Over time, it evolved into a 1200-square-foot space designed to meet my needs.

A dedicated innovation studio allows you to create an environment conducive to your workflow. Whether recording a podcast, designing a prototype, or brainstorming ideas, your studio should be where creativity flows freely.

Designing Your Innovation Studio When designing your innovation studio, consider the different activities you'll conduct in the space. My studio, for example, is divided into several zones, each with a specific purpose:

• Audio and Video Production Zone: We optimized this area for recording podcasts and YouTube videos. It features sound suppression materials, custom-built tuning panels, and suspended lighting to ensure the best audio and visual quality.
• Prototyping Zone: Equipped with 3D printers, laser cutters, and other tools, this zone is where I bring ideas to life. Whether I'm building rough prototypes for startups or developing my concepts, I designed this space to facilitate hands-on innovation.
• Zoom Collaboration Zone: As virtual meetings have become a staple of modern work, having a dedicated area for Zoom calls is essential. This part of the studio has a TV, a comfortable seating arrangement, and a setup that ensures seamless communication.

Key Considerations for Your Innovation Studio When building your innovation studio, there are several key factors to keep in mind:

• Space Utilization: Make the most of the space you have. If you're working with a smaller area, consider multifunctional furniture and storage solutions that maximize efficiency.
• Sound Management: Whether you're recording audio or want a quiet space to focus, managing sound is crucial. Incorporate materials that suppress and tune the acoustics to create an optimal environment.
• Lighting: Proper lighting is essential, especially for video production. Consider installing a lighting grid to eliminate the need for floor-standing lights, which can clutter the space.
• Flexibility: Your innovation studio should be adaptable. As your projects evolve, so too should your workspace. Incorporate elements allowing easy reconfiguration, such as rolling tool chests or movable desks.

The Journey of Building My Innovation Studio My innovation studio has undergone several transformations since its inception. What started as a simple setup has grown into a comprehensive space where I can ideate, prototype, and collaborate with others. The ongoing process of refining the studio has taught me the importance of flexibility and the value of a well-designed workspace.

As I continue building and optimizing my innovation studio, I encourage you to think about your space. What do you need to bring your ideas to life? How can you create an environment that supports your creative process? Whether starting with a corner of a room or designing a full-fledged studio, the key is to make it your own.

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How to Prioritize Time Off to Boost Your Creativity and Innovation

In today's fast-paced world, taking breaks is often underestimated. However, prioritizing time off is crucial to boost creativity and innovation. This simple yet effective strategy can significantly enhance productivity and lead to groundbreaking ideas.

The Importance of Disconnecting During a two-week vacation with my family, I experienced firsthand the benefits of being completely disconnected from work. The trip, which included a cruise to Alaska, provided a much-needed digital detox. By avoiding broadband and only checking essential emails sporadically, I could enjoy the scenery and the company of my loved ones without the constant distraction of work. This break from the digital world was refreshing and crucial for my mental well-being and creativity.

Implementing a True Disconnect Policy At CableLabs, where I serve as CEO, we have a strict paid time off (PTO) policy. When employees go on vacation, they genuinely disconnect from work. This means appointing a proxy to handle responsibilities and make decisions in their absence. Trust is essential in this process, as the proxy must be well-prepared to take on these duties. This policy ensures that employees can fully disconnect and recharge, leading to more creativity and innovation when they return.

Key Points:

• Appoint a proxy to handle responsibilities during PTO
• Ensure the proxy is well-prepared and trusted
• Enforce strict rules to prevent employees from checking emails or joining calls during their break.

Digital Detox: A Path to Enhanced Creativity Taking a digital detox is not just about avoiding work emails; it's about breaking free from the constant barrage of digital information. During my vacation, I couldn't access my usual sources of information and news, which allowed my mind to rest and recharge. This break from the digital world provided a fresh perspective and renewed energy vital for creativity and innovation.

Tips for a Successful Digital Detox * Choose Locations with Limited Connectivity: If self-discipline is challenging, select vacation spots with little internet access. This forces a complete disconnect. * Use Apps to Limit Digital Access: Applications like Freedom can help by blocking access to the internet for a set period, ensuring you stay disconnected. * Plan Vacations Strategically: Align your vacations with times when work responsibilities are minimal, allowing for a more relaxed and stress-free break.

Key Points:

• Pick remote locations for vacations
• Use apps like Freedom to block digital access
• Plan vacations during less busy work periods

Prioritize Time Off for Long-Term Benefits It's important to prioritize time off for immediate relaxation and long-term productivity and creativity. Regular breaks can prevent burnout and ensure a steady flow of innovative ideas. Our company encourages unlimited vacation time, allowing employees to take extended breaks without worrying about approval. This flexibility helps them balance work and personal life, reducing stress and enhancing overall performance.

Unlimited Vacation: A Bold Approach * Flexibility and Balance: Employees can take extended vacations, ensuring they return to work refreshed and full of new ideas. * Coordination and Planning: Proper planning ensures that projects and programs continue smoothly, even during extended breaks. * Trust and Responsibility: Empowering employees with the freedom to take time off builds trust and encourages a healthier work-life balance.

Key Takeaways:

• Unlimited vacation offers flexibility and reduces stress
• Proper planning ensures continuity of work
• Building a culture of trust and responsibility is essential

Conclusion To boost your creativity and innovation, it's essential to prioritize time off. Disconnecting from work and the digital world allows your mind to rest and recharge, enhancing productivity and groundbreaking ideas. By implementing policies that encourage true disconnection and offering flexible vacation options, you can create a work environment that values balance and fosters innovation. So, take that break, enjoy your time off, and return with renewed energy to change the world.

Remember, prioritizing time off is not just a luxury—it's a necessity for sustained creativity and innovation.

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How Travel Impacted Our Family and My Career

Travel has always played a pivotal role in shaping my career and family life. During a recent podcast episode, I shared how travel influenced us unexpectedly. Here's a deeper dive into how embracing travel transformed our experiences and led to numerous opportunities.

Travel and Family: Creating Lifelong Memories Our journey with travel began with a desire to combine work with family time. My wife and I decided to homeschool our children starting in 1987, which allowed us the flexibility to take them on my business trips. This decision wasn't just about education but about enriching our kids' lives with experiences beyond textbooks.

• New York: During a six-month consulting gig, my children explored the city and learned about its rich history and diverse culture.
• London: We spent significant time in the UK, teaching our kids to navigate the London Underground and appreciate British heritage.
• Paris and Milan: These cities offered unique cultural experiences, from Paris's art to Milan's fashion.

This approach gave our children a worldly perspective, preparing them to navigate and appreciate diverse environments. It wasn't just about the destinations; it was about the journey and the invaluable life lessons learned along the way.

The Role of Travel in My Career Travel has significantly impacted my career trajectory. Early on, I realized the importance of prioritizing experiences over immediate financial gains. This shift in mindset came from a profound piece of advice: focus on the value and experience you bring to your roles, and financial rewards will follow.

Key Career Insights from Travel 1. Adaptability: Traveling for work, whether for consulting or speaking engagements, taught me to adapt quickly to new environments and cultures. This adaptability proved invaluable in various professional settings, from high-stakes negotiations to collaborative projects with international teams. 2. Networking: Attending global conferences and events expanded my professional network, connecting me with experts and innovators worldwide. These relationships often led to unexpected opportunities and collaborations. 3. Work-Life Balance: I maintained a healthy work-life balance by incorporating travel into our family life. This approach ensured that I remained productive without sacrificing precious family moments.

Travel and Content Creation In this episode, I shared insights on creating content, personal growth, and balancing positive and negative feedback. Our mobile studio, the Prevost bus, has been a game-changer. It allows us to travel and produce content simultaneously, ensuring we never miss an episode. The bus has impacted my career and our family priorities, enabling us to explore and learn together.

Prioritize Your Values in Career Choices As has been the topic of recent episodes, listeners must prioritize their values and make career choices that align with them. The choice my wife and I made in homeschooling our kids back in 1987 allowed the family to travel extensively and gain valuable experiences. While my early career was as a consultant, my family benefited by traveling with me to major cities like New York, London, Paris, and Milan, providing our kids with a global perspective and their role.

Travel: A Lifelong Learning Experience Travel is more than just a career tool; it's a lifelong learning experience. It's about gaining insights, building resilience, and understanding the world from different viewpoints. Travel has been a way to stay connected, learn continuously, and grow personally and professionally for my family and me.

Conclusion: Balancing Career and Family Goals If we boil down my advice, it is vital to prioritize career and family goals, take breaks to recharge, and return from time away ready to change the world. Embrace travel, prioritize your values, and watch how it transforms your life and career.

Feel free to reach out if you have questions or topics you'd like me to address in future episodes. Here's to more adventures and continued growth, both on the road and in our careers.

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The worst career advice I have ever received led me down a path that failed to result in success. Early in my career, I was advised to chase jobs based on salary and stability, with voices telling me to work for big, secure companies. However, I quickly learned there were better moves than prioritizing finances over family, personal growth, and gaining new experiences.

Chasing Salary and Stability Many well-meaning people advised me to focus on jobs with the highest salary and the most stable environment. They believed that financial security would bring long-term happiness and career satisfaction. However, this approach stifled my growth and limited my opportunities to learn new skills.

One significant turning point came when I took a 30% pay cut to work at a company that promised invaluable learning experiences. This decision felt risky and counterintuitive, especially considering the prevailing wisdom to prioritize financial stability. However, it turned out to be one of the best decisions of my career. The new role accelerated my professional growth, and I gained skills that opened doors to more excellent opportunities.

The Value of Experience Over Money Focusing on the value I could bring to an organization and the experiences I could gain proved far more rewarding than chasing higher paychecks. By emphasizing personal and professional development, I found that financial rewards naturally followed. My career flourished because I prioritized growth and learning over immediate financial gain.

This approach led me to adopt the principle of never negotiating my starting salary or asking for raises. Instead, I concentrated on how I could create high value and impact within the organizations I joined. This mindset shifted my focus from short-term financial gains to long-term career development and satisfaction.

Prioritizing What Truly Matters If I don't prioritize financial gains, what do I prioritize? I follow five criteria: faith, family, friends, fitness, and finances. This framework has guided me for decades, helping me maintain a balanced and fulfilling life. When I keep my priorities correctly, finances tend to take care of themselves.

Key Takeaways: * Chasing salary and stability can lead to missed personal and professional growth opportunities. * Focusing on experience and the value you can bring to an organization often leads to greater long-term rewards. * Prioritizing key life aspects like faith, family, friends, fitness, and finances creates a balanced approach to career and life. * Avoiding salary negotiations and focusing on creating high impact can shift the focus to more meaningful career development.

In summary, the worst career advice I received taught me the importance of prioritizing growth and experiences over immediate financial gains. I have achieved greater career satisfaction and long-term success by focusing on what truly matters.

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During a recent lunch with interns, I shared the best career advice I ever received. Bob Davis, my mentor who hired me for my first job as a software programmer, imparted wisdom that has guided my career trajectory. Bob saw my potential and advised me to build more than technical skills. He moved me through various departments: IT, marketing, finance, and sales. Each rotation lasted six months, giving me insights into how different parts of the organization worked and how to communicate with non-technical people.

Embrace the T-Shaped Career This experience broadened my skills and led to a T-shaped career. It would be best to have depth in one area and a broad understanding across fields and industries. This approach has helped me in various roles, from advanced microprocessors to artificial intelligence and mobile technology. The best career advice involves gaining expertise in one area while seeking broad experiences. This method proved invaluable in my career success at Hewlett Packard and CableLabs, where I interact with diverse professionals worldwide.

Avoid Frequent Job Hopping The second best career advice I received was to avoid frequent job hopping. A long-term commitment to one company can provide valuable networks and growth opportunities. If offered a chance to gain new experiences, and you feel it would build out your "T," say yes, even if you do not know how to do the job initially. Staying with one company long enough to gain in-depth experience and build strong relationships can offer a solid foundation for career growth.

Best Career Advice for Success 1. Gain Deep Expertise and Broad Experience: Focus on becoming an expert in one area while acquiring knowledge in various job functions and industries. This dual approach prepares you to communicate and solve problems effectively at all levels. 2. Engage in Different Job Functions: By rotating through different departments, you can understand the inner workings of an organization and improve your ability to work with diverse teams. 3. Stay Creative and Dedicated: Continuously look for ways to innovate and improve your field. Dedication to your craft and a willingness to learn will set you apart in any industry. 4. Commit to Long-Term Goals: Avoid the temptation to switch jobs frequently. Instead, focus on building a career that allows for growth and development within one or a few organizations.

Building Your T-Shaped Career To build a T-shaped career, follow these steps:

• Seek Rotational Opportunities: Look for roles that offer the chance to work in various departments. This will help you gain a broad understanding of different functions within the company.
• Pursue Cross-Disciplinary Projects: Engage in projects that require collaboration across different fields. This will enhance your ability to work with diverse teams and solve complex problems.
• Invest in Continuous Learning: Take courses, attend workshops, and seek mentorship to deepen your expertise in your chosen field while expanding your knowledge base.
• Network Within and Outside Your Industry: Building connections with professionals in various fields can provide insights and opportunities you might not encounter within your immediate circle.

Conclusion The best career advice centers around developing depth and breadth in your expertise. Embrace a T-shaped career by seeking diverse experiences and committing to long-term goals. This approach will make you a versatile professional and prepare you to tackle challenges and seize opportunities in any industry.

If you have questions or need further career advice, please share them at PhilMcKinney.com. Stay dedicated, keep learning, and pursue your career with passion and creativity. Cheers to your future success!

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Mapping Out Your Innovation Career Path

Having a well-defined career path is crucial for anyone aspiring to establish a successful career in innovation. The rapidly evolving landscape of innovation jobs demands a strategy to navigate its complexities effectively. An innovation career path serves as a roadmap, providing clarity on the progression and milestones necessary to achieve your professional goals. It helps you identify the critical skills and experiences required at each stage, ensures you stay aligned with industry trends, and facilitates continuous growth and learning. A clear career path empowers you to make informed decisions, seize opportunities promptly, and maintain a focus on your long-term vision.

Exploring Different Roles Embarking on a career in innovation offers a multitude of exciting opportunities that cater to diverse interests and skill sets. To build a successful innovation career, it is essential to understand the various roles available and how each can contribute to your professional journey. By exploring these roles, you can identify where your strengths and passions align, allowing you to make informed choices and strategically plan your career path in innovation.

Product Manager Product managers in the innovation field oversee the development and lifecycle of new products. They identify market needs, define product vision, and work closely with engineering, marketing, and other departments to ensure successful product launches.

Key Skills Required:

• Strong communication and leadership skills
• Market research and analytical capabilities
• Strategic thinking and problem-solving
• Understanding of product development lifecycle

Pros:

• Opportunity to drive the creation of groundbreaking products
• High visibility within the company
• Diverse responsibilities and a dynamic work environment

Cons:

• High-pressure role with significant responsibility
• Requires balancing multiple stakeholder interests
• Long development cycles can delay seeing results

Research & Development (R&D) R&D focuses on researching new technologies, materials, and methods to create innovative solutions. Their work often involves conducting experiments, analyzing results, and collaborating with other researchers.

Key Skills Required:

• Strong technical and analytical skills
• Creativity and innovative thinking
• Proficiency in specific scientific or engineering disciplines
• Ability to work independently and as part of a team

Pros:

• Hands-on involvement in cutting-edge research
• Intellectual stimulation and the opportunity to solve complex problems
• Potential for significant contributions to scientific and technological advancements

Cons:

• Research can be time-consuming and resource-intensive
• Potential for high levels of uncertainty and project failures
• Requires continuous learning and staying updated with the latest developments

Innovation Consultant

Innovation consultants help organizations develop and implement innovation strategies. They diagnose challenges, propose actionable solutions, and assist in driving change within companies.

Key Skills Required:

• Excellent problem-solving and analytical skills
• Strong interpersonal and communication abilities
• Deep understanding of innovation processes and methodologies
• Project management and organizational change expertise

Pros:

• Exposure to a variety of industries and projects
• Opportunities to work with top executives and decision-makers
• Rewarding role in driving transformation and business success

Cons:

• The role may require extensive travel and long hours
• High expectations for delivering impactful results
• Need to continuously adapt to different organizational cultures and industry nuances

Design Thinker Design thinkers apply a human-centered approach to problem-solving that involves understanding user needs, brainstorming creative solutions, prototyping, and testing.

Key Skills Required:

• Empathy and user-centric mindset
• Proficiency in ideation and brainstorming techniques
• Rapid prototyping and iterative testing skills
• Strong communication and storytelling abilities

Pros:

• Opportunity to create meaningful, user-centric innovations
• Involvement in a dynamic and creative process
• A collaborative work environment with diverse perspectives

Cons:

• Can be challenging to balance user desires with business goals
• Requires frequent iteration and refinement of ideas
• Potential for high levels of ambiguity and uncertainty in the early stages

Create a Personalized Career Map Creating a personalized career map is essential for achieving long-term professional success. It provides you with a clear roadmap to navigate your career journey, ensuring you remain focused and motivated.

Steps to Craft a Career Map 1. Self-Assessment * Conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to understand your internal and external factors. * Identify your core values and what you want from a career. * Reflect on past experiences to determine what you enjoyed and excelled at in previous roles. 2. Set Clear Goals * Set clear, actionable goals by using the SMART criteria (Specific, Measurable, Achievable, Relevant, and Time-bound). * Break down long-term goals into smaller, manageable milestones. * Regularly review and adjust your goals to stay aligned with your evolving aspirations. 3. Research Careers * Conduct informational interviews with professionals in fields of interest. * Use online resources, job boards, and professional networks to explore different industries and job roles. * Identify the required qualifications, skills, and experiences needed for each career path. 4. Develop a Skill Acquisition Plan * Enroll in relevant courses, workshops, or certifications to build necessary skills. * Seek out mentorship opportunities. * Pursue hands-on experience through internships, volunteer work, or side projects. 5. Build a Professional Network * Attend industry conferences, seminars, and networking events. * Utilize social media platforms like LinkedIn to build and maintain professional relationships. * Join professional organizations or groups related to your career interests. 6. Implement and Review * Set regular intervals to review and update your career map. * Track your accomplishments and setbacks to understand your progress. * Stay flexible and open to new opportunities.

Building Experience in Innovation Gaining experience in innovation requires hands-on practice, which can be effectively achieved through internships, entry-level positions, and even stepping down to a role that better aligns with your long-term goals.

Tips for Gaining Experience:

• Take advantage of internships and entry-level opportunities.
• Participate in collaborative projects and brainstorming sessions.
• Seek mentorship from experienced innovators.
• Volunteer for organizations or projects related to your career interests.
• Document your experiences by creating a portfolio.

By following the steps outlined, you will have created a personalized career map tailored to your individual goals and aspirations. Remember to review and update it regularly as your priorities and circumstances change. Use it as a guide to navigate your professional journey, staying focused on your long-term vision while remaining adaptable to new opportunities. With this roadmap in hand, you are well-equipped to build a successful innovation career path. Stay determined, stay motivated, and never stop learning. Cheers to your future success!

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A career in innovation means positioning yourself at the forefront of change, constantly seeking new ideas and approaches to solve problems and create value. It involves a continuous improvement mindset and a willingness to challenge the status quo. Innovators drive progress by blending creativity, analytical thinking, and a deep understanding of emerging trends and technologies. However, innovation is not just about developing new ideas; it also requires turning them into tangible results.

Assessing Your Interest Did you know that the vast majority of jobs that will exist in 2030 have yet to be invented? Embrace innovation today, and you'll be shaping the future, not just living in it.

The first step in building a successful career in innovation is to assess your interest and passion for the field. Are you naturally curious about new ideas and technologies? Do you enjoy experimenting and problem-solving? These are essential traits that define successful innovators. Take some time to reflect on your interests and strengths. Look for opportunities to immerse yourself in innovation through reading, attending workshops and conferences, or conversing with others in the field. This will help you gauge your level of interest and determine if a career in innovation is right for you.

Education and Learning Investing time and effort into educating yourself about the latest trends and technologies driving innovation in your industry is crucial. This can involve pursuing a formal education, such as a degree in business or engineering, or taking online courses and certifications to expand your knowledge. Learning is an ongoing process, so commit to continuously seeking new knowledge and skills throughout your career.

Formal Education Degrees in engineering, computer science, business, and design provide a robust theoretical and practical grounding. These programs often include coursework that fosters analytical thinking, problem-solving, and project management—critical competencies for any innovator.

Online Courses Online courses and workshops can significantly enhance your skill set, either in place of a degree or to supplement your formal education. Platforms like Coursera, Udacity, and edX offer numerous courses tailored to innovation, entrepreneurship, and new technologies. For example, Stanford's "Innovation and Entrepreneurship" course on Coursera comprehensively introduces the field. These courses keep you current with emerging trends and tools, essential in a rapidly evolving field.

Workshops and Boot Camps Workshops and boot camps offer hands-on experience that can be pivotal in applying theoretical knowledge to real-world scenarios. These immersive learning environments often focus on design thinking, rapid prototyping, and agile methodologies, providing you with practical skills to drive innovation projects forward.

Basic Skills Needed To excel in a career in innovation, cultivating a robust skill set is essential. Here are some fundamental skills that will serve you well:

• Critical Thinking: Evaluate complex problems from multiple angles and devise creative, effective solutions.
• Communication: Convey your innovative ideas clearly and effectively to stakeholders, team members, and potential investors.
• Project Management: Plan, organize, and lead innovative projects efficiently using tools and methodologies like Agile and Scrum.
• Coding and Data Analysis: Proficiency in languages like Python, JavaScript, or SQL, along with the ability to interpret data and generate insights.
• Collaboration: Work effectively within a team, leveraging diverse perspectives and expertise.
• Resilience and Adaptability: Persist in the face of adversity and stay flexible in a rapidly changing landscape.

Networking and Mentorship Networking and mentorship are critical elements in establishing a successful career in innovation. Forming solid professional connections and seeking mentorship can accelerate your growth and development.

Building a Professional Network Building a robust professional network is fundamental for a thriving career in innovation. Here's how to effectively grow your network:

• Attend Industry Conferences and Events: Meet like-minded professionals and thought leaders.
• Join Professional Organizations: Engage with peers and leaders in innovation and entrepreneurship.
• Use Social Media and Online Platforms: Leverage LinkedIn and other platforms to connect with industry professionals.
• Engage in Collaborative Projects: Work on collaborative projects to build relationships and trust.
• Offer Value: Show your skills, knowledge, and assistance to others in your network.

Finding Innovation Mentors Innovation mentors are pivotal in shaping your path toward becoming a successful innovator. They provide technical guidance and emotional support, helping you navigate the complexities of the innovation landscape.

How to Find an Innovation Mentor * Identify Your Needs: Define what you need help with. * Leverage Your Network: Utilize your existing network to find potential mentors. * Attend Industry Events: Engage with professionals willing to share their knowledge. * Seek Recommendations: Ask colleagues, professors, or other mentors for recommendations. * Use Mentorship Platforms: Platforms like Intro and LinkedIn's Career Advice feature can match you with mentors.

Innovation Career Path Navigating a career path in innovation is both challenging and rewarding. Innovation roles exist across diverse industries, from tech startups and established corporations to academia and non-profits. As an innovator, you'll harness your creativity, problem-solving skills, and technical acumen to develop groundbreaking products, services, and processes. This career path demands continuous learning, adaptability, and a proactive approach to adopting new technologies and methodologies.

Conclusion Embarking on a journey in innovation is not just a career choice; it's a commitment to drive change, push boundaries, and envision the impossible. Exploring professional networks, mentorship opportunities, and career path options lays the foundation for a limitless future. By cultivating relationships, leveraging the wisdom of seasoned mentors, and continuously honing your skills, you are preparing yourself for a highly successful career in innovation. In future episodes, I will share more insights, tips, and strategies for building a career in innovation. Remember, the only limit is your imagination. Keep pushing boundaries and creating a future that surpasses expectations.

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Have you ever felt stuck staring at a blank page, struggling to find the spark to ignite your next great idea? Inspirational thinking skills often trigger that elusive moment where everything clicks, and your creativity flows effortlessly. These skills are the secret sauce behind groundbreaking innovations and the driving force that can turn mundane tasks into exciting opportunities. Imagine tapping into a wellspring of limitless possibilities, where your mind can explore new territories and solve problems in ways you never thought possible. Whether you're an artist, a student, or a professional tackling complex projects, embracing inspirational thinking can unlock the door to your human ingenuity and creativity.

The Concept of Inspirational Thinking Inspirational thinking involves harnessing your imagination to see things in a new light. It starts with the simple yet powerful act of envisioning possibilities beyond the immediate, mundane realities. When you practice inspirational thinking skills, you can dream big and explore ideas without limitations. This mindset can break down barriers, fostering a mindset open to innovation and unconventional solutions.

Inspiration acts as a catalyst, lighting up the creative pathways in your brain and enabling you to connect seemingly unrelated ideas. For example, an artist might find new techniques by drawing inspiration from nature, or a scientist could spark a breakthrough by thinking about a problem from a different industry. Inspirational thinking fuels creativity by encouraging you to think outside the box, turning abstract thoughts into tangible outcomes.

The Importance of Inspirational Thinking Skills Driving Innovation and Progress Inspirational thinking skills are crucial as they are the bedrock for innovation and progress across various fields. By envisioning possibilities beyond the current status quo, this approach encourages individuals and teams to venture into uncharted territories, pushing the boundaries of what is possible.

Sustaining Motivation and Morale Inspirational thinking sustains motivation and morale during difficult times or complex projects. It infuses optimism and a can-do attitude, essential for overcoming obstacles and achieving long-term goals. When individuals believe in the value of their ideas and the potential for success, they are more likely to remain committed, resilient, and proactive.

Fostering Collaboration and Teamwork Inspirational thinking fosters collaboration and teamwork. When one person's ideas inspire others, it creates a dynamic exchange of perspectives, leading to more comprehensive and innovative solutions than anyone can achieve in isolation. The collective power of a team resonating with shared vision and creativity has the potential to produce extraordinary outcomes.

Benefits of Inspirational Thinking Here are some key benefits of incorporating inspirational thinking skills into your daily life and work:

• Enhanced Problem-Solving Abilities: Inspirational thinking opens new avenues for solving complex problems by approaching challenges with a fresh perspective.
• Increased Motivation and Drive: When inspired, you're more motivated to pursue your goals with enthusiasm and determination.
• Improved Collaboration and Teamwork: Inspirational thinking can ignite a spark within a team, fostering a collaborative environment.
• Greater Resilience and Adaptability: It equips you with the resilience to navigate setbacks and adapt to changing circumstances.
• Higher Levels of Confidence: Engaging in inspirational thinking boosts your confidence by reinforcing the belief in your potential to achieve great things.
• Enhanced Creativity: It encourages you to think outside the box and explore uncharted territories, leading to unique ideas and innovative solutions.

Real-World Examples of Inspirational Thinking The Wright Brothers and Powered Flight The pioneering efforts of Orville and Wilbur Wright exemplify inspirational thinking skills. Faced with the challenge of achieving powered flight, they applied unconventional thinking and persistent experimentation, leading to the first controlled, sustained flight of a powered aircraft in 1903.

Elon Musk and SpaceX Elon Musk's vision for SpaceX underscores the impact of bold, inspirational thinking in space exploration. His ambitious goal to reduce the cost of space travel drove the development of reusable rocket technology, revolutionizing the space industry.

IDEO and the Shopping Cart Redesign IDEO applied inspirational thinking to revolutionize the shopping cart. Embracing rapid prototyping and user feedback, they developed a safer, more efficient cart, showcasing how out-of-the-box thinking can lead to innovative solutions.

Conclusion Inspirational thinking skills are a powerful force that can unlock untapped creative potential, driving innovation and progress in ways that transcend the ordinary. By embracing it, individuals and teams can break free from conventional thought patterns and explore uncharted territories of possibility. With the right mindset, tools, and practices, anyone can cultivate an environment that nurtures inspirational thinking.

What will you create with your brand of inspirational thinking?

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This episode is the fourth in a series on mastering creative thinking skills. We delve into an exciting topic that could revolutionize how you tackle problems: Systems Thinking. By the end of this article, you'll understand how to use systems thinking to solve complex problems like a pro. Trust me, this will be a game changer for your creativity and problem-solving skills.

Introduction to Systems Thinking In our modern world, brimming with complex challenges and intricate dynamics, the natural default response is often to simplify a problem by breaking it down into smaller pieces and tackling each individually. While this can be helpful in some cases, it frequently leads to tunnel vision and a narrowed focus on isolated factors rather than the bigger picture. What if I told you there was a better way to approach problem-solving?

Systems thinking is a powerful tool that helps us see beyond immediate symptoms and understand the underlying structures and relationships that drive complex systems. It encourages us to think holistically and consider a system's interconnections, dependencies, and components. But before we dive into the applications of systems thinking, let's define what we mean by "systems."

What is a System? A system is an interconnected set of elements or components that work together to achieve a common goal or objective. Think of it as a puzzle where each piece is unique but necessary to complete the bigger picture. Systems can be found everywhere, from natural ecosystems and organizations to social systems, our bodies, and even our political environment. Understanding systems is vital to solving complex problems.

The Importance of Systems Thinking Holistic Problem-Solving

Systems thinking goes beyond the surface level of a problem. It encourages us to analyze how various system parts are connected and how changes in one part can significantly impact other parts. By considering the bigger picture, we gain a deeper understanding of the underlying causes and are better equipped to develop effective solutions. This holistic approach revolutionizes how we see and think about problems in our day-to-day lives.

Comprehensive and Sustainable Solutions

Unlike reductionist thinking, which focuses on breaking down a problem into isolated elements and solving each component individually, systems thinking forces us to understand the complexity of a system and the interdependencies of all its various factors. This leads to more comprehensive and sustainable solutions to problem-solving.

Benefits of Systems Thinking Before diving into the tools and techniques of systems thinking, let's explore its benefits to entice you to stick through to the end.

1. Improved Problem-Solving Skills

Systems thinking enhances your ability to tackle complex problems by considering the entire system rather than individual components. This approach helps identify root causes and understand hidden factors that, if changed, will have a significant impact.

1. Enhanced Strategic Planning

Systems thinking enables better forecasting and long-term planning by holistically viewing problems or new opportunities rather than as isolated situations. It helps organizations anticipate potential consequences and craft robust, flexible strategies in response.

1. Increased Adaptability

Understanding the interconnected nature of systems allows for greater adaptability and resilience. Systems thinkers can quickly identify and respond to changes within the system, making them better equipped to handle unexpected challenges and disruptions.

Applying Systems Thinking in Various Contexts Business and Organizations

In business, systems thinking can transform how organizations approach problems and opportunities. It encourages leaders to look beyond immediate issues and consider the broader implications of their decisions. This holistic perspective can lead to more effective and sustainable business strategies.

Social Systems

Social systems, such as communities and societies, are inherently complex. Systems thinking can help policymakers and social leaders understand the intricate relationships and dynamics within these systems. They can develop policies and initiatives that address root causes and create positive, lasting change.

Environmental Sustainability

Environmental sustainability is another area where systems thinking plays a crucial role. Ecosystems are highly interconnected, and changes in one part can have far-reaching effects. By applying systems thinking, environmentalists can develop strategies considering the entire ecosystem, leading to more comprehensive and sustainable solutions.

Healthcare

In healthcare, systems thinking can improve patient outcomes and operational efficiency. By understanding the interconnectedness of various healthcare components, administrators and practitioners can develop holistic approaches to patient care, resource allocation, and process improvement.

Tools and Techniques for Systems Thinking Causal Loop Diagrams

Causal loop diagrams are visual tools that help map out system relationships and feedback loops. They allow you to identify critical variables and understand how changes in one part of the system affect others.

Systems Archetypes

Systems archetypes are recurring patterns of behavior within systems. Recognizing these archetypes allows you to anticipate and address common challenges more effectively. Examples of systems archetypes include "Fixes That Fail" and "Shifting the Burden."

Stock and Flow Diagrams

Stock and flow diagrams represent a system's accumulation and movement of resources. They help visualize the flow of materials, information, or money, allowing you to identify bottlenecks and opportunities for improvement.

Scenario Planning

Scenario planning involves creating multiple plausible future scenarios based on different assumptions and variables. This technique allows you to explore the potential impacts of various decisions and develop robust and adaptable strategies.

Conclusion Systems thinking is not just a problem-solving tool; it's a mindset that encourages us to see the world more interconnected and holistic way. Understanding and applying systems thinking can enhance your creativity, problem-solving skills, and strategic planning. Whether you're a business leader, policymaker, environmentalist, or healthcare professional, systems thinking can help you develop more effective and sustainable solutions.

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Welcome back to the Innovators Studio. Today is the third episode in our five-part series on Mastering Creative Thinking Skills. In this episode, we dive into aesthetic thinking and its role in your creative process. Have you ever wondered why some things look cool and make you feel good? I’m here to break it down for you and show you how to apply aesthetic thinking to your creative projects. Trust me, once you start thinking aesthetically, you’ll never look at things the same way again. Stick around because, by the end of this article, you'll see beauty and creativity in a whole new way.

The Essence of Aesthetic Thinking Aesthetic thinking skills involve deliberately considering beauty and design in any creative process. They require awareness of how visual elements, such as color, shape, and texture, combine to produce a pleasing and harmonious effect. Unlike purely functional approaches that prioritize utility and efficiency, aesthetic thinking integrates form and function, ensuring that the end product is helpful, visually, and emotionally appealing.

In contrast to other creative thinking skills, such as convergent thinking, which focuses on logic and structured methods, aesthetic thinking highly values sensory experiences and emotional impact. For example, compare a feature phone to an iPhone. Feature phones are functional and do their job well, but they lack the aesthetic appeal that draws people to Apple products. The iPhone's sleek design and user-friendly interface make it an object of desire, not just a tool for communication.

Why Aesthetic Thinking Matters Aesthetic thinking skills matter because they can transform mundane tasks into memorable moments and ordinary products into objects of desire. In today's fiercely competitive world, it's no longer enough to have a great product or service; you must also package it to capture attention and create an emotional connection with your target audience.

Aesthetic thinking extends to all senses, considering the overall sensory experience, including touch, smell, and sound. For example, a luxury hotel creates an atmosphere of elegance and comfort through its visually appealing decor, the softness of its linens, and the soothing music in the background.

Barriers to Aesthetic Thinking Despite its benefits, several barriers can hinder the cultivation and integration of aesthetic thinking skills:

· Rational Mindset: Educational and professional systems often prioritize rational, analytical thinking over creative aesthetic thought.

· Time Constraints: The urgency to produce results quickly can lead to prioritizing function over form.

· Lack of Exposure: Limited exposure to varied artistic and design experiences can hinder one's ability to think aesthetically.

· Cultural Attitudes: Societal norms that value practicality and efficiency over beauty can discourage aesthetic considerations.

· Fear of Judgment: The subjective nature of beauty can lead to fear of criticism, limiting creative expression.

· Resource Limitations: Aesthetic thinking requires additional time, money, and materials, which may not always be feasible.

· Self-Doubt: Many people doubt their creative abilities and knowledge of aesthetics.

Cultivating Your Aesthetic Thinking Skills To develop your aesthetic thinking skills, follow these steps:

· Engage with Different Art Forms: Regularly expose yourself to various art forms, such as painting, sculpture, music, literature, and theatre.

· Practice Deliberate Observation: Notice the colors, textures, patterns, and compositions in everyday objects and environments.

· Create Regularly: Set aside time for creative activities like drawing, writing, designing, or crafting.

· Study Aesthetic Principles: Familiarize yourself with balance, contrast, harmony, proportion, and rhythm.

· Collaborate with Others: Engage in projects that involve aesthetic considerations to learn new techniques and perspectives.

· Stay Curious: Explore new ideas and forms of artistic expression through workshops and online tutorials.

· Visit Natural Environments: Spend time in nature to enhance your aesthetic appreciation.

Aesthetic Thinking Tools and Techniques Here are some tools and techniques to help you develop your aesthetic thinking skills:

· Mood Boards: Create visual collages that capture the essence of a concept or theme.

· Sketchbooks and Journals: Record ideas, drawings, and reflections to document your aesthetic experiments.

· Photography: Capture and study visual elements such as composition, lighting, and color.

· Design Software: Use tools like Adobe Creative Suite, Canva, or Sketch to create digital art and graphics.

· Color Wheels and Swatches: Explore relationships between colors to ensure a balanced and harmonious palette.

· Critique Sessions: Participate in sessions to receive feedback and discuss your work.

· Workshops and Courses: Enroll in workshops or online courses on various artistic disciplines.

· Inspirational Media: Consume diverse media to understand and apply aesthetic elements.

Conclusion Mastering aesthetic thinking skills is about honing a more profound sense of awareness and intentionality in your creative efforts. By integrating aesthetic principles, you can enhance the creativity you bring to your work, making it more captivating and emotionally engaging. Embrace aesthetic thinking as a vital tool in your creative toolbox, and you'll find yourself confidently navigating challenges and innovating beyond traditional bounds.

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This episode is the second in a series on mastering creative thinking skills. Today, we are focusing on convergent thinking. Convergent thinking sharpens your mind, focusing creativity toward finding not just any solution but the most effective one. Master it, and you turn challenges into opportunities, blending analysis with imagination to unlock unparalleled potential.

What is Convergent Thinking? Convergent thinking is a creative skill that enables individuals to solve problems by narrowing down multiple possibilities to find the best possible solution. Unlike divergent thinking, which involves generating many ideas in a free-flowing, open-ended manner, convergent thinking demands precision, critical analysis, and logical reasoning. Convergent thinking is pivotal in decision-making, especially when people seek clear answers.

Convergent thinking is the silent force behind every decision, from the simplest daily tasks to the most complex projects in the workplace. Its role in shaping our lives and driving progress is undeniable, making its mastery a non-negotiable skill for personal and professional success.

The Science Behind Convergent Thinking Recent research into the neural mechanisms of convergent thinking has shed light on how our brains execute this focused type of problem-solving. Studies utilizing neuroimaging techniques have identified that convergent thinking primarily engages the brain's left hemisphere, which is known for its analytical and logical capabilities. Specifically, areas involved in processing language, memory, and problem-solving tasks show increased activity during convergent thinking exercises. This suggests that the ability to perform convergent thinking is rooted in the fundamental structures of our brain, underscoring its natural basis.

Evidence points to the prefrontal cortex's role in managing the convergent thinking process by evaluating potential solutions based on logic and known information. Researchers find that while convergent thinking relies on well-established neural pathways, they can enhance its efficiency and effectiveness through targeted training and practice. Such findings highlight the impressive plasticity of the human brain and suggest that, even though convergent thinking is a natural cognitive process, individuals have significant potential to develop and improve this skill over time.

Barriers to Convergent Thinking There are numerous barriers to effective convergent thinking, some inherent in our cognitive processes and others arising from external factors. These include:

• Fear of Failure: The fear of failure or making the wrong decision can paralyze individuals, preventing them from committing to a single solution even when they possess all the necessary information.
• Cognitive Overload: Cognitive overload occurs when the brain is bombarded with too much information, leading to decision fatigue and decreased ability to discern the most viable solution.
• Stress: Stress and emotional turbulence can disrupt the brain's logical processing capabilities, impairing convergent thinking.
• Lack of Knowledge/Expertise: A lack of knowledge or expertise in a given area limits our ability to analyze and evaluate possible solutions effectively, making identifying the best course of action challenging.
• Rigid Thinking Patterns: Rigid thinking patterns and reluctance to change or challenge existing beliefs can hinder our ability to apply convergent thinking to its full potential.

These barriers underscore the complexities of optimizing this cognitive process and highlight the need for strategies to overcome these challenges.

Techniques for Effective Convergent Thinking SWOT Analysis SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) is a strategic planning tool that helps individuals and groups identify the best options by evaluating these four critical aspects. This approach encourages a thorough examination of potential decisions.

Criteria Ranking This tool evaluates and compares multiple ideas using a set of criteria. Each option is scored against the criteria, making it easier to see which choice ranks higher overall. This technique is helpful for both individual and group decision-making processes.

Brainstorming Followed by Prioritization People typically associate brainstorming with divergent thinking, but they can pair it with convergent thinking techniques such as prioritization or voting. After generating a wide array of ideas, individuals or groups can evaluate each idea based on predefined criteria to select the most feasible one.

Pros and Cons Lists A list is a simple yet effective tool for weighing the advantages and disadvantages of each option. This method facilitates a clearer understanding of the potential impact of each decision, aiding in the selection of the best course of action.

Fishbone Diagram Also known as an Ishikawa or cause-and-effect diagram, it helps identify the root causes of a problem. Once the underlying causes are understood, converging on the most effective solutions becomes easier by addressing the core issues rather than the symptoms.

Mastering Convergent Thinking Cultivating the Right Mindset * Openness to Experience: Be open to exploring diverse knowledge areas, as this will widen your perspective and enhance your solution-finding capabilities. * Persistence: Convergent thinking often requires persistence to sift through information and ideas to find the best solution. Cultivate the resilience to seek solutions, even when the answer isn't immediately apparent. * Adaptability: Be willing to adapt your approaches based on the problem. Flexibility in thinking ensures you can apply the most appropriate strategies to find solutions.

Targeted Exercises * Daily Decision-Making Practice: Intentionally practice making decisions daily, ranging from simple choices like what to wear to more complex decisions like planning a project. Reflect on the process and outcomes to refine your decision-making skills. * Case Studies Analysis: Regularly analyze case studies relevant to your field or interest. This exercise helps understand the application of convergent thinking in real-world scenarios, focusing on how problems were identified and solved. * Logic Puzzles and Strategy Games: Engage regularly with logic puzzles, strategy games, and similar activities that require you to analyze information and make strategic decisions. These activities train your brain to focus, evaluate, and deduce the optimal path or solution. * Role-Playing Scenarios: Participate in or create role-playing scenarios that require problem-solving. This strategy helps apply theoretical knowledge to practical situations, improving your ability to converge on effective solutions in varied contexts. * Collaborative Problem-Solving: Working on group projects or tasks that require collaborative problem-solving helps you hone your convergent thinking skills. The exchange of ideas and perspectives can lead to more effective solution-finding, broadening your approach to problem-solving.

Conclusion Mastering convergent thinking is not just an enhancement of your cognitive toolkit. By weaving together the threads of critical decision-making, focused analysis, and strategic planning, you can develop a powerful creative thinking approach leading to efficient and effective innovations. This potent blend of creativity and precision prepares you to distill vast oceans of ideas into practical solutions, making it an invaluable skill in today's fast-paced world.

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Mastering Divergent Thinking Skills

Today marks the beginning of a series of episodes introducing you to five creative thinking skills. Future episodes will explore each skill's background, steps, application, and examples. In this episode, we'll explore how mastering divergent thinking skills can transform your life, turning obstacles into opportunities and making the impossible seem possible. Remember to subscribe so you don't miss out on any upcoming episodes. Let's get started.

The Power of Divergent Thinking Harnessing the power of divergent thinking is essential in mastering creative thinking. Divergent thinking is the cornerstone of creativity. It enables individuals and teams to generate multiple solutions to a problem, diverging from linear thinking, which seeks to find one correct solution. You can break free from your usual patterns and tap into your creative potential by using divergent thinking. Today, we'll explore divergent thinking and how mastering it can unlock your creativity.

Background of Divergent Thinking Divergent thinking involves generating many ideas or solutions to a single problem. Imagine opening your mind's toolbox when faced with a challenge and exploring every tool, idea, and approach rather than just reaching for the usual hammer or screwdriver.

History and Development Psychologist J. P. Guilford first conceptualized divergent thinking in the 1950s. During this period, creativity and cognitive processes became central to psychological studies. Guilford distinguished between convergent and divergent thinking, highlighting the latter's role in creativity. While convergent thinking converges on a single, correct solution, divergent thinking generates multiple potential solutions, paving the way for innovative thinking and creativity. Over the decades, this concept has evolved and been embraced as a critical skill for problem-solving and generating novel ideas.

Characteristics of Divergent Thinking Divergent thinking has several critical characteristics that drive its effectiveness:

1. Generates Multiple Solutions: It thrives on generating numerous possibilities without restriction.

2. Promotes Originality: It encourages creating unique and novel ideas, pushing thinkers to explore beyond conventional ideas.

3. Encourages Risk-Taking: It involves exploring the unknown and taking risks, seeing failure as part of the creative process.

4. Flexibility: This enables shifting approaches quickly and viewing problems from multiple perspectives.

5. Non-Linear Thinking: It allows for unexpected connections and conclusions to emerge.

6. Encourages Curiosity and Exploration: A divergent thinker enjoys exploring various possibilities, seeking understanding and multiple approaches.

Comparisons with Convergent Thinking Divergent thinking thrives on quantity, encouraging open-ended exploration beyond traditional boundaries. In contrast, convergent thinking evaluates and chooses among the options generated by divergent thinking. Together, they encompass a full cycle of the creative process. Divergent thinking starts the cycle, while convergent thinking focuses on refining ideas into practical solutions. Each has its place in problem-solving and innovation.

Importance of Divergent Thinking Divergent thinking is crucial in a rapidly changing world. It fosters adaptability, allowing individuals and organizations to thrive in uncertain environments. This approach encourages innovation and continuous improvement, which is particularly valuable in technology and other fields requiring constant advancements. Divergent thinking enhances learning and understanding by examining topics from multiple viewpoints, leading to comprehensive insights and greater empathy. Mastering divergent thinking equips individuals with flexibility, creativity, and resilience to tackle 21st-century challenges.

How to Master Divergent Thinking Mastering divergent thinking involves developing a mindset and skill set that enables endless possibilities. Here are practical steps and exercises to cultivate this capability:

Mindset Shift Adopting a mindset conducive to divergent thinking involves:

1. Fostering Curiosity: Cultivate an insatiable curiosity about the world.

2. Welcoming Failure: See failure as a stepping stone to innovation.

3. Practicing Open-mindedness: Challenge existing beliefs and be open to new ideas.

4. Encouraging Idea Generation without Immediate Judgment: Brainstorm freely without early critique.

5. Seeking Diverse Experiences: Immerse yourself in various environments, cultures, and fields.

6. Practicing Discomfort: Step out of your comfort zone regularly.

Exercises and Practices Enhance your divergent thinking skills with these exercises:

1. Brainstorming Sessions: Regularly engage in brainstorming on various topics.

2. Daily Creativity Challenges: Set a daily creative challenge for yourself.

3. SCAMPER Technique: Use the SCAMPER technique to innovate everyday objects or problems.

4. Thought Experiments: Engage in thought experiments with unusual scenarios.

5. Ask Question: Use a set of questions, like the Killer Question Card Deck from Innovation.

6. Change Your Environment: Alter your surroundings to spark creativity.

7. Reverse Thinking: Start with the desired outcome and work backward.

8. Play and Experimentation: Dedicate time to play and experiment without specific goals.

9. Interdisciplinary Learning: Explore subjects outside your expertise.

When to Use Divergent Thinking Divergent thinking is beneficial in various scenarios, such as:

1. Brainstorming and Ideation Phases

2. Problem-Solving Situations

3. Creative Endeavors

4. Strategic Planning

5. Conflict Resolution

6. Personal Growth

When Not to Use Divergent Thinking However, divergent thinking may not be effective in:

1. Time-Sensitive Decisions

2. High-Risk Environments

3. When Clarity and Simplicity are Required

4. During the Implementation Phase

5. In Highly Regulated Industries

Conclusion In the next episode, we'll focus on convergent thinking and its role in mastering creative thinking skills. Subscribe so you don't miss out on upcoming episodes. In the meantime, cultivate your divergent thinking skills to enhance innovation and unlock new possibilities. Remember, you can develop creativity with practice.

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Are you ready to unleash your full creative potential and take your innovation skills to new heights? In today's fast-paced world, creativity and innovation are essential for success. That's why I'm excited to launch a new series on "Mastering Creative Thinking Skills." This series will explore techniques to help you become a better problem solver and idea generator. Remember, creativity is not limited to a select few; it's a skill anyone can learn and hone over time with practice.

Exploring Creative Thinking Skills Imagine having a powerful toolkit that transforms every challenge into an opportunity for innovation. From breaking down complex problems with Systems thinking to sparking your motivation with Inspirational Thinking, we will dive deep into skills that will make you more creative and dramatically increase your effectiveness. Let's explore the five creative thinking skills together:

Divergent Thinking Divergent thinking is the capability to generate multiple solutions to a problem, exploring as many avenues as possible. Casting a wide net when fishing for ideas prioritizes quantity with the mindset that there will be a few gems worth refining among the many ideas. The optimal time to employ divergent thinking is at the onset of problem-solving processes. Before any attempt to narrow down solutions, it's crucial to explore all potential ideas.

Convergent Thinking Convergent Thinking is the mental process of focusing on a single, optimal solution to a problem from a pool of possibilities generated during divergent thinking. This thinking style involves logical reasoning, critical analysis, and the application of existing knowledge and rules to arrive at a definitive answer. Engage in convergent thinking after exploring various possibilities through divergent thinking.

Aesthetic Thinking Aesthetic thinking goes beyond mere appreciation of the visual; it involves a holistic perception of aesthetics, recognizing the harmony between form and function. Applying aesthetic thinking is critical in areas where the user experience is paramount. This includes, but is not limited to, product design, architecture, digital interfaces, and art.

Systems Thinking Systems thinking helps us see how different parts of a problem or opportunity are connected. It's about understanding that changing one thing can affect many other things, too. Using systems thinking is crucial because it helps us make better decisions. For example, if a school is trying to improve students' health, systems thinking would consider physical education classes, cafeteria food options, mental health resources, and even how much time students spend on screens.

Inspirational Thinking Inspirational thinking is the spark that drives creativity. It involves imagining the best-case scenarios to find a new way to solve a problem. This thinking is critical in keeping us excited and passionate about what we're doing, whether in school, as a hobby, or even when working on a challenging project.

Conclusion Future episodes will focus on one creative thinking skill at a time, providing tips on cultivating and using these skills effectively. With practice, you can learn to use the right creative thinking skills at the right time and in the right way to overcome challenges, generate new ideas, and drive innovation. Remember to subscribe so you don't miss out on the upcoming episodes. In the meantime, start incorporating these thinking skills into your problem-solving and decision-making processes. The more you use them, the stronger they will become, and the more successful you will find innovative solutions.

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The creative process often seems elusive, with the best ideas striking at the most unexpected moments. That magical spark can be exhilarating when an idea materializes seemingly out of nowhere. But how do you harness that creative energy at will rather than waiting for it to strike spontaneously? Many would argue it's impossible, blaming their struggles on the creative block. However, overcoming creative block is achievable and more straightforward than you imagine. In the following sections, I'll share five actionable steps to help you overcome creative block and tap into your creativity whenever needed.

Understanding Creative Block Creative block is akin to writer's block—that feeling stuck when faced with a blank canvas, page, or screen, unable to generate ideas. It's frustrating when your creativity seems to vanish when you need it most. The prevailing myth suggests you must wait for creativity as if an external force controls it. However, the truth is that your creativity never truly leaves you; it's always there, waiting to be accessed.

The Root Causes of Creative Block Several factors contribute to creative block, including fear of failure, perfectionism, burnout, and a lack of routine. Fear of failure often prevents people from starting a creative endeavor, while perfectionism leads to procrastination as individuals wait for ideal conditions. Burnout can result from prolonged creative efforts without adequate rest or relaxation, while a lack of routine makes it difficult to sustain creativity consistently.

Five Steps to Overcome Creative Block Step 1: Establish a Routine Establishing a structured creative routine is crucial for maintaining consistent creativity. Set aside specific times for creative work and prepare your workspace to minimize distractions. Treat your creative time as non-negotiable, blocking it on your calendar to ensure uninterrupted focus.

Step 2: Embrace Imperfection Learn to embrace imperfection and be willing to accept that your first attempts may not be perfect. Perfectionism can be paralyzing, hindering your creative process. By embracing imperfection, you free yourself from the pressure to produce flawless work and allow yourself to experiment and grow.

Step 3: Seek New Experiences Break out of your routine and seek new experiences to stimulate your creativity. Engage in activities outside your comfort zone, travel to new places, or join clubs and communities that expose you to different perspectives. New experiences feed your subconscious mind, sparking fresh ideas and insights.

Step 4: Practice Self-Care Prioritize your mental and physical well-being to support optimal creativity. Take breaks, engage in hobbies unrelated to your creative pursuits, and incorporate exercise into your routine. Recharge your creative energy by taking time to relax and rejuvenate.

Step 5: Collaborate and Share Collaborate with others and share your work to gain valuable feedback and insights. Join online and offline creative communities where you can connect with like-minded individuals and exchange ideas. Sharing your work fosters collaboration and provides opportunities for growth and learning.

Conclusion Overcoming creative block is not about waiting for inspiration to strike; it's about committing to the creative process and taking action. By establishing a routine, embracing imperfection, seeking new experiences, practicing self-care, and collaborating with others, you can overcome creative block and unlock your full creative potential. Remember, your creativity is always within reach—now go out and create something amazing!

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In the competitive landscape of business, innovation isn't just a buzzword; it's the driving force that fuels growth, sustains relevance, and pushes companies into the future. While many organizations focus on cultivating innovation from within, there's an alternative path that's often overlooked—innovation by acquisition. During my decade-long stint as CTO at HP, I was front and center for over 80 acquisitions, all in pursuit of innovation by acquisition. These experiences ranged from roaring successes to cautionary tales, shedding light on the intricate dynamics of integrating innovative ventures into established corporate ecosystems.

The Wall Street Conundrum The challenge? Aligning traditional valuation metrics with the intangible benefits of innovation-driven acquisitions. When companies are acquired for their innovative potential, their valuation often hinges on a 'future promise'—a projection of how their innovations will contribute to new revenue streams, market differentiation, and competitive advantage. This speculative nature makes it tough for investors to gauge the true value of these deals, leading to market skepticism or overenthusiasm.

The Complex Dynamics of Integration Achieving a return on innovation through acquisitions requires more than just integrating new technologies or products. It involves merging distinct corporate cultures, teams, and visions—a task that's easier said than done. Traditional Wall Street valuation models, adept at evaluating tangible assets, often fall short in these complex scenarios. This gap can result in volatile investor reactions, from inflated stock prices to sharp declines.

When Innovation by Acquisition Works What sets apart successful innovation acquisitions from missteps? Clear objectives, defined metrics, and organizational alignment. Pursuing an acquisition with a clear goal of injecting innovation, backed by concrete metrics and aligned with organizational goals, smoothens the integration and value creation process. Yet, achieving this clarity is a challenge. Many leaders, enticed by quick innovation fixes, dive into acquisitions without fully understanding their motivations or exploring alternative paths.

The Road Less Traveled: Alternatives to Acquisition Before diving into acquisitions, leaders should consider less risky, more efficient alternatives. Collaboration forms, like patent licenses or cross-licenses, can offer access to desired technology with lower risk and financial outlay. These approaches also shield companies from Wall Street scrutiny, allowing for more freedom and flexibility in pursuing innovation.

Navigating the Acquisition Maze For those committed to innovation by acquisition, success hinges on understanding what makes these ventures thrive. It's about delving deep into organizational cultures, values, and future visions. It requires meticulous post-acquisition planning to ensure the acquired company's innovative spirit isn't stifled by bureaucratic hurdles or cultural resistance.

Steps to Successful Innovation Acquisition · Identify Strategic Alignment: Ensure the acquisition aligns with long-term strategic goals and innovation objectives.

· Conduct Thorough Due Diligence: Assess the target company’s culture, technology, and market position beyond financials.

· Involve Key Stakeholders Early: Engage leaders and employees from both organizations to foster alignment and address concerns.

· Define Clear Metrics and Goals: Establish concrete metrics for success and guide the integration process.

· Plan for Cultural Integration: Address cultural differences to avoid clashes post-acquisition.

· Focus on People: Recognize the importance of human capital for success and ensure clear communication.

· Maintain Innovation Momentum: Provide the acquired team with autonomy and resources to continue innovating.

· Monitor and Adjust Post-Acquisition: Review integration progress against metrics and adjust strategies as needed.

Key Lessons Learned The journey to successful innovation by acquisition requires a deep, long-term commitment to nurturing the acquired company. Achieving this is incredibly challenging, often requiring substantial effort to shift from a "C" or "D" to an "A-" or "B+". Those claiming consistent success in this arena are likely exaggerating. The true test lies in the retention and promotion of acquired talent within the organization post-acquisition.

The Verdict on Innovation by Acquisition Is innovation by acquisition a guaranteed path to corporate renewal and growth? The answer is nuanced. While it can be a powerful engine for innovation when executed correctly, it's not a one-size-fits-all solution. It requires a strategic mindset, recognizing value where others see complexity. The road is challenging but filled with opportunities for growth and transformation. Success lies in approaching acquisitions with open eyes, recognizing their complexity, and committing to fostering innovation at every step.

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The term "innovation theatre" has become increasingly prevalent in today's competitive landscape. It refers to the superficial acts organizations undertake to appear innovative without genuinely committing to the hard work of genuine innovation. This misleading facade often leads to wasted resources, missed opportunities, and damaged reputations. So, how can you spot this illusion, and what can you do to foster real innovation?

Misleading Motivations Innovation theatre stems from a desire for quick wins and external validation rather than a genuine commitment to innovation. Organizations often invest heavily in flashy innovation labs, prime locations, and top facilities, prioritizing appearance over substance. This focus on the exterior rather than the core innovation process is a telltale of innovation theatre.

Common Signs

1. Flashy Innovation Labs with No Substance: These labs serve as mere showpieces, lacking the foundational research and development needed for true innovation.
2. Hackathons with No Follow-Through: While hackathons generate excitement and publicity, they often lack a concrete plan for implementing the ideas generated.
3. Premature Product Announcements: Some companies announce groundbreaking products that never materialize, creating buzz without delivering value.
4. Frequent Rebranding of Innovation Initiatives: Constantly changing the name and logo of innovation projects can signal a lack of focus and commitment.
5. Adopting Buzzwords Without Strategy: Incorporating trendy terms like blockchain, AI, or quantum without a clear implementation plan is another form of superficial innovation.
6. Treating Innovation Funding as Optional: Viewing innovation as a discretionary expense rather than a strategic investment can hinder long-term success.

The Pitfalls of Innovation Theatre Engaging in innovation theatre can have several negative consequences:

• Wasted Resources: Organizations spend money on appearances rather than genuine innovation efforts.
• Lack of Sustainable Progress: Short-term gains fail to translate into long-term success.
• Damaged Reputation: A lack of substance can lead to skepticism from stakeholders and the public.
• Missed Opportunities: Focusing on the facade of innovation means missing out on genuine growth opportunities.
• Cultural Impact: Innovation theatre can foster a culture that values style over substance, leading to cynicism and disengagement among employees.

The Benefits of Authentic Innovation In contrast to innovation theatre, authentic innovation offers numerous benefits:

• Sustainable Success: Genuine innovation creates a pipeline of ideas that fuel long-term growth.
• Industry Leadership: Authentic innovation allows organizations to lead rather than follow, setting industry standards rather than chasing them.
• Better Resource Allocation: When we focus on genuine innovation, we allocate resources more effectively, which leads to higher productivity and greater employee satisfaction.
• Cultural Impact: A culture of genuine innovation fosters critical thinking, continuous improvement, and trust among employees.

Choose Authenticity Over Illusion Innovation is not a strategy; it's a survival tactic. Organizations must move beyond the illusion of innovation theatre and commit to the hard work of genuine innovation. By doing so, they can unlock sustainable success, industry leadership, and a culture of continuous improvement. So, the next time you encounter an organization engaging in innovation theatre, ask yourself: Are they truly committed to innovation or merely putting on a show?

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In an age of constant change, we cannot overstate the value of adaptability and innovation. Yet, many of us find ourselves entrenched in a pattern of repetitive thinking, relying on familiar approaches to navigate the complexities of life. However, there exists a transformative alternative: creative thinking. This article explores the power of creative thinking and provides insights into how to cultivate this invaluable skill.

Understanding Monotonous Thinking Monotonous thinking, akin to traversing the same path repeatedly, offers comfort and predictability. Our brains, naturally inclined towards efficiency, gravitate towards established patterns and solutions. While this may have sufficed in the past, it poses limitations in today's dynamic world. Signs of monotonous thinking include a preference for routine, reluctance to embrace change and resistance to new ideas.

To determine whether you're entrenched in monotonous thinking, follow this checklist. If you agree with several of these statements, it might be time to infuse more creativity into your problem-solving strategies.

· Repetition Comfort: You prefer sticking to routines and methods you're already familiar with, even when they're not yielding the best results.

· Solution Stagnation: When faced with a problem, your first instinct is to apply solutions that worked in the past, regardless of their fit for the current issue.

· Risk Aversion: The thought of trying something new or unconventional makes you uncomfortable, leading you to avoid it altogether.

· Idea Dismissal: You tend to quickly dismiss new ideas without fully exploring their potential benefits or applicability to your situation.

· Feedback Resistance: People often respond to criticism or suggestions for alternative approaches with defensiveness rather than curiosity or openness to change.

· Inspiration Insufficiency: You struggle to find inspiration or generate new ideas, often feeling stuck in a creative rut.

· Change Challenge: Changes in your environment or routines are viewed more as threats than opportunities for growth and learning.

Creative Thinking: An Overview Creative thinking characterizes a willingness to challenge conventions and explore unconventional solutions, contrasting with monotonous thinking. It involves asking probing questions, envisioning possibilities, and embracing diverse perspectives. Creative thinkers exhibit curiosity, flexibility, and fluency in generating ideas. By fostering a creative mindset, individuals can unlock innovative solutions and navigate challenges with resilience and adaptability.

At its core, creative thinking involves three key components:

· Originality: The ability to develop fresh and unique ideas that deviate from the norm.

· Flexibility: The capability to adapt to new situations, to shift perspectives, and to consider multiple aspects of a problem simultaneously.

· Fluency: The ease with which one can generate a wide range of ideas on a given topic or problem.

Employing creative thinking doesn't mean abandoning logic or practicality; instead, it means enhancing your problem-solving arsenal with a richer diversity of strategies and perspectives. By balancing critical thinking with creative exploration, individuals and organizations can uncover solutions that are effective but also innovative and tailor-made for the complexities of today's world.

The Pitfalls of Monotonous Thinking Often fueled by fear and comfort, monotonous thinking can hinder personal growth and innovation. Psychologist Carol Dweck warns against the dangers of a fixed mindset, which stifles learning and development. Similarly, educator Sir Ken Robinson highlights the role of traditional education systems in perpetuating uniform thinking patterns. Overcoming monotonous thinking requires courage to venture into the unknown and embrace discomfort.

The Imperative for Creative Thinkers The demand for creative thinkers has never been greater in today's rapidly evolving landscape. Traditional problem-solving approaches fall short in addressing complex, interconnected challenges. Creative thinking offers a pathway to innovation, enabling individuals to devise solutions that anticipate future needs and circumstances.

Transitioning from Monotonous to Creative Thinking Shifting from monotonous to creative thinking requires intentional effort and practice. Embracing curiosity, practicing divergent thinking, stepping out of one's comfort zone, fostering a growth mindset, and seeking diverse perspectives are essential in cultivating creative thinking. By incorporating these habits into daily life, individuals can overcome mental barriers and tap into their creative potential.

So, how do we shift from monotonous to creative thinking?

It's not as daunting as it might seem. Here are some steps and habits to foster creativity:

1. Embrace Curiosity: Creative thinking starts with curiosity. Ask questions, seek out new experiences, and dive deep into topics that interest you. Why does something work the way it does? How could it be improved? Adopting a curious mindset is the first step toward breaking free from monotonous thinking.

2. Practice Divergent Thinking: Divergent thinking involves generating multiple solutions to a problem. Set aside time to brainstorm, and don't censor your ideas—the wilder, the better. This exercise stretches your creative muscles and shows that there's rarely only one correct answer.

3. Step Out of Your Comfort Zone: Growth happens at the edge of your comfort zone. Try new things, whether learning a language, taking an improv class, or traveling to an unfamiliar place. These experiences disrupt routine thinking and expose you to new perspectives.

4. Allow for Reflection: Creativity often strikes when not actively seeking it. Make space for reflection and downtime. Walking, meditating, or journaling can help quiet the noise and allow subconscious ideas to surface.

5. Foster a Growth Mindset: Embrace failures and challenges as opportunities to learn and grow. A growth mindset encourages resilience and persistence, critical traits for creative problem-solving.

6. Surround Yourself with Diversity: Engage with people who think differently than you. Diverse perspectives can challenge your assumptions and inspire new ideas. Collaboration is often the birthplace of innovation.

A Creative Thinking Exercise: The 30 Circles Test A practical way to exercise creative thinking is through the 30 Circles Test. This activity challenges participants to transform simple circles into recognizable objects within a limited time frame. By pushing the boundaries of imagination and rapid idea generation, individuals can enhance their creative thinking skills and develop a fresh perspective toward problem-solving.

The steps are simple:

1. Prepare Your Space: Find a quiet spot to sit comfortably without interruptions. You'll need a piece of paper and a pen or pencil.

2. Draw 30 Circles: Draw 30 small, empty circles on your paper. They don't have to be perfect—quick sketches will do.

3. Set a Timer: Give yourself three minutes. Yes, just three. This constraint is crucial as it creates a sense of urgency, prompting quicker, more instinctive responses.

4. Transform the Circles: The goal is to turn as many of these circles into recognizable objects as possible before the timer runs out. Think fruit, sports equipment, planetary bodies, or anything else the circles inspire in you. Remember, there are no wrong answers here, only opportunities to see things differently.

5. Reflect: Once the timer stops, take a moment to look over your creations. How many circles did you fill in? Were there any patterns in your ideas? Did you stick to safe concepts or venture out with more imaginative interpretations?

This exercise is about how many circles you can fill and about stretching your ability to see potential and opportunity in something as simple as a circle. It highlights the importance of rapidly generating ideas, a key component of creative thinking, and shows creativity can be sparked and exercised, much like a muscle.

Try this exercise regularly and challenge yourself each time to surpass your previous count or to come up with even more diverse and innovative ideas. Over time, you'll notice a marked improvement in your capability to think creatively and to approach problems with a fresh perspective.

Conclusion: Embracing Creativity as a Journey Transitioning from monotonous to creative thinking is a gradual process fueled by curiosity, experimentation, and resilience. It requires a willingness to embrace uncertainty and a commitment to lifelong learning. By embarking on this journey, individuals can unlock new possibilities, discover hidden talents, and navigate life's challenges confidently and creatively. So, take the first step towards creative thinking today and embark on endless exploration and growth.

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Experiencing rejection of your idea can feel like a punch to the gut. Whether it's a proposal, a suggestion, or criticism, the initial sting can be hard to shake off. But rejection isn't the end—it's an opportunity for growth and improvement.

Personal Experience We've all been there. Rejection hurts, but it's not about you—it's about the idea. It's essential to separate your self-worth from your ideas and recognize rejection as a chance to refine and enhance your concept.

Attitudes to Adopt 1: Gain Perspective Shift your focus from the rejection to what you can learn. Use feedback to improve and explore alternative solutions.

2: Embrace Failure Failure is a stepping stone to success. Learn from rejections, grow, and persevere.

3: Build Resilience Develop Resilience to bounce back from setbacks. Reframe your thoughts and focus on growth opportunities.

4: Cultivate a Growth Mindset See every rejection as a chance to learn and improve. Ask yourself what you can learn from the feedback.

7 Steps To Soliciting Feedback Over my 30 years in the innovation game, I have had more ideas rejected than I would care to count. However, each rejection has taught me something new about my idea and ultimately helped me improve it.

The journey from conception to realization of an idea is fraught with challenges, not least of which is navigating the sea of opinions, critiques, and suggestions that come your way. How do we solicit this feedback constructively, and how do we move forward with grace and determination?

Here are the seven steps I follow to solicit, analyze, and act on feedback:

Step 1: Identify Your Feedback Circle Not all feedback is created equal. Begin by identifying individuals whose opinions you value —mentors, peers, or critics with a history of insightful observations. This selective approach ensures that the feedback you receive is relevant and constructive. Remember, the goal is to refine and improve your idea, not to gather as many opinions as possible.

Be careful not to solicit feedback only from people who agree with you. Diverse perspectives can offer valuable insights and help challenge your assumptions.

Step 2: Frame Your Request for Feedback When soliciting feedback, clarity is key. Be specific about the kind of input you're looking for. Are you seeking thoughts on the feasibility of your idea, its potential impact, or suggestions for improvement? A well-framed question makes it easier for others to provide useful feedback and demonstrates your seriousness about refining your idea.

· Some sample questions to start with include:

· What do you think are the strengths and weaknesses of this idea?

· How can I improve upon this concept?

· Do you have any suggestions for potential challenges or obstacles?

Step 3: Create a Safe Space for Honest Feedback One of the biggest hurdles to receiving honest feedback is the natural inclination to defend our ideas against criticism. To overcome this, explicitly state your openness to constructive criticism and assure your feedback circle that their honesty is appreciated and essential. This creates an environment where feedback is given and received in the spirit of mutual growth. Remember, feedback is not a personal attack but an opportunity for improvement.

Step 4: Actively Listen and Take Notes As you receive feedback, engage in active listening. This means focusing entirely on the feedback, asking clarifying questions, and resisting the urge to justify or explain your idea unless asked to do so. Taking notes during this process can help you capture feedback accurately and signal to your feedback providers that you take their input seriously.

Step 5: Express Gratitude Whether the feedback is positive or negative, always thank your feedback providers. Acknowledging the time and thought they have invested in helping you fosters goodwill and encourages them to be forthcoming with feedback in the future. Expressing gratitude can also help you maintain a positive attitude toward the feedback and avoid any feelings of defensiveness or negativity.

Step 6: Reflect and Analyze With feedback in hand, take the time to reflect on what you've heard. Analyze the feedback for common themes or recurring suggestions. It's important to approach this process with an open mind and consider how each feedback piece can strengthen your idea. Remember, the goal is not to please everyone but to consider all perspectives and make informed decisions.

Step 7: Decide and Act Armed with insights from your feedback, decide which suggestions to implement. Not all feedback will be actionable or align with your vision, and that's okay. The key is to make informed decisions that refine and improve your idea. Then, take action. Implement the changes you've decided on and prepare to iterate further based on new feedback and insights.

Moving Forward with Resilience Consider the example of Thomas Edison, whose quest to invent the electric light bulb was met with countless failures and rejections. Instead of succumbing to despair, Edison viewed each setback as valuable feedback, famously saying, "I have not failed. I've just found 10,000 ways that won't work." His Resilience and willingness to embrace and learn from rejection ultimately led to one of the most transformative inventions in human history.

Navigating the landscape of feedback and rejection is an integral part of the creative and innovation process. By following a structured approach to soliciting and leveraging feedback, you enhance the quality of your ideas and cultivate a mindset of Resilience and continuous improvement.

Conclusion Rejection of your ideas isn't personal—it's an opportunity to improve. By adopting a growth mindset, seeking feedback, and taking decisive action, you transform rejection into a powerful tool for development. So, the next time your idea faces resistance, remember: It's not about you. It's about making your idea better.

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I've been reflecting a lot lately about common thinking mistakes. Yes, you heard me right. It's a bit of a mind-bender. But trust me, this is going to be worth your while.

We all have unique ways of perceiving the world. Sometimes, however, these perspectives can lead us astray. We may fall victim to thinking mistakes that impede our growth and success.

Today, I want to unveil the six most common thinking mistakes that hinder people's progress. Removing these pitfalls can enhance your decision-making, communication skills, and overall mindset.

And let me assure you, I'm speaking from personal experience here. I used to make these thinking mistakes all the time, but once I became aware of them, I overcame them and achieved greater success in my personal and professional life.

So, as we explore these common thinking mistakes, remember, it's not about striving for perfection or avoiding them altogether. It's about recognizing and learning from them to refine our thinking and unleash our full potential continuously.

1. Confirmation Bias Ever catch yourself solely paying attention to information that confirms what you already believe? That's confirmation bias in action. It's like attending a concert and only hearing the songs you already know and love. The unfamiliar tunes? They fade into the background.

In innovation, this manifests as a reluctance to consider new ideas or information that challenges our existing beliefs. Some may label this as "Not Invented Here" (NIH). But here's the kicker: innovation thrives on diversity of thought and challenging the status quo. So, I challenge you to actively seek diverse perspectives and be receptive to changing your mind.

1. Overgeneralization This occurs when we extrapolate one or two instances to an entire category. Have you ever had a negative experience with a particular type of food and then sworn it off for life? That's overgeneralization.

The same applies when you hear about an idea that failed for someone else and automatically assume it won't work for you, either. Such thinking can constrain our potential and inhibit us from exploring new opportunities.

To avoid this mistake: Remember, one instance does not define an entire category.

1. Catastrophizing Catastrophizing involves envisioning the worst possible outcome of an event. It's like hearing a riff in a song you dislike and suddenly predicting the band's inevitable downfall.

But here's the reality: catastrophes rarely materialize. And even if they do, we often possess greater resilience and capacity to handle them than we give ourselves credit for. Don't let the fear of failure deter you from taking risks and exploring new avenues.

To avoid this mistake, Endeavor must maintain perspective. A single sour note doesn't ruin the entire composition.

1. Emotional Reasoning This transpires when we allow our emotions to shape our interpretation of reality. It's akin to letting a lousy mood dampen your enjoyment of an excellent rock concert.

Innovation may entail dismissing ideas because they don't "feel" right or align with our current emotions. However, feelings do not equate to facts. Don't allow emotions to cloud your judgment. Instead, objectively analyze the idea and assess its potential regardless of your feelings.

To avoid this mistake, Differentiate between emotions and facts. Just because you're not in the mood for rock doesn't imply the band is performing poorly.

1. Black-and-White Thinking This occurs when we perceive situations as either one way or another, devoid of any middle ground. It's akin to categorizing a song as a hit or a flop, with no room for nuances.

Innovation may entail dismissing ideas because they don't conform to preconceived notions of success. However, success seldom adheres to black-and-white parameters. It's nuanced, with numerous shades in between. Embrace the complexities and be receptive to unconventional ideas.

To avoid this mistake, Embrace the nuances. Not every melody can top the charts, and that's perfectly acceptable.

1. Thinking Traps These are ingrained patterns of thinking that we inadvertently fall into. They may include jumping to conclusions, making unfounded assumptions, and disregarding contradictory evidence.

Critical thinking and recognizing when we're ensnared in these traps are necessities for innovation. Therefore, step back, pause, and objectively evaluate the situation before concluding.

To avoid this mistake, Be mindful of your thinking patterns and proactively challenge them.

Again, the list of the six common thinking mistakes are:

1. Confirmation Bias

2. Overgeneralization

3. Catastrophizing

4. Emotional Reasoning

5. Black-and-White Thinking

6. Thinking Traps

Why Does The Human Mind Make These Mistakes? You may be wondering why our minds succumb to these mistakes. Our brains wire themselves to take shortcuts and simplify complex information. While this may have served us well in the past for survival, it can impede us in critical thinking and making sound decisions.

However, acknowledging these common thinking mistakes and actively striving to overcome them can retrain our brains to think more critically and efficiently. So, the next time you catch yourself falling into one of these traps, view it as an opportunity for growth and development. Keep challenging your thinking, and don't shy away from stepping outside your comfort zone. The outcomes might pleasantly surprise you.

Conclusion Remember, life isn't a scripted performance. It's a live show with improvisations, unexpected solos, and occasional off-key notes. Embrace the complexity, the uncertainty, the beauty of it all. As the great Bob Dylan once said, "Behind every beautiful thing, there's some kind of pain." The trick is not to avoid the pain but to find its beauty. And that, my friends, starts with the way we think.

So, let's tune our minds to the right frequency, shall we? Let's make our thinking as rich, diverse, and harmonious as the music we love. Rock on, folks!

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In a world brimming with information and endless arguments, developing the art of critical thinking is not just advantageous—it's a necessity. By the end of this episode, you will wield a powerful toolkit that unlocks a new level of understanding and problem-solving capability, transforming how you approach challenges, debates, and decisions.

Elevating your critical thinking skills enhances influence and reveals how to see beyond the surface of presented information.

What is Critical Thinking? Critical thinking, one of the most crucial competencies, embodies deep analysis, evaluation, and synthesis of information, approached with skepticism and logical reasoning. Hone this skill to peer beneath the apparent layer of information, entertain various viewpoints, and arrive at decisions grounded in rationality. You cut through the noise and complexity by honing critical thinking, leading to more precise judgment and better outcomes.

Loss of Critical Thinking Skills In today's fast-paced, digital-first society, the loss of robust critical thinking skills is vividly apparent, especially in social media's wildfire spread of information without scrutiny. People often accept headlines without considering sources or underlying biases. This trend extends to the polarization of political discourse, where alignment with ideas frequently precedes reasoned analysis.

Convenience-driven algorithms create echo chambers, reinforcing beliefs and opinions. This lack of critical engagement impoverishes personal growth understanding and undermines the fabric of an informed democracy.

How To Improve Your Critical Thinking Improving critical thinking isn't daunting. Approach new information cautiously, evaluating the credibility of sources and validity of arguments. Actively seek context evidence and cross-reference information from multiple sources. Be open to different perspectives and ask constructive questions, cultivating a balanced and cautious approach.

Be Cautious Always approach new information with a cautious eye. In today's digital age, information is constantly at our fingertips, but not all is reliable. Taking the time to assess information critically and not accepting it at face value is a crucial first step toward improving your critical thinking skills.

Steps to Approach Information with Caution:

1. Identify the Source: Always take a moment to look up the source of the information. Reputable sources tend to have a history of reliability and accuracy.
2. Understand the Context: Context matters. Seek it actively. Why was this information created? What is happening in the world that relates to it?
3. Check for Evidence: Look for the data or evidence supporting the claims. Research or data typically backs up reliable information.
4. Cross-Reference: Verify the information by consulting multiple sources. If multiple credible sources convey the same message, it adds to the credibility of the information.
5. Be Open to Different Perspectives: Exposing yourself to various viewpoints can provide a fuller picture and help you evaluate the information more effectively.
6. Ask Constructive Questions: Instead of dismissing new information outright, ask questions that probe deeper into its validity and relevance.

Following these steps, you can cultivate a balanced and cautious approach to handling new information without descending into skepticism or negativity.

Question Assumptions Question assumptions to recognize and challenge biases. This ongoing process is essential for developing robust critical thinking skills.

Steps to Question Assumptions

1. Identify Your Beliefs: Your beliefs or assumptions about a specific topic or situation. It's important to articulate these to yourself to know exactly what you are questioning.
2. Trace the Origin: Once you've pinpointed your beliefs, try to trace their origins. Ask yourself, where did these beliefs come from? Were personal experiences, education, societal norms, or perhaps media influenced them?
3. Challenge Your Beliefs: Actively challenge your beliefs by asking critical questions such as, "What evidence do I have to support this belief?" and "Could I be wrong?". Consider the opposite viewpoint and what evidence there is to support that perspective.
4. Seek Out Contrary Evidence: Look for information, data, or perspectives contradicting your beliefs. This will help you to see the topic from different angles and provide a more rounded understanding.
5. Engage in Critical Discussion: Discussing your beliefs with others, especially those with different views, can provide valuable insights and challenge you to think critically about your assumptions. Be open to changing your mind based on new information or perspectives.
6. Reflect Regularly: Regular reflection on your beliefs and assumptions is crucial. Acknowledge when your beliefs have changed due to new evidence or insights, and adapt your perspective accordingly. This ongoing process is essential for developing strong critical thinking skills.

By following these steps, you can effectively question your assumptions, broadening your understanding and enhancing your ability to think critically about the world.

Applying Logic Practice reasoning through logic by breaking down complex problems, identifying premises, developing a logical structure, evaluating arguments, and drawing well-reasoned conclusions.

Steps to Applying Logic

1. Break Down the Problem: Start by dividing the issue into smaller, more manageable parts. This simplification allows you to tackle each component one at a time, making the overall problem less overwhelming.
2. Identify the Premises: Determine the underlying premises or assumptions. Your logical reasoning will build upon these foundational statements or facts. It's crucial to ensure these are accurate and relevant.
3. Develop a Logical Structure: Arrange your premises so they lead logically to a conclusion. This step may involve creating a series of if-then statements or mapping the relationships between premises.
4. Evaluate the Arguments: Critically assess the validity of your logical structure. Check for common logical fallacies or errors in reasoning that could undermine your conclusion. This might include checking for oversimplifications, false dichotomies, or unproven assumptions.
5. Draw a Conclusion: After a thorough evaluation, draw a conclusion based on your established logical sequence. Ensure that the conclusion directly follows from the premises. If the conclusion does not follow naturally, you may need to revisit the earlier steps to adjust your reasoning.

Avoid Logical Fallacies Recognize and avoid logical fallacies, strengthening critical thinking skills.

Steps to Avoiding Logical Fallacies

1. Educate Yourself: Familiarize yourself with common logical fallacies and how they manifest in arguments. Some of the most common include ad hominem, straw man, slippery slope, and false dilemma.
2. Consider Alternative Explanations: When faced with a persuasive argument, consider alternative explanations for the evidence presented. This will help you to avoid accepting an opinion simply because it seems convincing on the surface.
3. Examine the Evidence: Pay close attention to the evidence presented in an argument and evaluate its validity. Look for any bias or manipulation of information that could skew the argument's logic.
4. Stay Focused: Getting sidetracked during a debate or argument is easy, but staying focused on the topic is essential. Avoid making personal attacks or introducing irrelevant information.
5. Be Open to Change: Be willing to change your mind if presented with new evidence or a stronger argument. This shows intellectual humility and a commitment to seeking truth rather than defending your beliefs.
6. Practice, Practice, Practice: The more you engage in critical thinking and argumentation, the better you will spot logical fallacies and avoid them in your own reasoning. So, keep practicing and challenging yourself to think critically in all aspects of life.

Asking Good Questions Ask open-ended questions, start with "why," use different question types, listen actively, and practice curiosity. Asking good questions is a powerful tool for critical thinkers.

Steps for developing good questioning skills:

1. Start with the Why: Asking "why" questions can help you to understand the reasoning behind someone's beliefs or actions.
2. Use Different Question Types: Several questions can serve different purposes, such as probing for more information, clarifying a point, or challenging assumptions. Use a variety of question types to get a comprehensive understanding of an issue.
3. Listen Actively: Listening is just as critical as asking good questions. Pay attention to the answers and ask for clarification if needed.
4. Don't Be Afraid to Dig Deeper: Feel free to continue asking questions until you achieve a satisfactory level of understanding if you sense there is more to uncover.
5. Be Respectful: Remember to ask questions respectfully and without judgment. This will foster open and honest dialogue, leading to deeper insights and understanding.
6. Practice Curiosity: Cultivate a curious mindset and be open to exploring new ideas and perspectives through questioning.

Improving Critical Thinking Skills: A Journey Improving critical thinking is a journey requiring practice, patience, and perseverance. Maintain a clear and authoritative tone, letting logical reasoning and thoughtful questioning speak for themselves.

Practice Exercise: Engage in a Debate Hone critical thinking skills through a structured debate.

Here are the steps you can go about it:

1. Select a Topic: Choose an interesting and potentially contentious topic for both of you. This could range from discussions on social issues, scientific debates, ethical dilemmas, or even preferences in movies or art.
2. Assign Positions: Flip a coin to decide who will argue in favor and against the topic. This randomness ensures that you might have to discuss a position you don't personally hold, which is excellent for developing your skills of being open to hearing other positions.
3. Prepare Your Arguments: Each person researches the topic and prepares their arguments. Remember to look for credible sources and anticipate counterarguments you might face.
4. Engage in the Debate: Set a specific time and place for the debate—lay ground rules for respectful engagement and time limits for each argument. Then, present your arguments and listen to each other's points, rebutting as necessary.
5. Record the Debate: If possible, record the debate. This isn't for sharing but for personal review. Listening to the recording can help you identify areas of strength in your argumentation and tendencies toward any logical fallacies.
6. Reflect and Discuss: After the debate, take some time to discuss with your friend what you each learned from the experience. Reflect on the arguments' strengths and how you might improve in future discussions.
7. Switch Sides: For an added challenge, you can switch sides and argue from the opposite perspective. This exercise can broaden your understanding of the issue and improve your critical thinking skills.

With practice, become a strong and persuasive critical thinker, confidently navigating problems. The rewards of improved critical thinking—better decisions, effective problem-solving, and easy navigating of modern life—are well worth the effort. Apply these tips daily: keep questioning, analyzing, evaluating, and never stop learning! The impact on your personal and professional life will be profound, turning you into a discerning consumer of information, an effective problem solver, and a thoughtful communicator. Inspire others to become critical thinkers, too!

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Envision a world on the precipice of a profound transformation, driven by seven unprecedented innovations, poised to revolutionize every aspect of society. This shift, approaching a technological singularity, carries immense responsibility and high stakes for current and future generations.

Our technological prowess is unrivaled. From the simplest inventions to the most complex machines, we have continually pushed the limits of what is possible. But as our capabilities grow exponentially, a looming question arises: are we heading towards a technological singularity that could change the course of humanity?

The concept of technological singularity has moved beyond the fringes of futurism; it is now an imminent possibility. Defined as the hypothetical future point when technologies have become so advanced that humanity undergoes a dramatic and irreversible change, the singularity presents an inescapable, exhilarating, and terrifying problem for philosophers, scientists, and every human being.

Are we prepared for the implications, the ramifications, and the profound changes that a tech-driven future might bring?

My objective is not an attempt to provide answers. Instead, to provoke thought and conversation about what I see as seven unprecedented innovations that could lead towards a technological singularity.

Understanding Technological Singularity The concept of technological singularity is not a new one. In 1958, mathematician Stanislaw Ulam coined the term, and in the 1990s, science fiction writer Vernor Vinge popularized it. It postulates an "intelligence explosion" moment when machines surpass human intellect, leading to unforeseeable changes in civilization.

At its core, the technological singularity represents more than just the possibility of creating machines that think. It symbolizes a pivotal moment in human history where our inventions could autonomously innovate, replicate, and even make decisions that impact global economics, ethics, and governance. Imagine a future where AI systems design better AI systems, a cycle that accelerates innovation at a pace humans can neither anticipate nor control. Such a scenario isn't just about machines taking over mundane tasks but about them driving forward civilization's progress in areas like medicine and space exploration.

This notion, once confined to the realm of science fiction, edges closer to reality with each generation of Moore's law. The question we must ask ourselves isn't just "Can we create super-intelligent AI?" but "Should we?" What safeguards must we implement to ensure that this leap in our evolutionary trajectory doesn't start the collapse of society? How do we maintain the essence of our humanity in a world where our creations might outthink, outlive, and outperform us? These are not questions of technology alone but of philosophy, ethics, and survival.

Intersection of Humanity, Philosophy, and Innovation At the heart of technological singularity are questions that have plagued the minds of philosophers for centuries. What does it mean to be human? What role does consciousness play in our existence? Are we simply complex machines ourselves?

The singularity, with its promise of immortality, limitless knowledge, and superhuman abilities, challenges the very core of human philosophy. It threatens to redefine our notions of mortality, individuality, and spirituality. It beckons humanity to contemplate its place not only in the universe but in a world it has redefined through innovation. As we strive to push the boundaries of what is possible, we must also grapple with the responsibility that comes with such immense power.

But the most pressing question is whether our current philosophies and belief systems can handle a world where technology has surpassed our capabilities. Will our ethical frameworks evolve to keep up with these advancements, or will they become obsolete, leaving humanity in a moral crisis?

Unprecedented Innovation Current trends in technology suggest we are hurtling toward this critical milestone. Each year, we witness the release of advancements that not only widen our capabilities but also seem to skirt the fringes of the sci-fi domain. Programs are learning to beat us at our games, to simulate emotions, and potentially — to feel them.

We are not talking about Buck Roger's science fiction. We are talking about the near future, where we will have to reckon with the impact on humanity within our lifetime. The potential consequences are vast, from economic displacement to the loss of autonomy. But the possibilities are equally extraordinary — a future where we can solve complex problems, eradicate diseases, and explore new frontiers.

The seven unprecedented innovations I would put forward as accelerating the singularity include:

1. Quantum Computing: Beyond the realm of classical computing, quantum computers leverage the principles of quantum mechanics to process information at speeds inconceivable to traditional machines. This leap could revolutionize encryption, drug discovery, and even AI's learning capabilities, potentially solving complex problems beyond our reach.
2. Brain-Computer Interfaces (BCIs): Merging the human brain with computers offers the promise of telepathy-like communication, enhanced cognitive abilities, and the restoration of sensory and motor functions. This technology blurs the lines between human intelligence and artificial augmentation, challenging our concepts of identity and autonomy.
3. Gene Editing (CRISPR-Cas9): CRISPR-Cas9 has ushered in a new era of genetic engineering, with the potential to edit genes with unprecedented precision. This innovation could eradicate hereditary diseases, produce new food sources, and even extend human lifespans, posing ethical questions about the nature of evolution and the limits of human enhancement.
4. Autonomous Vehicles and Drones: Once a staple of sci-fi narratives, autonomous technology is rapidly becoming a reality. Self-driving cars and delivery drones are set to redefine mobility, logistics, and urban landscapes, offering increased efficiency but also triggering concerns about job displacement, safety, and privacy.
5. AI and Machine Learning Algorithms: Artificial intelligence, powered by increasingly sophisticated algorithms, transforms industries, from healthcare with predictive diagnostics to finance with automated trading. Yet, as AI systems outperform human capabilities, we must confront the potential for dependency, bias proliferation, and the erosion of privacy.
6. Space Tourism and Colonization: Several companies aim to make space travel and habitation possible for civilians, igniting dreams of Mars colonies and space exploration. This frontier-pushing endeavor highlights human ingenuity but also raises questions about resource allocation, environmental impacts, and the implications of extraterrestrial human presence.
7. Fusion Energy: Mimicking the sun's power generation, fusion energy promises a clean, almost limitless power source. By achieving a controlled fusion reaction, we could dramatically reduce our reliance on fossil fuels and power future generations. However, the technical and ethical challenges in harnessing and distributing this power remain daunting.

While some herald these innovations as the next step in human evolution, others caution against the naivety of creators playing the role of gods. They warn of a world where humanity has ceded control to machines, where the calculations of silicon minds determine our fate with no empathy.

Humanity's Role in Shaping the Future What responsibility do we hold as the creators of these advancements? What moral code should guide our actions as we strive to outthink, outlive, and outperform ourselves?

Our role is of the utmost importance. The path to singularity does not have a predetermined destiny. Our collective choices and actions shape it. It requires us to engage with deliberation and humility to contextualize innovation within our shared values and beliefs.

Personal Stance The potential for singularity to enhance human life is as great as its potential to diminish. In the face of looming change, our greatest strength lies not in our silicon gadgets but in our uniquely human qualities — our capacity for empathy, creativity, and moral reasoning.

Therefore, as we continue on this path of unprecedented innovation, let us not forget what it means to be human. The balance of humanity in this uncertain future lies in our collective hands, and our decisions now will reverberate for generations to come.

Conclusion Instead of calling to halt progress or stifle innovation, this is a call to temper the zeal of the creators with the wisdom of the sages. We must proactively establish safeguards against our creations' unforeseen consequences.

The technological singularity is not a singular event at all. It is a continuum that begins today, with every line of code we write, every innovation we build, and every decision we make that inches us closer to — or further from — the potential future we envision.

The age of singularity is upon us, and we must shape it with care, consideration, and humanity.

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Navigating the intricate realm of innovation is akin to sailing without a map, a challenging endeavor. That's where the invaluable role of an innovation mentor comes into play, acting as a guiding force. Picture them as friends always armed with the best advice, guiding you through launching your venture, shaking things up at work, or bringing your ideas to life. They serve as a reliable beacon, lighting the way and steering you through rough waters.

The Role of an Innovation Mentor Discovering a mentor to navigate the innovation maze isn't merely about hiring an expert or a quick-fix coach. An innovation mentor is your adept ally in the professional world, brimming with experience and a genuine desire to elevate your innovative spirit. Beyond dictating actions, they're committed to the long haul, offering support and sharing insights to help you think creatively and turn ideas into reality.

What does having an innovation mentor mean? It's like teaming up with a seasoned companion who's been through innovation's challenges. They provide wisdom from their own experiences, offering guidance, cheering you through hurdles, and encouraging different ways of thinking. An innovation mentor doesn't just offer advice; they foster a connection and actively contribute to your growth.

It's more than a transaction; it's about building a connection, growing together, and achieving success as a team.

Complexity of Mentor Matching Finding the right innovation mentor is akin to searching for a vintage gem in a thrift store—it requires sorting through a myriad, and outcomes can be hit or miss. Amidst the proliferation of fancy titles on LinkedIn, spotting a genuine mentor becomes challenging. The key is to sift through the noise and identify someone who genuinely stands out, connects with your values, and is as invested in your success as you are.

How do you know if a mentor is the key to your success or just another calendar entry? The answer lies in investing time to talk with potential mentors, relying on intuition. Impressive backgrounds and recommendations can sometimes be misleading; the best fit often surprises you—the individual whose values align with yours.

Personal Experience With Mentors and Mentees Drawing from over 40 years of experience with my mentor, Bob Davis, it's evident that mentorship goes beyond transactions. It's a merging of shared values, mutual respect, and a commitment to learning. Commitment, honest communication, and mutual time investment are crucial for a rewarding experience when mentoring others. The connections formed and the growth of mentees continue to motivate me to be the best mentor.

Before hitting the search button for a mentor, reflect on why you are seeking one and what you hope to gain. It's about more than opening doors; it's finding a genuine connection and partnership to navigate innovation challenges successfully.

Qualities of an Innovation Mentor A remarkable innovation mentor is more than a sideline cheerleader or someone who tells you what you want to hear. They're akin to a coach deeply involved in the game. They challenge your ideas, bring experience, root for your success, and ensure you stay on the right path.

The eight qualities you should look for in an innovation mentor are:

1. Visionary Insight: The best mentors possess a keen foresight that sees beyond current trends and anticipates future shifts. Like a seasoned chess player, they guide mentees through moves that position them for long-term success.

2. Empathy and Understanding: They deeply understand the mentee's journey and can relate to their experiences. This empathy establishes trust and a safe space for open dialogue and vulnerability.

3. Adaptability: Innovation is synonymous with change; a top-notch mentor navigates these waters with poise. They adapt their guidance to suit the mentee's evolving needs rather than sticking to rigid doctrines.

4. Unwavering Commitment: They are consistently available and invested in the mentee's growth, providing support through thick and thin. Their commitment is a stabilizing force amidst the chaos of innovation.

5. Skilled Communication: The ability to articulate complex ideas simply and to listen actively is paramount. They challenge mentees with questions that spark reflection and creative thinking.

6. Resilience in Failure: Mentors should celebrate successes and provide a resilient frame for overcoming setbacks. They teach that failure is not a setback but a necessary step toward innovation.

7. Ethical Integrity: They exemplify the highest standards of ethics as individuals and professionals, serving as role models for ethical decision-making in a challenging business landscape.

8. Network Savviness: An effective mentor brings a wealth of connections and understands the power of networking. They help mentees access crucial resources and opportunities that might otherwise be out of reach.

Benefits of Mentorship A robust innovation mentorship goes beyond offering tips—it transforms your perspective, opening new paths. Here are some of the benefits that strong innovation mentorship can yield:

1. Enhanced Problem-Solving Skills: Mentorship elevates your ability to tackle complex problems by fostering critical thinking. Mentees develop sophisticated strategies to face challenges by observing and discussing approaches with a mentor experienced in innovative problem-solving.

2. Accelerated Professional Development: A mentor's guidance can fast-track a mentee's career progression by identifying and honing key skills essential for advancement, often leading to opportunities that may have taken years to materialize organically.

3. Expanded Professional Network: Mentors often introduce their mentees to a vast network of industry professionals, providing connections and the social capital necessary to thrive in competitive environments.

4. Increased Confidence: With a mentor's support, mentees are encouraged to step outside their comfort zones, leading to a significant boost in self-assurance, which is crucial when asserting ideas and taking on leadership roles.

5. Heightened Innovation and Creativity: Exposure to a mentor's creative process and innovative thinking spurs mentees to explore new ideas and approaches, fostering innovation within themselves and their teams.

6. Better Risk Management: Learning from a mentor's past experiences helps mentees navigate risks and understand the nuances of risk-taking, which is essential for innovation.

7. Sustained Learning and Growth: Mentorship instills a continuous learning mindset, ensuring that the quest for knowledge and improvement doesn't end with formal education but becomes a lifelong journey.

8. Holistic Personal Development: A good mentor understands the importance of balance and can guide mentees in areas beyond professional life, contributing to their overall well-being and personal fulfillment.

So, are you making a splash, or is it time to toss that pebble in the pond? Your mentor's influence has the potential to shape those ripples—choose wisely.

The Investment in Innovation Mentorship Selecting a mentor is a significant decision akin to choosing a guru, your Yoda. They are the ones you'll turn to when your career hits turbulence, equipped with the map to guide you through it. However, it's not a one-time arrangement; you must be ready to introspect, invest effort, and face challenges. Mentorship is your shortcut to accelerated growth, providing skills for long-term success.

Mentorship is not just about receiving facts; it's about acquiring skills that empower you to thrive in the long run. The mentorship magic lies in imparting skills, not just facts. So, are you ready to dive into the mentorship pool? Choose wisely, put in the effort, and reap the benefits of a robust innovation mentor-mentee relationship.

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Embarking on becoming an innovation consultant is an adventure fraught with challenges and opportunities. The question that often arises is: What kind of experience does diving into the depths of innovation consulting require? Breaking into this highly competitive field necessitates a blend of academic knowledge and real-world practice. Still, the pathway is less about a set timeframe and the rich experiences gained, opening the door to innovation.

The Power of Apprenticeship: Learning by Doing Consider the apprenticeship — the age-old tradition of learning by doing —the key to unlocking latent potential. Aligning with a mentor, someone whose accomplishments you respect and aspire to emulate, becomes vital. Through this alliance, the transfer of wisdom is not merely academic but vibrantly alive, fertilized by the flow of ideas born of actual projects and commercial undertakings.

Years vs. Experience: Redefining Success in Innovation Is there a magic number of years required for mastery, or does the variety and depth of experience trump the span of time? What if success in innovation is not just about the ideas you conceive but also about your capacity to shepherd those ideas through the stages of development to execution?

This pursuit of innovation is not for the faint-hearted. It's for those willing to be tenacious, invest time and effort, and repeatedly return to the forge of creation. So, are you ready to unlock the door?

Real-world Experience: A Necessity, Not a Luxury Venturing into the startup arena is daunting, with roughly 90% failing within their first year. Strikingly, the restaurant industry shares a similar fate, where 60% do not celebrate their first anniversary. Combining these two volatile worlds, as Fisayo has done with Resactly, is a brave endeavor — a testament to her passion and tenacity.

The Role of Internships and Apprenticeships Is two years the minimum requirement for mastery, or can internships and apprenticeships be tailored to individual needs? Not everyone can commit to a two-year apprenticeship, but real-world experience is crucial. Find someone you admire, someone who has the experience, and be part of all aspects of innovation, from ideation to execution.

Unlock the Door to Innovation Consulting In conclusion, the journey to becoming an innovation consultant is personal. Whether through internships, apprenticeships, or hands-on experience, the key is to immerse yourself in the world of innovation. Acquiring the hard knocks of real-world experience is essential, and this practical knowledge sets you apart. Once you've gained this experience, you can confidently unlock the door to innovation and share your insights with the world. So, are you ready to take that first step?

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In the convergence of gastronomy and technology, Fisayo Oluwadiya stands at the forefront, embodying the fusion of engineering, culinary artistry, and entrepreneurship. This week, our conversation delves into her brainchild, Resactly, a pioneering AI-powered restaurant recommendation system that promises to reshape how we navigate the culinary landscape.

A Palatable Blend of Passions Fisayo, an engineer, food writer, and entrepreneur, breaks the mold of a conventional techie. She ingeniously intertwines her love for coding and gastronomy, giving birth to Resactly, a web application poised to revolutionize how we experience and explore food. The synergy between these seemingly disparate worlds sparks a delectable journey into the future of dining.

Resactly: A Gastronomy Navigator At its core, Resactly transcends the conventional boundaries of restaurant recommendations. It's a guide and a gastronomic companion, utilizing AI to tailor suggestions based on individual preferences and dietary requirements. Have you ever felt misled by subjective restaurant reviews? Resactly emerges as a beacon of objectivity, akin to a trusted friend who comprehends your palate intricately.

The platform's innovation doesn't halt at recommendations; it seamlessly integrates with restaurants, ushering in a new era of culinary understanding. This elevated interaction between users and establishments signifies a monumental leap forward, surpassing the limitations of traditional methods and embracing a more nuanced, user-centric approach.

The Journey from Idea to Culinary Innovation Reflecting on Fisayo's journey from ideation to innovation, our conversation parallels my entrepreneurial ventures. I share my narrative of initiating 13 startups on credit cards, culminating in a triumphant IPO. The emphasis lies on the driving force of innovation – passion. It's the unwavering commitment that propels ideas into transformative realities.

Navigating Entrepreneurial Challenges In the entrepreneurial arena, challenges are inevitable. For Resactly, securing funding emerged as a significant hurdle. Fisayo, however, candidly shares these realities, offering a transparent look into the highs and lows of entrepreneurship. This openness underscores the resilience required to navigate the unpredictable landscape of startup ventures.

The Future of Gastronomy: A Glimpse In conclusion, our conversation serves as a captivating peek into the future of food technology. It illuminates the transformative role of AI in enhancing our dining experiences, emphasizing the indispensable role of passion in propelling innovation forward. Fisayo's call for early-stage tech exploration and user feedback is a poignant reminder that we all play a part in shaping this exciting future.

As we embark on this gastronomic journey, let's actively contribute to Resactly's evolution. Join us in testing Resactly and be part of the culinary revolution. Visit www.resactly.com and indulge in the future of personalized dining experiences.

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In the ever-evolving realm of innovation, a troubling trend is emerging—the rise of self-proclaimed experts with credentials as insubstantial as the pages of the very innovation books they often quote. This prompts us to question whether an individual can genuinely be considered an expert in a multifaceted field based solely on theoretical knowledge or if authentic, hands-on experience is the true differentiator. This discussion inevitably leads us to scrutinize the credibility and legitimacy of those who dub themselves innovation consultants, especially the troubling rise of fake innovation consultants.

Theory vs. Practice: Bridging the Divide Consider the concept of expertise not as a trophy won through academic pursuits but rather as a medal forged in the fire of real-world experience. It's about being in the trenches, not just analyzing the battlefield from a safe distance. This disconnect between knowledge and practice is alarming, especially when the stakes involve steering companies toward innovation.

The Glaring Gap: McKinsey's Settlement as a Cautionary Tale Reflect on the example of new MBAs from prestigious firms like McKinsey, armed with the latest business theories but lacking the scars of battle that only hands-on experience can provide. The gap between theory and practice becomes glaringly apparent, as well as illustrated by McKinsey's hefty settlement over their consulting practices linked to the opioid crisis, proof that theoretical expertise can lead to real-world consequences.

Expertise in Innovation: A Surgical Precision Approach It is necessary to ask the hard-hitting question: would you trust a surgeon who has only learned their craft from textbooks and has never held a scalpel? The medical community unanimously dismisses such a scenario—shouldn't we apply the same rigorous experience standards to innovation?

Innovation Through the Lens of Practical Wisdom As a consultant, I witnessed the profound impact of practical know-how. It shapes instincts, refines judgment, and brings a deep understanding of problem-solving that academia cannot replicate. To me, real-world experience is non-negotiable—it is the essence of expertise.

Discerning Fake Innovation Consultants However, it's not all gloom, as authentic experts exist, those who can prove they've weathered the storm of innovation. These professionals bring invaluable insights and are worth the effort to find them. They've not just studied the map—they've journeyed the terrain and know the pitfalls and shortcuts.

Therefore, when considering an innovation consultant, strive for genuine experience. Success in innovation is contingent upon the guidance of someone who has not merely witnessed the journey but has walked it, step by step, innovation by innovation. It's crucial to be led not by a theoretician with a polished resume but by a seasoned expert who has firsthand navigated the labyrinth of innovation. So, choose your innovation guide wisely—your innovation success depends on it. And beware of the pitfalls of relying on fake innovation consultants who may offer more rhetoric than substance.

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Laws exist to keep some form of order or control such as the traffic laws we follow to avoid chaos as we drive around. There are a variety of laws that exist. Scientific laws are laws that we can test and prove, and we can reconfirm that the law still applies. An example would be the law of gravity that always exists. There are also other kinds of laws that we use in the context of business terms. In this case, those laws are observed and validated over extended periods of time. We can test them, predict from them, and see if those predictions are true. A perfect example of a law used in business is Moore's law, which states that the number of transistors on semiconductors will double about every 18 to 24 months. This law has been in place since the 60s and is continuously validated.

There are some things that people mistake as laws that are actually rules of thumb. Rule of thumb is an anecdote that is based on personal experience or some lore that has been passed down. One of the most prevalent rules of thumb is the 8020 rule, which says that 20% of your actions generate 80% of the results. For example, 20% of your customers generate 80% of the revenue, or 20% of your trouble tickets generate 80% of your truck rolls. What is interesting, though, is that this rule has been proven to be not very sound. Rules of thumb are good to identify if there is a problem. It is an early test to see if there's something that you can narrow down to find a problem that you can work on, but a rule of thumb is not a law.

Laws of Innovation The laws of innovation have been observed and validated for over 30 years by successful people. They are not a rule of thumb. These laws are proven and tested for effective innovation. I will be specifically covering the seven laws of innovation.

Law of Leadership The first law for successful innovation is the law of leadership. Good leadership is a foundational necessity. High-quality leaders prioritize innovation and show it through their actions. Leaders do not only fall in the executive leadership category such as the CEO or the owners of a business. Leaders include everybody from lower-level team leaders to organization leaders. For example, if you are a project manager, you don't have people reporting to you, but you've been put in charge of a project to deliver. Therefore, the law of leadership applies to you. If innovation is important to you and as important to your organization, you must demonstrate it. The team will follow you based on what you model to your organization.

Law of Culture Law number two is the law of culture. A lot of organizations focus more heavily on their strategy. They are trying to come up with the perfect strategy to achieve success. But culture is foundational. What I mean by foundational is that it lays the bedrock that everything else in the organization builds upon. If you do not have a well-defined culture, that foundation is weak. Without the ability to drive a program of innovation inside any organization, your team is going to fail. Specifically, around a culture of innovation, there are certain elements that you need to have in that culture such as the willingness to take risks and not penalize people for it. If team members try something and fail, their failure can be used as a learning experience. We should never see failure as something negative when we can use it as a positive. If a trial-and-error culture is not strong in the workplace, people will not take risks, and without risks, there is no innovation. The law of culture is critical for innovation success.

Law of Resources The third law of innovation is the law of resources. Innovation requires committed and consistent resourcing. Resourcing involves people, time, and money. All three are necessary for innovation to be successful. Most organizations do not dedicate or allocate resources to innovation. Organizations that want to achieve innovation success must have a consistent set of resources committed. How many organizations have a budget line with uncommitted dollars that are given away to teams and organizations where people can throw in their latest ideas? Most organizations do not have that. Challenges arise when new ideas are created, and not enough people are available to make that idea a reality. Another problems innovators face is the issue of funding. In the case of a lot of resources, projects go beyond the calendar year and the budget year you dedicate resources to. But what about every budget cycle? Do you have to revalidate every project? Do you have to go through and ask for money again to keep your project going? Or does this law of resources enable you to have committed resources for extended periods of time depending on how big and how complex the project is? The law of resources not only covers resources allocated to a project, but also ensures organizations stay committed to them so innovators are not tied to an arbitrary calendar of budget cycles. It is defined by what is appropriate for the project at hand. The law of resources is critical because if you do not have people, time, and money, the odds of you having innovation success are slim.

Law of Patience The fourth law of innovation is the law of patience. Innovation takes time, more time than expected. The path to innovation is difficult and the outcome is hard to predict. You don’t know what's going to happen and you don't know what the efforts will look like. You must have patience, and you must get enough things moving in your innovation pipeline. You must be willing to see failure happen or experiments not work out, or trials that did not generate the results that you were expecting. Patience by far is one of the hardest laws for executive leaders to get their heads around. Most executive leaders like predictability. They live by the quarter to see those results. Most executive leaders struggle with this law, which is a hindrance for organizations trying to achieve innovation success. Executives throughout the entire leadership organization down to individual employees need to have patience. In a lot of organizations, people become frustrated because they are not seeing progress fast enough. You must get used to the fact that no matter what you plan, odds are it's going to take longer than expected.

Law of Process The fifth law of innovation is the law of process. It establishes a continuous innovation process. The key point is that it initiates and builds relation processes while using the fire framework focus ideation principles of ranking and execution as a structure in the process. It is important to continuously improve and remember innovation isn’t static. There are many consultants out there that will come to you with a list of ten magic steps for innovation and tell you to follow them for undisputed success. Reality is, there is no one-size-fits-all plan. Teams and organizations are unique with different projects and different team nomenclature. Processes behind the scenes are different for every organization. If you take an innovation process from somewhere, be willing to adapt it, change it, or tweak it in a way that works for your project experiment. You might uncover an entirely new activity in the process that succeeds. It is important to have a process established. Your team needs to train in it. They need to know how to use it and operate it. Additionally, you need to avoid rigidness so you can continuously innovate.

If your established process isn’t working, how do you improve that innovation process? What experiment could you do? You could try something a little different than how you define the target area. You could change how you do your brainstorming or your ideation activities. Try a new way to rank your ideas to find the best solution out of the hundreds of ideas that you are going to generate. And then execute an experiment in different ways. And be willing to exercise it. If the process doesn’t work, change things around. You need to be flexible, you need to establish your process, and you need to continuously innovate around it.

Law of BHAG The next law of innovation, the law of BHAG, defines the target and shows a clear finish line for your projects. BHAG or “Big Hairy Audacious Goal” is used because it catalyzes a team by giving a straight-forward goal to try to achieve. BHAGs are unbelievable motivators. When you look at and dissect teams that had high innovation impact, they consciously or unconsciously followed the principles of BHAG. A prevalent BHAG example is when, in the 60s, the president of the United States announced during a speech to Congress that before the end of the decade, we would put a man on the moon and return him safely. That was a big hairy audacious goal. They had no clue how to do it at the time. They had not worked out all the engineering. But the president defined a clear goal, and the United States successfully put a man on the moon and brought him home safely by using the components of BHAG.

Organizations may have multiple BHAGs depending on what they are trying to achieve. This is why it is important to have a goal that everybody in the team understands, can communicate, and can share. BHAG defines your innovation mission by asking questions like, “where is your BHAG at?” Is it going to motivate and attract people to want to be on this project to deliver that mission?

Law of Execution The seventh and final innovation law is the law of execution. The law of execution says that ideas without execution are a hobby. Putting ideas into notebooks and sticking them on the shelf provides zero value. How do we deliver ideas? For ideas to become successful realities, action is necessary. You need to translate that idea into something tangible like a mobile app, a piece of hardware, or a new advertising campaign. The law of execution is where rubber meets the road because without execution, all the other activities in the innovation create no value. When ideas are executed, they translate into innovations that can have a significant impact, and in some cases, can even change the world. Teams and organizations should focus on that ability to execute and drive strategies to get things done. Take your best ideas and execute them.

Conclusion The seven laws of innovation set a clear path for teams and organizations to embark on to reach success. Failure can be mitigated by following these principles during the innovation process. Although there is no clear-cut way to reach innovative success, these laws are proven by trial and error to guide and direct people to achievement.

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During CES 2024, the innovative products and concepts on display showed the exciting future of technology. OliverIQ debuted to the public with its unique home automation platform. This versatile solution streamlines the process of turning your home “smart.” Founders Will West, and Eric Smith presented OliverIQ as a solution that turns connectivity across devices into a service that caters to those looking to use technology as a helpful addition to their homes. In this episode, we delve into how West and Smith used out-of-the-box thinking to find a solution consumers didn’t know needed solving.

Will West on OliverIQ Will West, CEO and Co-founder of OliverIQ, set out with a clear goal of bringing automation to the mainstream market. Producers in home automation were marketing more toward the high-income consumer while the average household could not enjoy the same benefits. With installation and maintenance fees inflated, there was a need for a streamlined and cost-effective service for the everyday user. After decades of perfecting, we created OliverIQ to break down these barriers. With OliverIQ, your smart devices, such as doorbells, lights, and speakers, work together to create an enjoyable experience for you, the consumer. Not only are your devices connected to a user-friendly platform, but any problems your devices face can be fixed by servicing agents through the app with a simple call to around-the-clock agents. This practical solution takes the hassle away from the consumer. If you have a problem with plumbing in your home, you would call a plumber, and OliverIQ takes a similar approach in their product strategy. When issues arise with your home devices, instead of you having to take care of them or find a willing installation company to fix the problem, OliverIQ will find a way to fix the problems of multiple devices for you. Technology lovers design OliverIQ for technology lovers. It brings convenience, efficiency, and enjoyment into the lives of everyday people at an affordable price.

Eric Smith on OliverIQ CTO and fellow Co-founder Eric Smith combined his decades of experience in research and knowledge in the automation field to perfect OliverIQ. He faced challenges as unique problems arose with the ever-changing tide of technology. He realized one glaring problem in the home automation arena. Due to automation decay—the natural process of devices experiencing problems such as glitches, going offline, or undergoing updates—users constantly find themselves fixing multiple devices in the home. Usually, the fixing falls to the user to figure out. There needed to be a way for these devices to be maintained simultaneously on a more significant level. There needed to be consistency and a higher level of performance. OliverIQ found the solution to home automation problems by looking at the channels used to solve this problem and finding a way to integrate multiple technologies across one platform. Consumers don’t need to find an installer willing to fix the problem because the tech support channel takes care of the problem. Users also don’t need to worry about technology not working together or a device having problems. OliverIQ streamlines multiple devices and brands to work together smoothly to provide the home experience you want by setting the lights to a specific shade or thermoset to a particular temperature. OliverIQ brings the consumer a specialized experience at a low cost.

Conclusion OliverIQ is a novel platform that bridges the gap between technology and home life. It creates a seamless experience for users and takes the stress of fixing devices off the shoulders of consumers by using around-the-clock representatives who are ready to help. Using innovative designs, OliverIQ makes home automation systems easy to set up, use, and maintain together.

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The world of innovation is wildly fascinating and constantly developing. At the CES conference in Las Vegas, some of innovation's biggest names display their newest creations for the world to see. The fact that any one of these creations could develop into a groundbreaking innovation with global reach is exciting. This year, innovations varied from entertainment to transportation, with predicted tech trends affecting inventions in all these areas.

Standout Innovations TVs and display screens constantly develop as companies seek to upgrade their products with bigger screens and clearer resolutions. Samsung and LG both announced their latest contributions with the potential for use in marketing for businesses and the entertainment industry.

Transparent Displays LG's groundbreaking announcement of its transparent displays generated significant interest. There are various potential uses for transparent displays in many fields. One such use is marketing in businesses. Using a transparent display to advertise a product in a store-front window would allow customers to see a snapshot of the store's most eye-catching product while also being able to see beyond the store's advertisement into the store. Transparent displays can be used in unexpected situations, making them all the more unique.

Larger Screens Screens on different devices have progressively gotten larger over the years. With a 180-inch screen displayed at the convention, it is hard to see how a large screen would be practical for viewing in the average house. However, companies are not just making displays for the intended purpose of watching movies or TV. A recent surge in the gaming industry has companies taking notes on improving their displays to target this audience better. The focus on size has shifted. Companies focus on improving color, size, and refresh rate so gamers can enjoy better posture, less eye strain, and better experiences.

Transportation Innovations in transportation have evolved to heights that once seemed impossible. The idea of flying cars was a concept that seemed almost mythical for many years, but it is now something that could be obtainable soon. At CES, through a simulation, people could experience what it would feel like to be in a flying car. Bringing this experience to life infused it with an exciting outlook for the future of transportation.

Robotics While robotics have found applications in various industries, from restaurants to factories, they have not yet become mainstream in households. Various companies have shown interest in robotics and have contributed to advances in that area. Work still needs to be done, but humanoid robots that can assist in households could be a sooner reality than we think.

Predicted Trends for 2024 With so many wonderful innovations on display this year, one can conclude three factors. The first is that every company appeared to use some form of AI. AI isn't as exclusive as it once was, so companies using AI must find other ways to differentiate themselves from each other. One such way that companies using AI can stand out is by investing in quality training data that is specific to their use cases. As AI becomes mainstream, companies must find ways to stay ahead of the competition and remain relevant.

The second trend is on most people's minds, from consumers to producers. The state of the economy has people worrying about employment and whether they will have funds to afford housing, food, and other necessities. Companies worry about whether consumers will be spending and willing to buy their newest products. This can be concerning for innovators as finding funding during uncertain times can be extremely difficult. Even with funding, another concern is whether consumers in many households across the US will be willing to buy a new product when disposable income is used for necessities.

The third trend, innovation confidence, is vital for success in businesses. The conference exuded a palpable excitement for the future of innovation as presenters and workers, representing their beliefs, contributed to the atmosphere. Even though times are uncertain, innovation continues to thrive as our world needs new perspectives and solutions.

Conclusion Innovation is reaching transformative heights as new technological, transportation, and entertainment inventions surge. With these changing innovations, predicting trends will help companies maintain a competitive edge that will keep consumers interested now and in the future.

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Reasons Behind Innovation Failure

Although failure is sometimes necessary for innovation, failure is an experience that companies and organizations can avoid by understanding the reasons behind it. Poor ideas and poor execution can cause an innovation project failure. But what causes teams to make these mistakes in the first place? And how can companies best avoid these mistakes? By discouraging groupthink and encouraging strong problem comprehension, companies and organizations can experience successful innovation.

Effect of Groupthink

The first threat to a team’s flexibility and authenticity is groupthink. Groupthink occurs when a member of a team latches on to an idea that is then replicated and repeated by other members and accepted as the solution without allowing room for variation. Groupthink often thrives in an organization with an environment that rallies around one person. Because the group follows one person, it usually follows one idea and solution. This herd mentality stunts the creativity and growth needed for innovation to happen. Companies and organizations can avoid this dilemma by encouraging individual thinking and participation in the innovation process. Giving every team member a voice allows for valuable thoughts, ideas, and feedback to generate better solutions.

Importance of Team Individualism

The individual members who make up a team play an integral part in the innovation process. It is vital to put thought into the selection process of team members. Having a healthy mix of people with different backgrounds, different personality traits, and differing views allows for helpful contrasting perspectives. An eclectic group is less likely to fall into groupthink because individualism is applauded.

While teams should be diverse and full of different thoughts and ideas, the common goal of the project needs to remain paramount. Differences should not divide the group, but act as an aid in innovative thinking. Individuals should be able to speak up within the group freely and comfortably. A group environment that encourages various thoughts, ideas, and opinions can offer better insight into solving problems and making decisions.

Understanding the Problem

The second hindrance to innovation in a team setting is simple but often overlooked. It is an avoidable failure that many teams make in the innovative process. Not taking the time to deeply examine problems can be detrimental to innovation. This oversight can happen when an organization is rushing to fix a problem. Not allotting enough time and resources to deeply understand all facets of a problem can prove catastrophic. As Albert Einstein’s popular method of problem-solving suggests, the majority of time in the innovation process should be spent thinking and studying the problem. Within this approach, the remaining sliver of available time should be enough to solve the problem. A company should know the ins and outs of the problem so well that a comparatively small amount of time is all that is needed to solve the problem.

Conclusion

There are many reasons teams can fail at innovation projects. Groupthink and a lack of thorough problem comprehension are top contenders for innovation failure. Avoiding an environment that fosters groupthink is imperative to innovation growth. Additionally, the different perspectives of a well-rounded team will accelerate sound decision making while an in-depth understanding of a problem will encourage better solutions. Organizations encouraging collaboration, communication, and careful consideration of problems can turn potential innovation failure into success.

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Albert Einstein once said, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions." This quote is more than just a clever remark; it encapsulates a fundamental truth about problem-solving that many overlook. It emphasizes the importance of deeply understanding a problem before attempting to solve it.

So, what's the difference between understanding and deeply understanding a problem? Simply put, understanding a problem means recognizing its existence and perhaps having a basic grasp of its nature. However, deeply understanding a problem involves knowing its root causes, implications, context, and repercussions. It's like the difference between knowing the surface of a lake and exploring its depths.

One noteworthy example of Einstein's approach to deep understanding is his development of the theory of relativity. Einstein didn't just stumble upon E=mc^2; he spent a decade wrestling with the problem. His deep understanding of the issue allowed him to question the established Newtonian physics. He explored every facet of the problem, considering the implications of a universe where the speed of light was constant and time was not absolute. This deep dive into understanding the fundamentals

led him to his groundbreaking theory that revolutionized our understanding of physics. It truly encapsulates Einstein's approach to problem-solving — spend more time understanding the problem, and the solution will follow.

Jumping To The Solution By nature, humans are solution-oriented beings. We tend to leap into action, trying to fix things immediately, often skipping the crucial step of thoroughly comprehending the problem. This approach may work for simple issues, but for complex problems, it can lead to ineffective solutions, wasted resources, and frustration.

Research supports this inclination towards immediate problem-solving. Psychologists Heur and Oyserman's study, "Identity-based motivation and school success: when does 'wanting to do well' lead to 'doing well'?" demonstrates that students exposed to problems often revert to quick fixes instead of understanding the underlying concepts. Similarly, a research article by Kai Ruggeri and colleagues in Nature Human Behaviour showed that when dealing with policy issues, people largely favored immediate, tangible solutions over long-term strategies.

People also demonstrate examples in everyday life. Consider the common approach to addressing symptoms in healthcare. For instance, a patient with chronic headaches might be prescribed painkillers without investigating the underlying causes, such as stress or poor diet. This 'band-aid' solution may provide temporary relief but fails to address the root cause, leading to recurring issues.

Why We Jump to Solutions: A Deeper Look By bypassing a deep understanding of the problem, we may inadvertently overlook viable solutions, waste valuable resources, or even exacerbate the issue. To help you resist the urge, let us dive deeper and look at why we jump to solutions:

1. Impatience: We live in a fast-paced, instant-gratification culture. We want things done quickly, and this includes solving problems. Deep understanding requires time and patience, which we are often unwilling to invest.
2. Perceived Efficiency: We often mistake quick action for productivity. Taking a direct approach to solutions provides us with a sense of progress and efficiency, even though these feelings may be illusions if the solutions do not align with the real problem.
3. Simplicity Bias: We tend to oversimplify complex problems. By jumping to solutions, we avoid the painful task of delving into the complexities and ambiguities of the problem.
4. Emotional Discomfort: Deeply understanding a problem often means acknowledging uncomfortable truths. Avoiding these emotions by focusing on solutions, even if they are ineffective, is easier.
5. Pressure to Perform: Particularly in professional contexts, there may be pressure to produce results fast. This can make us prioritize solution-generating over problem understanding.
6. Overconfidence: Sometimes, we think we understand the problem better than we do. This overconfidence can lead us to premature solution development.

By recognizing these tendencies, we can check ourselves before rushing into solution mode, ensuring we devote sufficient time and resources to understanding the problem.

Benefits of Deeply Understanding The Problem The merits of devoting time and effort towards thoroughly comprehending a problem extend far beyond the immediate. They ripple through the entire problem-solving process, fostering innovative thinking, enhancing decision-making, and ultimately leading to more effective and enduring solutions. So, let's delve into the specific benefits of deeply understanding a problem.

1. Greater efficiency: When you fully understand a problem, you can tackle it more efficiently. You know where to focus your energy and resources, which reduces wasted effort and increases productivity.
2. Improved decision-making: A deep understanding of a problem equips you with the information necessary to make informed decisions. It allows you to evaluate potential solutions more critically, ultimately selecting the most effective solution.
3. Enhanced creativity: Deep understanding can spark creativity by revealing unexpected aspects of the problem. This can lead us to explore innovative solutions we might not have considered otherwise.
4. Improved communication: When you understand a problem deeply, you can communicate it more effectively to others, enabling better collaboration and collective problem-solving.
5. Reduced risk: Deep understanding reduces the risk of implementing a solution that could worsen the problem. By thoroughly understanding the problem, you can anticipate potential pitfalls and plan accordingly.
6. Increased confidence: When you fully understand a problem, you gain confidence. This confidence can be instrumental in persuading others to support your proposed solution and persevere when challenges arise.

How To Truly Understand A Problem Truly understanding a problem is a journey that requires deliberate, systematic steps. It means peeling back the layers of the issue, investigating its roots, and exploring its implications in depth. This process does not only reveal the problem's true nature but also illuminates its potential solutions. Incorporating various techniques and methods into this process can enhance our understanding of problems, leading to more effective and sustainable solutions. Let's delve into the steps involved in truly understanding a problem.

So, how can one truly understand a problem? Here are some steps:

1. Identify the Problem: This might seem obvious, but it's crucial to be clear about the problem. Define it in clear, concise terms. A vague or poorly defined problem is difficult to understand and solve effectively.
2. Gather Information: Collect as much relevant information about the problem as possible. This includes facts, figures, opinions, experiences, and other pertinent data. This information can help you understand the problem's depth and breadth.
3. Analyze the Information: Once you have gathered the information, analyze it. Look for patterns, relationships, and anomalies. This analysis can provide insights into the underlying causes of the problem.
4. Ask Why: Don't stop at the surface level. Keep asking 'why' until you get to the root cause of the problem. The '5 Whys' technique, often used in problem-solving, involves asking 'why' five times or as many times as needed to reach the root cause.
5. Consider the Context: Understand the context in which the problem exists. Consider the social, economic, political, and environmental factors influencing the problem.
6. Think About the Consequences: Consider the potential consequences if the problem is not solved. This can provide further insights into the importance and urgency of the problem.
7. Reflect and Absorb: After gathering and analyzing the information, take some time for reflection. Allow your subconscious mind to absorb the information and generate insights.
8. Consult Others: Don't try to understand the problem in isolation. Consult others who offer different perspectives or have experience dealing with similar problems. Their insights can enhance your understanding of the problem.
9. Challenge Your Assumptions: Be critical of your assumptions and biases. They can cloud your understanding of the problem.
10. Stay Open-Minded: Keep an open mind throughout the process. Your understanding may shift and evolve as you learn more about the problem.

Problems vs. Opportunities Problems and opportunities can often seem opposites but are intrinsically linked. Frequently, seizing an opportunity is all a problem needs. Understanding problems and opportunities has many parallels, and our techniques to dissect problems can also enhance our understanding of opportunities.

We typically view problems as hurdles that impede our progress. They are challenges that need solutions. Conversely, opportunities are favorable circumstances that can lead to positive outcomes if capitalized upon. But the line separating the two can often blur. A problem can unveil an opportunity to innovate or improve, and an opportunity can uncover dormant issues that necessitate careful scrutiny.

We can apply the principles we use to understand problems and comprehend opportunities. We can gain a deeper understanding of both by asking similar questions, considering the same factors, and taking a systematic approach.

Conclusion Einstein's quote is a reminder that problem-solving is not just about solutions; it's about understanding. By deeply understanding the problem first, we equip ourselves with the knowledge and insight necessary to find the best solution. So, the next time you face a problem, remember to dive deep before you swim towards the solution. You'll be surprised by how quickly and efficiently you reach your destination.

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In today's fast-paced world, change is the only constant. The volatility of the stock market, sudden changes in the workforce due to automation, or shifts in consumer behavior due to evolving technologies have thrown individuals and organizations into an era of uncertainty. It feels like we've been thrust onto a roller coaster ride, experiencing exhilarating highs, terrifying lows, and unexpected turns at every corner.

Yet, amidst this uncertainty, we find the most exceptional leaders rising. Those who can navigate through these turbulent times inspire their teams to continue innovating and emerge on the other side stronger than before. How do they do it? The answer lies in innovation leadership.

Innovation Leadership Innovation leadership is not about having all the answers. It's about embracing the unknown, asking the right questions, and daring to disrupt. In times of crisis, this kind of leadership can turn uncertainty into a breeding ground for innovation. Leaders who are open to new ideas, approaches, and perspectives create an environment where creativity and innovation can thrive.

Rather than seeking immediate solutions, it's essential to understand the problem at hand deeply. This may involve exploring the nature of the problem, its origins, and the factors contributing to its existence.

Asking questions like "What is the root cause of this issue?", "What are the underlying patterns or trends?" and "How does this problem affect our organization's objectives?" can lead to a more profound understanding of the situation and are powerful tools for turning the unknown into a catalyst for innovation.

What Does Uncertainty Look Like? Uncertainty, in its unadorned form, is akin to standing at the edge of a precipice shrouded in dense fog. The trepidation of stepping forward without clarity of what lies ahead is palpable. It's like navigating a pathless wilderness without a map or compass, where the future and outcomes are unpredictable. Often accompanied by a sense of unease and discomfort, uncertainty can create a feeling of standing on shifting sands, where even the most well-laid plans may crumble unexpectedly. However, it's important to note that the essence of uncertainty also lies in its immense potential for change and innovation.

So, what does uncertainty look like, and how does it affect us today?

Let's consider artificial intelligence (AI) and automation. While promising efficiency and progress, this technological revolution has created significant uncertainty in job markets globally. AI and automation are disrupting industries by replacing manual and repetitive tasks. This has led to a widespread fear of job loss and insecurity among the workforce. Simultaneously, it has opened up opportunities for new roles that didn't exist before, demanding upskilling and reskilling of employees. This scenario of uncertainty requires innovative leadership to navigate the upheaval and turn it into an opportunity for growth and development.

But there's another side to this coin. Uncertainty also brings with it the innovation potential. Disruption of the status quo compels us to think differently, challenge assumptions, and discover new approaches. This is where innovation leadership comes into play.

Going Beyond The Uncertainty Innovation leaders can see beyond the immediate challenges and identify opportunities amidst the chaos. They foster a culture of creativity and risk-taking, encouraging their teams to explore new ideas and push boundaries.

Consider the case of Apple during the 2008 financial crisis. While many companies struggled to survive, Apple was launching a revolutionary product - the iPhone. Steve Jobs, the then CEO, saw an opportunity where others saw a threat. He led his team to innovate, resulting in a product that changed the tech industry and helped Apple become one of the most valuable companies in the world.

Innovation leaders also understand the importance of resilience and adaptability. They know that failure is not a setback but a stepping stone to success. They create a safe environment where their teams can experiment, learn from their mistakes, and continuously improve.

For example, when Amazon launched the Fire Phone in 2014, it was a commercial failure. But instead of seeing this as a defeat, Jeff Bezos, the founder of Amazon, saw it as a learning opportunity. Amazon utilized the lessons from the Fire Phone to enhance other products, resulting in successes such as Alexa and the Echo devices.

Another ability of innovation leaders is to embrace diverse perspectives and ideas. They create a culture of inclusivity, where everyone's voice is heard and valued. This diversity in thinking can lead to breakthrough solutions that may not have been possible with a homogenous group.

A stellar example of innovation leadership embracing diverse perspectives is the rise of the global music streaming giant Spotify. The company's success stems from its leadership's adeptness at considering diverse perspectives, including those of artists, listeners, and the tech community. When record sales plummeted, and piracy was rampant, Spotify's leadership dared to reimagine the music industry's business model. Recognizing that people were gravitating towards the internet for their music needs, they developed a platform that brought artists and listeners together in a digital space. This innovation, born from embracing diverse viewpoints and understanding the changing landscape, revolutionized the music industry and set Spotify up as a leading player in the market.

How To Lead During Uncertainty? In times of uncertainty, innovation leaders can employ various strategies to navigate through the tumultuous waters of change. The key lies in shifting perspective from viewing uncertainty as a daunting challenge to seeing it as a fertile ground for innovation and growth. They can leverage this shift by encouraging exploration, fostering resilience, promoting inclusivity, and embracing diverse perspectives in their teams. In the following sections, we will delve deeper into these strategies and provide practical guidance on how leaders can implement them to foster a culture of innovation during uncertain times.

1. Encouraging Exploration: Leaders can stimulate curiosity and experimentation by fostering an environment that welcomes new ideas and unconventional thinking. Emphasizing a 'learning by doing' approach, they can motivate their teams to step out of their comfort zones, test hypotheses, and learn from the outcomes.

2. Fostering Resilience: Uncertainty often comes with setbacks and failures. Leaders can turn these into learning opportunities by promoting a culture of resilience. They can emphasize the importance of perseverance and tenacity in facing challenges, helping their teams view setbacks as stepping stones to success and not as roadblocks.

3. Promoting Inclusivity: Innovative leaders value diversity and inclusivity. They understand that a multiplicity of perspectives can bring about groundbreaking ideas and ensure that every voice within the team is heard and respected. They cultivate a culture that celebrates differences and ensures that everyone feels valued.

4. Embracing Diverse Perspectives: Leaders can foster innovation by welcoming a range of perspectives and ideas. They understand that homogeneity can stifle creativity and encourage diverse thought within their teams. By doing so, they can facilitate the generation of unique and creative solutions to complex problems.

5. Adapting to Change: In an uncertain environment, adaptability is key. Innovative leaders are flexible and willing to pivot their strategies in response to changing circumstances. They encourage their teams to be nimble, to anticipate change, and to be proactive in adapting to new circumstances.

4 Uncertainties Ripe for Innovation In our rapidly evolving world, we face many uncertainties that challenge us and offer unique opportunities for innovation. These uncertainties offer a fertile ground to rethink existing frameworks, challenge the status quo, and explore uncharted territories. Let's delve into some of today's most pressing uncertainties that, with the right mindset and the spirit of innovation, hold the potential to reshape our future.

Economic instability leading to job insecurity and financial uncertainty. Economic instability is a pervasive uncertainty, often characterized by unpredictable fluctuations in the market, inflation rates, and employment levels. These fluctuations can lead to job insecurity, as businesses may need to downsize or restructure in response to changing economic conditions. Such a volatile environment can influence consumer behavior, too, causing hesitancy in spending and investments, which, in turn, can further exacerbate the instability. However, amidst these challenges lie immense opportunities for innovation. For instance, the rise of the gig economy, remote work models, and digital platforms are all testaments to how innovation can thrive under economic instability. Such innovations create new job opportunities and contribute to economies' resilience, helping them withstand and adapt to fluctuations.

Rapid technological advancements leading to a state of constant learning and adaptability. Rapid technological advances present a significant source of uncertainty as they continually shift the landscape of practically every industry. The pace at which new technologies are emerging and evolving is unprecedented, from Artificial Intelligence (AI) and Machine Learning to blockchain, robotics, and beyond. These technological advancements necessitate constant learning and adaptability, as organizations must keep abreast of the latest trends and developments to remain competitive. This sometimes rapid and relentless change can be daunting and disruptive, potentially causing job displacement and a skills gap.

However, it also opens up exciting avenues for innovation. Technological advancements can drive the development of new products, services, and business models, enhance efficiency and productivity, and create opportunities for personal and professional growth. For instance, AI and data analytics enable more personalized and user-friendly services. Blockchain technology has the potential to revolutionize transactions and contracts, while robotics and automation can transform manufacturing and logistics. Despite the challenges posed, the potential benefits of these advancements are astronomical, signaling an exciting era of innovation and discovery.

Social and political divide leading to feelings of unease and fear. Social and political divides present another form of uncertainty that society grapples with. Characterized by differing ideologies, beliefs, and values, these divides can lead to conflict, miscommunication, and a lack of cohesion within societies. They can instigate unease, fear, and insecurity, hindering cooperation and unity.

However, such divisions also present opportunities for innovation. They can catalyze dialogue, fostering an environment where varied perspectives can be shared and understood. This could inspire the creation of new platforms for communication, social networking tools that promote empathy and understanding, or educational programs aimed at cultivating a more inclusive society. Moreover, the political divide could stimulate innovative public policies, contributing to a more harmonious and prosperous society.

Changing customer demands and market trends creating business uncertainty. Changing customer demands and market trends present a significant source of business uncertainty. Consumers' expectations and requirements continually evolve as they become more informed and empowered. This might include a growing demand for personalized and seamless experiences, a shift towards sustainability and ethical consumerism, or an increased expectation for digital and mobile solutions. These dynamic shifts can render traditionally successful products or services inadequate, necessitating companies to constantly innovating to meet these changing demands. On the other hand, market trends can also fluctuate rapidly because of factors such as technological advancements, regulatory changes, and socioeconomic developments. Businesses, therefore, must stay nimble and adaptable, identifying and responding to these trends promptly and effectively.

Yet, within this uncertainty lies a wealth of opportunity for innovation. By embracing these changes, businesses can uncover new avenues for growth, develop unique offerings, and build stronger customer relationships. For instance, companies are increasingly leveraging technologies like AI and data analytics to offer hyper-personalization, while others are committing to sustainable practices to attract eco-conscious consumers.

These are only four major uncertainties, but countless others present challenges and opportunities for innovation. The spirit of innovation becomes our greatest ally, transforming challenges into opportunities and continuously paving the way for progress, growth, and prosperity in an ever-evolving world.

Conclusion Navigating through the landscape of uncertainty is indeed a daunting task, yet it is also brimming with possibilities for individuals, organizations, and societies willing to embrace change and innovation. The key lies in cultivating a mindset that sees uncertainty not as a threat but as a breeding ground for creativity, resilience, and growth. Whether it's economic instability, rapid technological advancements, social and political divides, or changing customer demands and market trends, each of these uncertainties presents unique challenges that require innovative solutions.

Leadership in such uncertain times demands courage, adaptability, and a clear vision that can guide others through the complexities of change. Leaders must foster an environment that encourages continuous learning, open dialogue, and collaboration. Innovation thrives through such an environment, turning challenges into opportunities for growth and improvement.

Leading through uncertainty is about transforming challenges into opportunities. It's about seeing the potential in the unknown and using it as a catalyst for innovation and growth. It requires a balance of courage, vision, adaptability, and resilience. As we navigate the complex uncertainties of today's world, let us remember that it is the very nature of these uncertainties that drives us to innovate, adapt, and, ultimately, evolve.

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[1] Jones, Benjamin, et al. "A Calculation of the Social Returns to Innovation?" National Bureau of Economic Research, 2020. An interesting review of the paper can be found here.

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Have you ever found yourself lost in your thoughts, daydreaming, or ideating without barriers? That's your creative imagination at work! Creative imagination is an incredible power within us—it can manifest our hopes, dreams, and aspirations. Unleashing the power of our creative imagination can be the key to realizing our personal and professional goals.

What is Creative Imagination? Creative imagination is our ability to form mental images, concepts, and ideas that are unique and original. It is the source of our creativity, innovation, and imagination. Our creative imagination enables us to think outside the box and develop unconventional ideas, perspectives, and solutions.

It's a multidimensional process that involves both conscious and subconscious minds. It's a rich blend of our experiences, knowledge, intuition, and emotions. With creative imagination, we can visualize scenarios or solutions that don't yet exist, bridging the gap between the present and myriad possible futures.

Our creative imagination allows us to challenge conventions, break boundaries, and create new paradigms. It empowers us to perceive the world uniquely and interpret our experiences through fresh lenses. From creating a beautiful piece of art to pioneering a groundbreaking scientific theory, the power of creative imagination underlies all forms of human innovation and progress.

Each one of us possesses this power. However, like any other skill, it must be nurtured, cultivated, and practiced to reach its full potential.

How Does Creative Imagination Manifested? Creative imagination manifests in many ways, including daydreaming, visualization, ideation, and creativity. It is the source of our inspiration, motivation, and passion. Creative imagination is also associated with our ability to create and innovate and our capacity to explore and develop new ways of thinking. We use our creative imagination in our personal and professional endeavors, such as:

1) Problem-solving: Whether figuring out a complex business challenge at work or deciding the best route to navigate a traffic jam, our creative imagination fuels our problem-solving abilities. It allows us to visualize multiple scenarios and outcomes, helping us to choose the most effective strategies.

2) Art and Creativity: This is the most apparent manifestation of creative imagination, evident in the works of artists, writers, and musicians. These individuals draw upon their creative imagination to conceive and express unique ideas, emotions, and perspectives.

3) Innovation: Every groundbreaking invention or discovery in history has been the product of someone's creative imagination. From Thomas Edison's light bulb to Elon Musk's vision for SpaceX, these innovations were once mere thoughts in the minds of their creators.

4) Learning and Education: Students use creative imagination to understand and remember complex concepts. For instance, a student of history might imagine themselves in a historical event to understand its nuances better.

5) Personal Development: Creative imagination can guide us in our personal growth and self-improvement efforts. By visualizing our ideal selves, we can map out the steps needed to reach our goals.

So, whether we are conscious of it or not, we constantly use our creative imagination to shape our world and experiences with its power.

The Power of Creative Imagination Creative imagination has immense power! It can transform our lives by enabling us to serendipitously ideate, create, and innovate. Harnessing the power of our creative imagination can inspire us to achieve our goals and realize our ambitions. We can visualize our perfect lives, careers, and relationships and use our creative imagination to manifest these into reality. Here are some key aspects that highlight its significance:

1) Realizing Possibilities: Creative imagination empowers us to visualize endless possibilities and solutions beyond ‌our physical senses and immediate environment. It allows us to escape the constraints of the present moment, enabling us to travel in time and anticipate future outcomes. This ability to foresee potential scenarios aids in decision-making and strategizing, thus giving us an advantage in navigating life's challenges.

2) Driving Innovation: The power of creative imagination is the cornerstone of all technological and societal advancements. It fuels the minds of scientists, inventors, and entrepreneurs, enabling them to create products, services, and solutions that reshape our world. Without creative imagination, there would be no iPhone, internet, or electric car.

3) Elevating Artistic Expression: Creative imagination allows artists, writers, musicians, and performers to conceive and communicate unique ideas, emotions, and narratives in art and literature. It is the foundation of their creative process, transforming abstract thoughts and feelings into tangible works of art.

4) Personal Transformation: On a personal level, creative imagination aids in self-improvement and personal development. Through visualization techniques, we can imagine our ideal selves, helping us to establish and pursue personal goals. By imagining our desired future, we can align our actions and behavior to those visions, leading to personal transformation and growth.

Increasing Your Creative Imagination There are several actionable tips and steps to increase your creative imagination, including:

Foster curiosity Curiosity, the innate desire to know and understand, is a fundamental driver of creative imagination. It prompts us to explore the unknown, question the familiar, and seek new experiences and perspectives. Fostering curiosity is an effective way to stimulate and harness your creative imagination. Here's how:

1. Embrace the Unknown: Step out of your comfort zone and delve into topics, cultures, or disciplines you know little about. This foray into the unfamiliar can trigger new ideas and insights, stimulating your creative imagination.
2. Ask Questions: Don't accept things at face value. Instead, ask "why," "how," and "what if" to delve deeper. This inquisitive mindset can lead to new connections and ideas.
3. Seek Diverse Experiences: Novel experiences broaden your perspectives, fueling your creative imagination. Travel to new places, read across various genres, engage with people from diverse backgrounds, or try out different cuisines.
4. Lifelong Learning: Commit to lifelong learning. Stay open to acquiring new skills, knowledge, and experiences. This continuous learning helps maintain a fresh and active mind ripe for creative imagination.

You keep your creative imagination vibrant, versatile, and ready by fostering curiosity. Remember, every great invention, every brilliant piece of art, and every revolutionary idea started with a curious mind.

Cultivating Creativity Creativity forms the bedrock of the imaginative process, and fostering it can significantly enhance the power of your creative imagination. It translates your intangible thoughts into concrete expressions, cultivating your ability to conceive unique and innovative concepts. Here are some effective strategies to cultivate your creativity:

1. Immerse in Diverse Art Forms: Explore different artistic disciplines such as poetry, architecture, painting, or music. These arts incite fresh perspectives and can stimulate creative thinking. By appreciating the creativity of others, you can inspire your own.
2. Free Writing or Drawing: Set aside a specific time for free writing or drawing each day. This unstructured and spontaneous activity allows your thoughts to flow freely, releasing withheld creativity.
3. Creative Spaces: Designate a space for creative pursuits. This could be a room filled with art supplies, a corner with a musical instrument, or a quiet spot for writing. A dedicated creative space can help invoke your creative spirit.
4. Collaboration: Engage in group activities that require creative problem-solving. Collaboration exposes you to different ideas and perspectives, stimulating your creative imagination.

Creativity extends beyond art—it applies to every aspect of life. From solving complex problems to making everyday decisions, cultivating creativity can make you a more innovative thinker and help you harness your creative imagination to its fullest potential.

Engaging in Imagination Engaging in imaginative activities is key to cultivating and strengthening your creative imagination. This practice allows you to flex your imagination, encouraging fresh perspectives and innovative ideas. Here's how you can engage in imagination:

1. Visualization: This is a powerful tool for mentally simulating a situation, concept, or object. By visualizing, you can explore possibilities, foresee challenges, and create solutions in your mind before taking any real-world actions. Athletes often use this technique to enhance their performance, and artists use it to conceive their creations.
2. Daydreaming: Contrary to popular belief, daydreaming isn't always a waste of time. It's a spontaneous, self-generated thought that allows your mind to wander freely. This can lead to the birth of original ideas and unique solutions you might not have discovered through analytical thinking alone.
3. Reading Fiction: Reading fiction is a form of 'indirect' imaginative engagement. As you delve into different worlds, characters, and narratives, you indirectly stimulate your creative imagination, broadening your horizons and fostering empathetic and creative thinking.
4. Playing 'What If' Games: Regularly challenging yourself with 'what if' scenarios is a great way to stimulate your creative imagination. Pondering hypothetical situations forces you to think outside the box and develop creative solutions.

By regularly engaging in these imaginative exercises, you can effectively cultivate and enhance your creative imagination. Remember, your imagination is like a muscle - the more you use it, the stronger it gets.

Look With Fresh Eyes Seeing the world with 'fresh eyes' is a powerful way to harness your creative imagination. This involves perceiving things from a new perspective, challenging preconceived notions, and daring to think differently. Here are some ways to achieve this:

1. Challenge Assumptions: Question the status quo and challenge established assumptions. This may not only lead to innovative thoughts but can also stimulate out-of-the-box thinking.
2. Reframe Problems: View obstacles as opportunities and try to reframe problems into challenges. This shift in perspective can spark creative solutions.
3. Practice Empathy: Try to understand situations from other people's perspectives. This empathetic approach can broaden your worldview and stimulate diverse thought processes.
4. Explore Multiple Angles: Don't be content with the first solution or idea that comes to mind. Cultivate the habit of considering various facets of a problem or concept.

Keeping your eyes fresh and mind open, you can tap into the depths of your creative imagination, unlocking endless possibilities and fostering innovation. Remember, a fresh perspective is all you need to uncover the hidden gems waiting to be found in the world.

Keeping an Open Mind Maintaining an open mind is a quintessential prerequisite for fostering your creative imagination. It allows you to explore new ideas, accept differing opinions, and step outside your comfort zone, which can fuel your creativity. Here are some ways to cultivate your creative imagination by keeping an open mind:

1. Embrace Uncertainty: Instead of fearing the unknown, embrace it. The uncertainty of new experiences can stimulate your imagination, pushing you to think in ways you haven't before.
2. Welcome Different Perspectives: Seek out and respect opinions that differ from your own. This can give you a broader range of ideas to draw from and enhance your creative thinking.
3. Be Open to Learning: Maintain a lifelong learner's attitude. This willingness to learn can expose you to many concepts and ideas, feeding your creative imagination.
4. Experience Diversity: Diversify your experiences and interactions. Engage with different cultures, philosophies, and lifestyles. The more varied your experiences, the richer your imagination becomes.
5. Question Everything: Adopt a questioning attitude. Explore the ' why ' behind things rather than taking information at face value.

Keeping an open mind facilitates a conducive environment for your creative imagination to flourish. It enables you to see beyond the obvious, question the ordinary, and venture into extraordinary possibilities. Remember, an open mind is the doorway to a world of creative potential.

Celebrate Your Creativity Part of harnessing your creative imagination involves recognizing and celebrating your creativity. Regardless of the outcome, creating holds intrinsic value and is a testament to your imagination at work. Here are some ways to celebrate your creativity:

1. Acknowledge Your Effort: Each creative endeavor requires courage and effort. Acknowledge your dedication, irrespective of the result. This fosters a positive mindset and motivates you to continue creating.
2. Share Your Work: Don't shy away from sharing your creations with others. The feedback and reactions you receive can offer new perspectives and ideas. Your work might inspire others and stimulate their creative imagination.
3. Reflect on Your Process: Reflect on your creative process. What did you learn? What would you do differently next time? Reflection promotes the growth and refinement of your creative skills.
4. Reward Yourself: Give yourself a small reward after completing a creative task. This positive reinforcement can elevate your mood and inspire you to tackle your next creative challenge with renewed energy.

Celebrating your creativity will validate your creative journey, nurture your creative confidence, and set the stage for a more vibrant, creative imagination. Embracing and celebrating your creativity is not just about acknowledging your achievements; it's about recognizing the power of your creative imagination and its endless possibilities.

Conclusion: Your creative imagination is not just an intangible concept; it's a powerful force that can transform your personal and professional life. It can turn the ordinary into extraordinary, the mundane into magical, and the routine into remarkable. By nurturing your creative imagination through exercises, fresh perspectives, an open mind, and celebrating creativity, you're not just enhancing your problem-solving skills or improving your innovative thinking but unlocking a world of limitless possibilities. Thus enabling yourself to dream, explore, and create beyond the boundaries of common thought. You're equipping yourself with the ability to look at life through different lenses and to find opportunities where others see none.

But perhaps the most inspiring aspect of your creative imagination is its uniqueness. It's inherently yours - a reflection of your experiences, knowledge, and perspectives. No one else in the world possesses your creative imagination. Therefore, your creativity has the potential to contribute something truly unique and valuable to the world.

So, dare to imagine, create, and share your creativity with the world. Through your unique creative imagination, you can inspire others, make a difference, and leave a lasting impact.

Remember, every incredible creation today began as a mere figment of someone's imagination. So, who's to say what extraordinary creations your nurtured imagination might bring to life? Embrace your creative imagination, cherish it, and let it guide you through uncharted territories. The world awaits your creativity.

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In one of the most insightful episodes of Killer Innovations, I had the pleasure of hosting Mark Tubinis from Veea. Our conversation revolved around bridging the digital divide with cable technology, particularly in Panama. Mark passionately shared his experiences, recounting how people, for the first time, could use the internet from devices other than just mobile phones. Witnessing this transformation was profoundly moving.

We explored the challenges and opportunities in creating digital identities for individuals without internet access, particularly in rural areas. Mark shared about the innovative use of a prepaid system for home broadband for unbanked populations. This system would allow for budgeting and device streaming, potentially transformative for these communities.

The discussion took us to Indonesia, specifically to its least-connected villages. Mark underscored the urgent need for edge computing and connectivity in these areas. We delved into the Digital Village Project, a consortium of 5,000 villages in Indonesia working to solve connectivity challenges. The sheer scale of the task was sobering, with 75,000 villages needing solutions.

Our conversation then shifted to how innovation can solve such global problems. We highlighted the challenge of providing sustainable, profitable internet infrastructure in developing countries, with a specific look at Indonesia and China. Mark illustrated the potential of Veea’s technology to provide enhanced services, like smart agriculture, in these regions.

The Rural Cloud Initiative aims to bring precision agriculture to farms through partnerships with companies like Microsoft and Honeywell. The ultimate goal of this initiative is to normalize data and make it accessible to farmers, a game-changer for the agriculture sector.

The digital divide and innovation in agriculture was another topic we explored. We discussed the transformative impact of digital innovation in Rwanda, particularly in the fish farming industry, where technology adoption has drastically reduced waste and increased efficiency. Mark agreed that bringing broadband to homes is vital to unlocking the economic potential in certain cultures, emphasizing countries with limited access to power and connectivity.

Our closing thoughts dwelled on the importance of leaving a legacy and making the world a better place through our work. Mark shared his experiences working with innovators like Dean Kaman, making significant contributions to energy innovation.

It was a truly enlightening conversation, reminding us all of the transformative power of innovative technology.

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I had the pleasure of interviewing Paul Broadhurst, the President and CEO of the Technetix Group. We met in the mobile studio during SCTE Cable-Tec Expo in Denver, CO. Paul shared his excitement about the growing confidence and support in the cable broadband industry. He particularly emphasized the emergence of new vendors and sponsors at the event, a clear indication of the sector's growth trajectory.

One of the main topics we touched upon was DOCSIS 4 and the crucial need for network upgrades. Paul voiced his concerns about a skills shortage in the industry and stressed the importance of upgrading networks to meet DOCSIS 4 requirements. We both concurred on the essential need for future-proof networks.

Paul pointed out an interesting fact - the cable industry needs to employ around 400,000 individuals to finish the required work. He suggested that the focus should be on educating younger individuals to be proficient and effective in the industry. We also spoke about the shift from manual network maintenance to automated systems.

Our conversation moved towards the potential of cable broadband and future trends. As someone who's always been curious about the future of technology, I found Paul's insights particularly compelling. He highlighted the importance of future-proofing networks and possibly upgrading cable networks to 100 Gigabit speeds using existing infrastructure.

Looking ahead, Paul predicts that wireline broadband networks will mature and become more efficient over the next 15 years. He pointed out the possibilities of self-healing capabilities and reduced power consumption, which could be a game-changer for the industry.

Paul envisions an industry with increased competition and innovation driven by new market entrants and federal investment in high-performance networks. We also had an intriguing discussion about the unique culture of the cable industry. We both appreciate its focus on collaboration, trust, and people. There's a friendly and collaborative environment where operators share ideas and meet regularly, with CableLabs playing a crucial role in fostering this culture.

Towards the end of our conversation, Paul expressed his curiosity about the potential for the possibilities with medical monitoring and security.

Reflecting on the interview, Paul's insights and vision for the industry's future showcase his dynamic thinking and leadership, making our conversation a valuable experience for the listener.

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In this episode of Killer Innovations, I had the pleasure of speaking with Ken Grelck, SVP of Sales at Calix, about the company's impressive transformation from a hardware-focused organization to a cloud and software-centric business. Ken shed light on how Calix concentrates on improving customer experience, regardless of the size of their network. Their dedication to customer experience is central to their shift toward software-defined networks.

Ken and I explored how this transformation has impacted the cable industry, discussing Calix's decade-long journey and $1 billion investment in creating a platform that optimizes customer problem resolution. A significant shift in operator skill sets within the organization also marked this transformation. Michael Weaning, ex-Salesforce executive, joined Calix as President, playing an instrumental role in changing the company's customer engagement approach.

Calix's Service Cloud and Ops Cloud solutions are reshaping customer service through invaluable data insights that help service reps and technicians, significantly reducing call times and boosting efficiency. These solutions are products of Calix's commitment to innovation. Our team at CableLabs collaborated with Calix on a co-innovation project, Adrenaline, which spearheaded hardware acceleration through an open-source approach. This project was a true testament to the power of remote collaboration and the impact of technology on hardware capabilities.

Our conversation also touched on Calix's innovation strategies and culture. They cultivate innovation around market needs, gathering inputs from their 1800 customers via leadership advisory boards. Their approach embodies a broad-market focus, avoiding innovation targeted at specific customers.

Ken provided insights into Calix's groundbreaking product, Smart Town, which arose from customer recommendations. Developed over 12-18 months, it addressed the digital divide exacerbated by the pandemic. Smart Town is a stellar example of innovation turning into a mission, intending to bridge the digital divide in rural and tribal areas in the U.S. We both believe that serving these communities should be about the greater good rather than just economic benefit.

Our discussion moved onto the ethical aspects of innovation, particularly concerning AI and child safety. Ken and I agreed on protecting children from online threats, making AI monitoring tools increasingly vital. The conversation reflected on the challenges of protecting older children, the role of parents in this task, and the potential unintended consequences of innovation.

Responding to my question, "What are you most curious about?" Ken spoke about his curiosity and concerns about the impact of AI. Our conversation underlined the importance of considering potential negative consequences while harnessing AI's potential.

This episode underscored the complex intersection of innovation, transformation, and ethics in our ever-evolving tech landscape.

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Rob Wilmoth from Red Hat joined me in the mobile studio at the 2023 SCTE Cable-Tech Expo, where we delved into numerous discussions on enterprise technology, software customization, open-source security, and innovation. Red Hat, known for its 30-year history, has been instrumental in the enterprise technology landscape. The company’s ability to harden, secure, and provide supportability for open-source technology, benefiting customers and contributing to the ecosystem, underlines its integral role in the industry.

Rob highlighted the importance of software customization, collaboration, and scalability for enterprise software users. He compared the software development process to motorsports, requiring fine-tuning performance optimization while maintaining balance. Red Hat's ability to provide customization in their Enterprise Linux and the flexibility to swap components with certified partners like Juniper reinforced their reputation for responsiveness and partnerships in the telco and cable industries.

Innovation at Red Hat

Discussing innovation at Red Hat, Rob noted their forward-thinking approach, looking 18-24 months ahead to align technology with people's needs. Red Hat's culture of innovation encourages associates to bring ideas forward while maintaining a balance between innovative thought and practical application.

Security and innovation in open-source software was another key point of discussion. Red Hat prioritizes innovation through upstream community contributions, tackling countless security threats, including unintentional errors and zero-day vulnerabilities. The company’s emphasis on multiple reviewers to catch security issues swiftly was a testament to their commitment to security in open-source software.

Open-Source and Security

Addressing open-source software development and security vulnerabilities, Rob revealed Red Hat’s approach to maintaining close ties with security organizations to address vulnerabilities. He shared an example of a public cloud provider utilizing their code to fix vulnerabilities, demonstrating Red Hat's dedication to being a responsible community steward.

Rob also touched on the crucial aspect of technical debt in open-source software, warning of the challenges for companies customizing a base platform, which could lead to increased time and effort for future updates. He also highlighted the significance of understanding a company's open-source policy and the role of involvement and contribution in open-source communities during hiring.

We concluded by discussing the need for standardization in tech and the cable industry. Rob expressed concerns about rigid standards and suggested APIs as a possible solution to bridge gaps between vendors. He and I agreed to rethink standards, focusing on interoperability to avoid silos and unintended consequences.

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Have you ever been present when something has gone wrong, and everyone is quick to assign blame? It's human nature to want to hold someone accountable when there's a failure, but what happens when we let a blame culture take over?

The blame culture will stifle creativity and innovation in an organization. When each team member focuses on avoiding responsibility at all costs, there's little room for growth, learning, or experimentation. It discourages individuals from speaking up about potential solutions or ideas, causing progress to stagnate and morale to plummet.

The Desire to Assign Blame The impulse to assign blame is often driven by more than just a desire for justice. Psychologically, blaming others helps us maintain our self-esteem by diverting attention and criticism from ourselves. When something goes wrong, pointing fingers at others is a defense mechanism that preserves our self-image and allows us to evade personal responsibility.

Blame can also stem from fear. In an organizational context, employees may fear the consequences of failure, such as job loss or damage to their reputation. Thus, they may instinctively assign blame to others to protect their professional standing.

The act of blaming can create an illusion of control. By attributing failure to someone's actions or decisions, we convince ourselves that we can avoid future mistakes by simply avoiding the same path. Unfortunately, this simplistic view doesn't account for business's complex and often unpredictable nature, and it prevents us from learning and growing from our mistakes.

When We Are Blamed When someone blames us, we immediately try to avoid culpability by shifting the blame to someone else. That person then shifts the blame

to someone else. This creates a vicious cycle of finger-pointing that only drives teams further apart. This quick-fire response of pointing fingers rather than seeking solutions masks the real problems and fosters unproductive behavior, which impacts results.

The need to apply blame comes from a lack of trust. Without mutual trust and respect, collaboration becomes impossible. This can lead to an environment where people are more interested in self-preservation than contributing to the organization's success.

Innovation Culture and Blame Innovation culture thrives in an environment where blame is not the default response to failure. Instead, every failure is viewed as an opportunity for learning and growth, fostering a mindset that encourages experimentation and creativity. In a blame-free innovation culture, there's a collective understanding that failure is not a reflection of personal shortcomings but an inevitable part of the innovation process.

Individuals tend to take risks, share ideas, and collaborate openly when we remove blame. This creates a breeding ground for innovation, as new ideas are freely exchanged and explored. With the fear of blame removed, we empower employees to think outside the box, challenge the status quo, and drive meaningful organizational change.

However, building this kind of culture requires strong leadership. Leaders must model the behaviors they wish to see, fostering a sense of psychological safety where employees can openly share their ideas and failures. They must also communicate that we expect and accept failure as long as it leads to learning and improvement. By doing so, they can help dismantle the blame culture and cultivate an environment that values curiosity, bravery, and resilience, thus paving the way for sustained innovation.

Accountability vs Blame We must distinguish between accountability and blame. While blame focuses on finding someone to hold responsible for the problem, accountability focuses on finding a resolution for the situation. Accountability seeks to identify the root causes and how to correct them. In contrast, blame focuses on passing the buck and assigning guilt. This mindset discourages open communication, results in defensiveness, and stifles creativity.

Therefore, leadership must resist the urge to assign blame when there's a failure. One way that a leader can still hold team members accountable without assigning blame is to reframe the discussion. Rather than solely focusing on who's responsible for the issue, leaders can ask how we can solve the problem. This subtle shift changes the focus from a punitive tone to accountability, cooperation, and collaboration.

Leaders should also model the behavior they expect from their team. Showing empathy and understanding rather than judgment or criticism will help create a culture where people feel safe to take risks, develop new ideas, and experiment with different solutions.

Ultimately, blame has no place in an innovative workplace. We need to foster an environment of trust and collaboration if we are to be successful. Leaders must create a culture that encourages learning and growth, where we see mistakes as opportunities for improvement rather than grounds for punishment. We can unleash creativity and innovation in our organizations by breaking the blame culture.

Eliminating The Blame Culture Organizations increase their resilience, growth, and innovation impact by eliminating the blame culture. If organizations can foster an environment that values creativity, takes calculated risks, and supports those who have tried new things and failed, they are on the right path to success.

So, what are the steps to dismantle the blame culture?

Promote Open Communication: Promoting open communication is a key factor in dismantling the blame culture within an organization. Open communication creates an environment where individuals feel safe to express their thoughts, ideas, and concerns without fear of being blamed or criticized. It encourages active dialogue, fosters transparency, and helps build a trust and cooperation culture.

When employees feel they can openly communicate, they are more likely to share their ideas, voice their concerns, and take calculated risks. This greater freedom can lead to innovative problem-solving and more effective collaboration. Open communication ensures everyone is on the same page, reducing misunderstandings that could lead to unfair blame.

In a culture with open, solid communication, mistakes are not hidden but addressed openly. This shifts the focus from blaming individuals for mistakes to collectively finding solutions and learning from the experience. This approach not only promotes accountability but also encourages learning and continuous improvement.

Open communication can help dispel the fear often associated with blame. When leaders are open, honest, and transparent, it sends a clear message to the team that it's okay to make mistakes as long as it uses them as a learning opportunity. This shift in mindset can contribute to dismantling the blame culture.

An example of promoting open communication can be found in a practice many successful organizations employ: the "no-fault post-mortem" meeting. This technique is commonly used after a project or event, especially if things are unplanned. We encourage all team members to share their perspectives on what happened, what went wrong, and what could be improved without fearing punishment or blame.

Foster a Learning Environment: Cultivate a culture where mistakes are opportunities for learning and growth. By shifting the focus from blame to learning, we see each failure as an opportunity for growth and innovation rather than a cause for punishment. This cultivates an organization-wide mindset shift where mistakes are not feared but embraced as part of the learning process.

Employees are encouraged to try new ideas and take calculated risks in a learning environment. This approach inherently acknowledges that failure is a possibility. Yet, instead of discouraging these attempts, it rewards them, recognizing that every failure brings valuable lessons that drive improvement and innovation. This environment breaks the cycle of blame as employees no longer feel the need to conceal their mistakes or defend their actions for fear of blame.

Moreover, leaders can encourage open dialogue about failures by setting a precedent that mistakes are learning opportunities. This leads to collective problem-solving, with the team working together to understand what went wrong and how to prevent it in the future. In such an environment, blame has no place, as the focus is not on who caused the mistake but on what we can learn from it.

This learning-oriented culture encourages transparency, trust, and accountability, effectively dismantling the blame culture. It promotes resilience, as teams that learn from their failures are more agile and better equipped to face future challenges. Thus, fostering a learning environment eliminates the blame culture and paves the way for an innovative, collaborative, and successful organization.

An excellent example of fostering a learning environment comes from a common practice at leading Silicon Valley companies such as HP and Google. They encourage their employees to spend 20% of their work time on personal projects, a policy known as "20% Time". This initiative allows employees to explore their ideas and learn through trial and error without fear of failure. They encourage employees to view mistakes as part of innovation and learn from them.

Develop Trust: Developing trust within an organization is a crucial stepping stone towards dismantling a blame culture. Trust fosters an environment where employees feel valued and secure, reducing the impulse to deflect blame onto others. When individuals trust their colleagues, they are more likely to believe in the collective competence and intentions of the team, feeling less need to assign blame when things go awry.

Trust creates a safe space for open dialogue, enabling teams to address mistakes and failures openly and objectively, focusing on solutions rather than casting blame. It encourages individuals to admit when they are at fault, confident that their honesty will not result in punitive measures but is a learning opportunity.

Trust forms the foundation of effective collaboration. In a trusting environment, team members work together towards a common goal, emphasizing collective success over individual performance. This shift in perspective minimizes defensive behaviors and promotes accountability, both crucial elements in eradicating a blame culture.

Trust also strengthens the relationship between leaders and employees. When leaders demonstrate trust in their teams' abilities and intentions, it empowers individuals, promoting innovation and risk-taking. It sends a clear message that failure is not a catastrophe but a normal part of the path to success.

We can see an example of developing trust in the practice adopted by Netflix. The company is renowned for its "Freedom and Responsibility" culture, which is heavily rooted in trust. Netflix offers its employees great autonomy, trusting them to make decisions that align with the company's best interests. This high-trust culture eliminates the fear of blame and promotes a collaborative, innovative, and transparent working environment.

Encourage Accountability: Encouraging accountability is a critical strategy for dismantling a culture of blame. When accountable, employees recognize and accept responsibility for their actions and outcomes. This shift moves the focus away from blaming others, fostering a culture of ownership and personal responsibility.

Accountability prompts individuals to consider the consequences of their actions, leading to more thoughtful decision-making and a stronger commitment to the tasks undertaken. This enhances the quality of work and reduces the likelihood of mistakes precipitating blame.

Accountability cultivates open-mindedness and humility, as accountable individuals tend to acknowledge and learn from their mistakes rather than deflect blame. This fosters a continuous learning and improvement culture, where we view errors as growth opportunities rather than failures.

When accountability is encouraged, it reduces the defensive behaviors often associated with a blame culture. Instead of wasting energy on assigning blame, teams can focus on constructive problem-solving to avoid repeating the same mistakes in the future, promoting a more efficient and collaborative environment.

When leaders model accountability, it sets a precedent for the entire organization, establishing an ethos of integrity, responsibility, and trust - collectively working to dismantle the antithesis of a blame culture. This leadership encourages all members to act similarly, collectively working towards dismantling the blame culture.

A great example of encouraging accountability is the approach used by Amazon. Amazon's leadership principle of "Ownership" encourages employees to act on behalf of the entire company, not just themselves or their teams. This principle fosters a sense of personal investment and accountability, dissuading a blame culture. It illustrates that when every employee feels personally responsible for the company's success, they are less likely to shift blame and more likely to strive for continuous improvement.

Lead by Example: Leading by example is a powerful way to dismantle the blame culture within an organization. When leaders demonstrate accountability, empathy, and open-mindedness in the face of mistakes and failures, it sets a precedent for the entire team. Leaders who own and use their mistakes as learning opportunities show their teams that it's acceptable to fail as long as we use these failures to fuel growth and improvement.

Leaders can foster a culture of trust, respect, and continuous improvement by adopting an approach focused on learning rather than blaming. When leaders avoid the blame game and instead focus on constructive problem-solving, it encourages the same behavior among their team members. This reduces defensiveness and fear and promotes open dialogue and collaboration.

Leaders who lead by example reinforce the idea that everyone, regardless of their position in the organization, is accountable for their actions. This equitable approach discourages blame-shifting and encourages individual accountability.

When leaders model the behavior they wish to see, it can significantly influence the organization's culture. Through their actions, leaders can shift the focus from blame to learning, fostering an environment where failures are stepping stones to success rather than setbacks. By leading by example, leaders can effectively dismantle the blame culture and pave the way for a more resilient, innovative, and successful organization.

A shining example of leading by example is Satya Nadella, CEO of Microsoft. Nadella took the helm when Microsoft was known for its internal competitiveness, often resulting in a blame culture. Satya Nadella, however, helped transform this culture by demonstrating empathy and encouraging a growth mindset. He emphasized learning from mistakes rather than allocating blame. This shift in leadership style fostered a more collaborative and innovative environment, demonstrating how impactful leading by example can be in dismantling a blame culture.

Reframe the Discussion: Reframing the discussion plays a pivotal role in dismantling a blame culture. This strategy shifts the focus from assigning fault to finding solutions, promoting collaboration and collective problem-solving. Instead of a punitive approach when issues arise, encourage dialogue centered around comprehension and resolution. This reduces the fear of blame and encourages individuals to come forward with their mistakes, viewing them as learning opportunities rather than career-threatening occurrences.

In a solution-oriented environment, they see mistakes as a part of the process, not as catastrophic failures. This mindset fosters continuous learning, encourages risk-taking, and drives innovation. It leans into the idea that progress is often built on trial and error, removing the sting from missteps.

Reframing the discussion also enhances team cohesion and mutual respect. When teams engage in constructive, solution-focused conversations, it fosters a sense of camaraderie, promoting a sense of shared responsibility toward achieving collective goals. This shared responsibility diminishes the urge to lay blame on individuals, fostering a supportive, inclusive, and efficient work environment.

Reframing the discussion helps to dismantle the blame culture by encouraging transparency, fostering team collaboration, and promoting a focus on solutions over blame. This approach contributes to a positive organizational culture, empowering individuals and teams and facilitating growth and success.

We can see an excellent example of reframing the discussion in how the multinational corporation IBM handled project failures. Instead of resorting to blame when a project failed, Thomas J. Watson Sr., IBM's CEO, reframed the conversation around understanding the reasons behind the failure and learning from them. He famously said, "If you want to increase your success rate, double your failure rate." This approach encouraged employees to view mistakes as opportunities for learning and growth rather than personal shortcomings to be penalized. Consequently, it helped to foster a culture of innovation and continual improvement rather than a blame culture.

Provide Constructive Feedback: Providing constructive feedback is an essential strategy in dismantling a blame culture. Constructive feedback focuses on growth and learning, tackling mistakes as opportunities for improvement rather than failures. It aims at highlighting the areas of improvement rather than pointing fingers and blaming individuals for mistakes.

Giving constructive feedback opens a productive dialogue wherein individuals can express their perspectives and devise solutions to avoid repeating the same mistakes. This approach fosters an environment of trust and mutual respect, where individuals feel valued and motivated to improve their performance.

Constructive feedback ensures that individuals are not left feeling blamed or criticized by focusing on behavior or performance, not the person. Instead, they are encouraged to analyze their actions and understand how to enhance their performance. This reduces the defensiveness and fear associated with blame, promoting a culture of open communication and continuous learning.

Constructive feedback also ensures accountability. When individuals receive direct, clear, and fact-based feedback about their actions and impacts, they are likelier to take ownership of their actions. This fosters a sense of responsibility, reducing the chance of blame-shifting and promoting a culture of ownership and accountability.

By implementing these steps, organizations can gradually move away from a blame culture towards one of trust, accountability, and innovation.

A prime example of a leader giving constructive feedback is Sheryl Sandberg, former COO of Facebook. Sandberg is known for her "radical candor" approach to feedback, which involves caring personally and challenging directly. Following a presentation given by her colleague, Sandberg opted for private feedback, expressing that she thought the presentation was phenomenal, but the constant use of filler words was distracting. Instead of focusing on the negatives, Sandberg began with positives, addressed the improvement area, and provided a solution.

Conclusion Our blame culture often holds us back from our potential, as we look to assign blame first instead of seeking solutions. Failure is critical to innovation and essential to creating an environment that allows people to take risks without fear of being blamed. Leaders must shift their focus from blame to accountability to foster open communication, a willingness to take risks, and the growth of creativity. Organizations that foster an environment that values accountability and creativity will reap the benefits by tapping into the true potential of their employees. Ultimately freeing everyone to collaborate, experiment, and innovate and helping your organization to rise to the next level.

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As the world becomes more digital and technology-focused, the need for innovation has never been greater. Startups and entrepreneurs drive this innovation, creating solutions to problems that have never been solved before. However, innovation is more than just creating a new product or service - it requires a supportive ecosystem to thrive. This is where the government can play a crucial role.

What role should governments play in encouraging, supporting, and growing innovation success?

Each of the three levels of government (local (city), regional (state), and national (federal)) has a role to play in enabling innovation so that their constituents can compete in the innovation economy.

Local (City) Government and Innovation The local government can play a pivotal role in growing innovation success by creating an ecosystem that supports startups and entrepreneurs. They can achieve this by providing access to affordable office space, promoting networking events, and offering tax incentives to attract startups to the area. In addition, local governments can invest in initiatives that support the growth of the local startup ecosystem. The result will be an increase in the number of startups and entrepreneurs in the area, which will drive job creation, economic growth, and innovation.

Strengthening Education and Workforce Development Local governments can enhance innovation success by bolstering education initiatives and workforce development programs, especially in science, technology, engineering, and mathematics (STEM). By fostering a solid educational environment, local governments can ensure a steady stream of skilled workers to meet the needs of innovative industries. Workforce development programs can also offer adult retraining options, providing all community members can contribute to and benefit from the thriving innovation ecosystem.

One example of a successful partnership between local government and education to support innovation is the LaunchCode program in St. Louis, Missouri. This initiative provides free coding boot camps for individuals interested in pursuing careers in technology. The city government has invested in this program, recognizing the potential for job creation and economic growth through developing a skilled workforce.

Providing Infrastructure and Resources Robust infrastructure is a fundamental requirement for the growth of innovative businesses. Local governments can provide high-speed internet, efficient transportation, and reliable utilities, making the area attractive for startups. They can also facilitate the establishment of innovation hubs, incubators, and co-working spaces that provide entrepreneurs with vital resources, mentorship, and networking opportunities.

One example is the Cambridge Innovation Center (CIC) in Boston, Massachusetts. The city government supported the development of CIC by providing tax incentives and helping navigate regulatory processes. Today, CIC houses over 1,000 startups and has played a significant role in establishing Boston as a leading innovation hub.

Affordable Housing and Competitive Cost-of-Living The presence of affordable housing and a competitive cost of living are critical elements in fostering a thriving innovation ecosystem. Affordable housing options allow entrepreneurs, startup employees, and other local talent to live and work in the same area, supporting a diverse and inclusive community. A competitive cost of living can help attract and keep talent, as individuals and families are more likely to settle in regions where their income stretches further. By actively working to maintain or lower the cost of living, local governments can ensure that their region remains attractive for innovation-focused businesses and the talented individuals they employ.

One example of a local government addressing housing affordability for innovation success is the City of Austin, Texas. The city implemented an innovative program called "Affordability Unlocked" to encourage developers to include affordable units in new developments. This has helped maintain Austin's status as a desirable location for startups and entrepreneurs while ensuring that affordable housing remains accessible.

Streamlining Regulatory Environment Lastly, local governments can play a significant role in streamlining the regulatory environment. By simplifying business registration processes, easing zoning restrictions, and creating straightforward tax systems, local governments can make it easier for startups to launch and scale their businesses. They can also promote transparency, stability, and predictability in their regulatory processes to ensure innovators can focus on their work without bureaucratic hindrances.

One notable example is the city of Fargo, North Dakota. The city has implemented a streamlined online business registration process called "StartFM," which allows entrepreneurs to register their businesses in as little as 15 minutes. This initiative has made it easier for startups to enter the market, contributing to the growth of innovation

and entrepreneurship in Fargo.

Regional (State or Provincial) Governments Role in Innovation Regional governments can also have a significant impact on innovation success. They can invest in initiatives that support the growth of the startup ecosystem in the region by creating incubators, accelerators, and grant programs to fund early-stage startups. In addition, they can collaborate with universities and research institutions to develop a pipeline of talent that can feed into the startup ecosystem. Finally, they can provide access to capital for startups through angel investor networks, public-private partnerships, and venture capital funds.

Advancing Research and Development Regional governments can advance innovation by committing to research and development. They can collaborate with local universities and research institutions to stimulate scientific and technological advancement, encouraging the burgeoning of innovative startups in their regions. By promoting and investing in R&D, regional governments can position their region at the forefront of technological progress.

The North Carolina Innovation Fund, established by the state government, provides grants to universities and research institutions for groundbreaking research projects. This has helped foster a strong innovation ecosystem in North Carolina, leading to numerous successful startups and attracting investment from large technology companies.

Fostering Regional Collaboration and Partnership Another pivotal role that regional governments play is fostering collaboration and partnerships, both within and outside the region. They can encourage cross-regional collaboration to share knowledge, resources, and best practices. Such collaboration can expedite innovation processes and yield more robust results. Besides, regional governments can facilitate public-private partnerships, combining the strengths of both sectors for the common goal of innovation.

The New York Digital Health Accelerator program is one example of successful cross-regional collaboration. The state government partnered with healthcare providers, technology companies, and venture capital firms to support and mentor early-stage digital health startups. This initiative has led to a thriving healthcare innovation ecosystem in New York and has attracted significant regional investment.

Implementing Sound Economic Policies Regional governments can make the economic environment conducive to innovation through sound economic policies. Policies that stimulate economic growth, encourage investment, and promote competition are beneficial. They can also offer tax incentives and subsidies to innovative businesses to promote entrepreneurship and innovation.

The "Innovative Rhode Island Small Business Express Program" offered by the state government provides loans and grants to small businesses, demonstrating potential for innovation and growth. This program has helped many startups in Rhode Island overcome financial barriers and succeed, contributing to the region's overall economic development.

Nurturing an Innovation Culture Regional governments can also nurture a culture of innovation by recognizing and celebrating success. Regularly highlighting local startups and entrepreneurs making a difference can ignite a spirit of innovation among the populace. They can also organize innovation challenges and competitions to spark creativity and generate original solutions to regional challenges.

The "Innovate BC-New Ventures Competition," organized by the British Columbia government, is a prime example of fostering an innovation culture. This annual competition offers mentorship, education, and funding opportunities for early-stage tech startups in the province, attracting international attention and investment to the region.

Championing Legislative Support On a legislative level, regional governments can champion laws that promote and protect innovation. They can ensure the existence of strong intellectual property laws that protect the rights of innovators, thereby encouraging more people to innovate without fear of their ideas being stolen. They can also lobby for legislation that supports startups and makes funding more accessible.

The "Michigan Invests Locally Exemption" law passed by the state of Michigan exempted crowdfunding from securities regulation, making it easier for startups to raise funding from local investors. This has led to an increase in startup growth and investment in Michigan, promoting innovation and economic development in the region.

National (Federal) Government Role The national government has a crucial role in growing innovation success, as it can create policies and provide funding that can significantly impact the startup ecosystem. For example, the government can offer tax incentives to investors who fund startups and create grant programs that fund research and development. In addition, the government can create procurement programs that give startups access to government contracts, which can be a significant source of revenue. Finally, the government can invest in initiatives supporting the startup ecosystem's growth, such as accelerators, incubators, and training programs.

Formulating Appropriate Infrastructure Policies National governments have the power to formulate and implement policies that develop the required infrastructure for innovation. This includes investment in digital infrastructure like high-speed internet, which is crucial for a technology-driven economy. Moreover, the development of efficient transport and logistics infrastructure can bolster the operational capabilities of businesses, making the country an attractive destination for innovative firms.

One example of a national government successfully implementing infrastructure policies is Estonia. The country's "e-Estonia" initiative has created a leading digital infrastructure, making it an attractive location for innovative businesses. This, combined with favorable tax policies and a tech-savvy workforce, has led to Estonia being dubbed the "Silicon Valley of Europe."

Establishing Strong Education Policies Education is a vital component of an innovative ecosystem. National governments can shape the future workforce by implementing robust education policies emphasizing science, technology, engineering, and mathematics (STEM) fields and promoting creativity and critical thinking. They can also support programs that bring technology and digital literacy into classrooms, preparing the next generation for a digital future.

The "Education Quality and Curriculum Enhancement Project" implemented by the Government of Pakistan, with assistance from the World Bank, focuses on improving STEM education in public schools. This project has already trained over 13,000 teachers and provided modern teaching equipment to schools, creating a more skilled and technology-literate workforce in the country.

Promoting International Collaboration At the international level, national governments can foster innovation by establishing bilateral or multilateral collaborations in science and technology. These partnerships can encourage the exchange of knowledge and skills, joint research projects, and cross-border entrepreneurial activities.

The "Digital Nations" initiative, launched in 2017 by New Zealand, Canada, and Estonia governments, aims to establish a global network for supporting digital innovation. Through this partnership, countries can learn from each other's experiences and collaborate on initiatives that drive digital transformation and growth.

Investing in National Research and Development National governments can directly influence the scale and direction of innovation through their research and development (R&D) policies. Investment in R&D at the national level, whether through government agencies or funding to universities and research institutions, is critical for scientific discovery and technological advancement. This, in turn, can spur the growth of innovative startups and drive economic development.

In 2021, the German government announced a record-breaking budget of €9.5 billion for R&D in 2022. This investment will support research in key areas such as digitalization, climate change, and health, positioning Germany as a leader in these fields and driving innovation across various industries.

Implementing Effective Legal and Regulatory Frameworks Lastly, national governments play a crucial role in developing the legal and regulatory frameworks that govern innovation, covering intellectual property rights, data protection, and cybersecurity. By ensuring these laws are clear, up-to-date, and effectively enforced, governments can create an environment that encourages innovation while protecting the rights and interests of all stakeholders.

In 2018, the European Union implemented the General Data Protection Regulation (GDPR), a comprehensive data privacy law that applies to all companies and organizations operating in the EU. This framework has increased consumer trust and confidence in technology and digital services, allowing more innovative solutions to thrive without compromising data privacy.

Importance of Government Collaboration Effective collaboration across various levels of government - local, regional, and national - is a cornerstone for building a robust and dynamic innovation ecosystem. Such coordinated efforts can optimize resources, align policies, and create cohesive strategies that foster a conducive environment for growth and innovation. Collaboration also allows for sharing best practices, learning from successful models, and avoiding unnecessary duplication of efforts. This collective approach ensures that the needs and aspirations of different regions and localities are accounted for and addressed appropriately in national policies. Informed and strategic collaboration between various governmental levels promotes a balanced, inclusive, and sustainable innovation ecosystem that maximizes potential, minimizes risks, and delivers value to all stakeholders. Overall, a strong partnership between all levels of government is necessary for creating and sustaining an environment that nurtures innovation and drives economic growth.

What Will the Future Look Like? There are two futures. One where the government steps up and plays its role in ensuring innovation success. The other when it does not.

The former leads to a vibrant and dynamic economy where startups thrive, technology constantly evolves, and society benefits from new solutions to old problems. This future requires governments at all levels to actively promote innovation and create an environment that fosters growth and development.

The consequences will be significant if the government takes no action to encourage, support, and grow innovation success. Without government intervention, startups will struggle to access funding and resources needed for growth. Research and development efforts may stagnate, and the economy may lack new ideas and solutions. In the future, other countries with more supportive policies will surpass those neglecting innovation.

Therefore, governments must recognize their role in promoting innovation success and take action to develop policies and programs that support it.

Conclusion The government is crucial in encouraging, supporting, and growing innovation success. Local, regional, and national governments can take specific steps to create a supportive ecosystem that fosters the growth of startups and entrepreneurs. These steps include providing access to affordable office space, creating incubators and accelerators, investing in talent development and research, and creating policies and incentives that support the growth of startups.

Collaboration between the three levels of government is essential for creating a coordinated effort that maximizes resources and enables entrepreneurs to thrive.

Without government intervention, the consequences will be significant, including a slowdown of economic growth, fewer job opportunities, and a decline in competitiveness in the global economy.

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Creativity and practicality are often two opposing forces in problem-solving and decision-making. On the one hand, we desire to develop innovative ideas and think outside the box. On the other hand, we require practical solutions that we can efficiently implement. However, contrary to popular belief, these two forces do not have to be at odds. When balanced correctly, they can complement each other, leading to even greater success.

The Importance of Creativity Creativity is the ability to think in new and original ways, enabling us to find unique solutions to problems. It allows us to avoid traditional thinking patterns and explore alternative perspectives. In today's fast-paced and ever-changing world, creativity is becoming increasingly important. The skill ranked by CEOs as #1 is the ability to think creatively. It allows individuals and organizations to stay ahead of the curve and adapt to new challenges.

Creativity drives innovation and progress. Without it, we would still use outdated methods and technologies. Creativity is the driving force behind all major advancements, from art and design to science and technology. It enables us to push boundaries and explore new possibilities.

The Need for Practicality Practicality is essential for turning creative ideas into tangible results. It involves considering the feasibility, cost-effectiveness, and efficiency of a solution. Without practicality, even the most brilliant ideas would remain mere concepts and fail to make an impact.

Practicality also helps us stay grounded and focused on achieving our goals. It ensures we use resources wisely and make decisions based on practical considerations rather than abstract ideas.

Finding the Balance While creativity and practicality may clash, they are two sides of the same coin. Both are crucial for achieving success in any endeavor. The key is finding the right balance between the two.

Too much focus on creativity without practicality can lead to unrealistic and unattainable goals, wasting valuable time and resources. On the other hand, too much emphasis on practicality can stifle creative thinking and limit potential breakthroughs that can drive progress.

Fulfilling a culture that embraces creativity and practicality is essential to strike the right balance. Encouraging open-mindedness, risk-taking, and experimentation can achieve this while promoting critical thinking, strategic planning, and effective implementation.

Ask Yourself the Right Questions If you want to ensure the proper balance between creativity and practicality, ask yourself the following questions before deciding to go forward:

Is the idea practical? When we ask if an idea is practical, we examine its feasibility, viability, and ease of implementation in real-world scenarios—being practical means grounding creative innovation in reality and ensuring that we can translate ideas into actions that produce impactful, measurable outcomes.

This requires an assessment of various factors, such as the resources necessary, general approach, and timeline.

1. Resources: A comprehensive understanding of the resources at your disposal is vital. This includes manpower, skills, finances, tools, and technology. An idea that requires resources beyond your current capacity may not be achievable.
2. Approach: The method of implementation is another crucial aspect. Is there a clear path from conception to execution? One should have a well-defined approach for a feasible idea to turn an idea into a reality.
3. Timeline: One should also evaluate time constraints. An otherwise achievable idea might become unrealistic if it requires implementation within an unfeasible timeline.
4. Risk Assessment: Potential risks and roadblocks should be identified and addressed. Are there any foreseeable challenges that could derail the implementation process? If the risks outweigh the potential benefits, it is wise to reconsider.

Does the idea align with the organization's culture and mission? The alignment of an idea with the organization's culture and mission is a key determinant of its potential success and acceptance. A culture-embracing idea fosters cohesion and unity, reinforcing the values and principles that underpin the organization. It resonates with the workforce, encouraging a sense of ownership and commitment that significantly boosts morale and productivity.

The alignment with the mission ensures that the idea contributes directly to the organization's overarching objectives. It helps maintain focus on the company's strategic direction, ensuring that innovation and creativity do not divert resources from the core goals. An idea that aligns with the mission statement is inherently valuable, as it reinforces the company's purpose and propels it toward its envisioned future.

The congruence of an idea with the culture and mission of the organization is not merely desirable but ‌crucial. It ensures that the innovation strengthens the organization's identity, drives its strategic progress, and garners widespread support from the workforce.

Do you think the idea will be profitable? Profitability is a crucial determinant of an idea's viability. We deem an idea profitable if it can generate a significant return on investment. This implies that the revenue produced by implementing the idea should be greater than the total cost associated with its execution, including production, marketing, distribution, and other related expenses.

When evaluating an idea's profitability, you should consider several factors.:

1. Market Demand: High demand for a product or service suggests potential profitability. Comprehensive market research can provide valuable insights into consumer needs, preferences, and buying behavior.
2. Pricing Strategy: An effective pricing strategy can significantly enhance profitability. The price should not only cover the cost of production but also bring in a decent profit while appealing to customers.
3. Competition: Competitive analysis is crucial. Achieving profitability can be challenging if the market is saturated with similar products or services.
4. Cost Efficiency: Streamlining operations and processes to reduce costs can increase profitability. This includes optimizing resource utilization, eliminating wastage, and improving productivity.
5. Risk factor: An idea may seem profitable on the surface, but conducting a thorough risk analysis is important. This includes assessing the potential for market changes, regulatory issues, or unforeseen costs that could impact profitability.

An idea's profitability is not merely a calculation of revenues and costs, but a comprehensive assessment that considers market conditions, competitive landscape, pricing dynamics, cost efficiency, and potential risks.

Examples of Success and Failure While many businesses have learned to achieve harmony between creativity and practicality, some have not been as fortunate.

Tesla We could position Tesla as the poster child of the successful balance between creativity and practicality. The company's innovative electric vehicles are a creative response to the environmental challenges posed by traditional gasoline-fueled cars. Yet, Tesla's vehicles are eco-friendly and practical, with competitive driving ranges, high performance, and luxury features that appeal to a broad range of consumers.

Elon Musk had to push his team on creativity to achieve this balance while ensuring they adhere to practical considerations such as cost, safety, and consumer demand. As a result, Tesla has not only achieved profitability but also disrupted the automotive industry and become a leader in sustainable transportation.

Google Glass Google's ambitious product, Google Glass, is an example of creativity not backed by practicality. Despite being a feat of creativity with its groundbreaking technology and futuristic appeal, Google Glass failed to resonate with consumers. They criticized the product for its impractical design, high cost, and privacy concerns, which made it less appealing to the public. This example underscores the importance of balancing creativity with practicality. While out-of-the-box thinking can lead to groundbreaking innovations, ensuring these ideas are practical and in line with market needs and consumer expectations is crucial.

Segway The Segway Personal Transporter, despite being a creative invention, did not achieve market success due to its lack of practicality. When it debuted, it introduced the innovative two-wheeled, self-balancing personal transporter, unlike anything else on the market. However, the Segway failed to be practical for most consumers due to its high cost, difficulty navigating urban environments, and regulatory issues.

The iBot, developed by Mobius Mobility using Segway technology, is a remarkable example of creativity needing to find its true purpose. When this technology was reimagined and repurposed into the iBot, it discovered a market among those who needed it most - individuals with mobility impairments. This next-generation wheelchair offered mobility and independence previously unattainable with traditional wheelchairs.

Despite its initial failure, Segway technology could find its place in the market, albeit in a different form, and create a significant impact.

Practical Experience Given my 30-plus-year career in innovation, I have learned that balancing creativity and practicality is an ongoing process - and more complex than it looks. It requires strategic thinking, market understanding, and consumer insights. As a leader in innovation, I have had to find this balance for countless projects throughout my career.

One particular project that stands out was the development of a new business unit at HP called HP Gaming. The idea was to leverage HP's existing technology and expertise, combined with some acquisitions, to enter the high-growth gaming market. However, we faced a significant challenge - how do we make HP Gaming stand out in an already crowded market? We knew that just releasing another gaming laptop or desktop would not be enough; it must be unique and innovative.

Through collaboration with our team of designers, engineers, and marketing experts, we developed the concept of "premium gaming" - a combination of high-performance hardware with luxury features and design elements. This idea focused on creativity and practicality - appealing to gamers' desire for top-of-the-line technology while catering to their growing interest in customizable, aesthetically pleasing devices.

We conducted extensive market research to ensure our idea was practical, testing different designs and features with potential consumers. We also iterated our concept multiple times, refining it until we found the perfect balance between creativity and practicality.

The result? We introduced such award-winning products at the HP Blackbird and HP Firebird.

HP Gaming became a meaningful player in the gaming market, gaining recognition for its innovative approach and achieving success through balancing creativity and practicality.

Even after leaving HP over a decade ago, you can still see the fruits of our team's efforts in HP products such as the Omen.

How to Balance Creativity and Practicality The following are the lessons learned from the examples on the success and failures of balancing between creativity and practicality:

Involve the Right People Collaborate with a team of creative individuals, including product developers, designers, and marketers, to ensure that your idea is practical and doable. You can harness individual strengths and expertise to balance creativity and practicality by involving the right mix of people.

Set Realistic Expectations Don't get carried away with your creativity; establish realistic expectations to keep your project on track and avoid unrealistic goals. Consider market demand, competition, and cost when setting expectations for your idea's success. This will help you stay grounded and make practical decisions throughout the project.

Test and Validate Your Idea Conduct market research to ensure your idea is innovative and practical and meets a specific market demand. Validate your idea with potential consumers, gather feedback, and make necessary adjustments to ensure its feasibility and success.

Iterate Your Idea Don't try to get everything right the first time. Reworking your original idea to make it practical and sustainable might be necessary. By iterating your idea, you can identify and address any potential issues before they become costly mistakes.

Don't Be Afraid to Change Direction If an idea is not working out, ‌pivot and try something different. Changing direction and finding a practical solution is better than sticking with an unfeasible idea. Please stay open and flexible, and be willing to adapt your initial idea to make it more practical.

The Fine Line When balancing creativity and practicality, it's easy and less risky to pull back and put more emphasis on practicality. Don't. Know where the line is and balance your creativity with practicality.

Leave room for innovation while considering an idea's market needs and feasibility. By finding this sweet spot, you can achieve profitability and sustainably impact your industry. So ‌unleash your creativity, but remember to keep it grounded in practicality. Keep pushing the boundaries, but ensure they align with market demand and consumer expectations.

That's the key to success and a sustainable future for your business. Don't be afraid to take risks; ensure they are calculated and aligned with practical considerations. You can create a winning formula for success in any industry by finding the perfect balance between creativity and practicality.

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For years, the British Cycling team was known for their spectacular failure, not winning a single Tour de France for over a century. Then came Dave Brailsford in 2003, who introduced the concept of "marginal gains." Brailsford believed that by improving every area related to cycling by just 1%, the cumulative gains would lead to significant overall improvement. He focused on a broad range of elements, from the nutrition of the riders to the type of pillow that suited each rider for the best night's sleep.

The result? British Cycling saw a remarkable transformation, winning eight gold medals at the 2008 Olympics and nine gold medals at the 2012 Olympics. In 2012, the British Cycling team won the Tour de France, and they dominated the sport for the next decade, proving the power of marginal gains.

This concept has since been applied to various fields. From personal development to business strategies, the 1% factor has proven to be a game-changer. It's not about making radical changes or massive improvements; it's about making small, consistent, and constant gains that ultimately lead to monumental results.

The Power of Marginal Gains The theory of marginal gains dates back to the 1960s, when Peter Drucker, a renowned management consultant, introduced the concept of continuous improvement. This led to continuous improvement over time to achieve significant overall improvement. By focusing on small improvements in every aspect of a process or system, the cumulative impact will eventually lead to substantial gains.

In the world of consulting, the power of marginal gains has been widely accepted, with organizations across various industries putting it into practice through programs like Six Sigma. Six Sigma, for instance, is a set of techniques and tools designed for process improvement, aiming to reduce defects to 3.4 per one million opportunities. It employs a data-focused approach to identify, analyze, and eliminate defects, thus optimizing business processes and enhancing performance. This is a prime example of implementing the 1% factor, resulting in substantial improvement through small, consistent gains.

Applying the 1% Factor in Personal Development The 1% factor is not just limited to businesses and organizations; individuals can also apply it in their personal lives for self-improvement. By focusing on making slight improvements in various areas of life, an individual can achieve significant progress over time.

For example, in pursuing physical fitness, instead of setting lofty goals and making drastic changes that may lead to burnout, one can focus on small daily improvements. This could be as simple as committing to a 1% increase in the steps taken per day or incorporating one additional healthy meal into their diet each week. These small improvements, when consistent, will ultimately lead to significant physical fitness improvement.

In terms of personal finances, instead of saving a large sum at once, individuals can focus on making small adjustments in their spending habits and increasing savings by 1% every month. Over time, these marginal gains will add up and considerably impact an individual's financial well-being.

Marginal Gains and Innovation When applied to the realm of innovation, the concept of marginal gains emphasizes the remarkable impact that incremental improvements can have. Rather than seeking radical, ground-breaking innovations, it promotes the idea of constant, iterative improvements to existing systems, processes, or products. Each small enhancement may seem trivial when viewed in isolation. However, the cumulative effect of these marginal gains can lead to substantial advancements over time.

Consider the case of software development, where continuous iteration and frequent updates are common practice. Each update might only bring minor fixes or feature improvements but significantly enhance the overall user experience and software functionality. The same principle is in manufacturing, where marginal improvements in production processes can lead to higher efficiency, better product quality, and increased profitability.

Many innovators look down on incremental innovation. However, these seemingly small improvements can lead to monumental breakthroughs. The power of marginal gains challenges the belief that innovation must be disruptive and revolutionary.

Marginal Gains To How You Innovate Many organizations struggle to start or grow their abilities to innovate. By applying the concept of marginal gains to how you innovate, you can break down the process into smaller, achievable steps. This approach eliminates the pressure of seeking a radical launch improvement in its ability to innovate and enables organizations to continuously improve their innovative goals.

One way to implement the 1% factor in innovation is through regular idea-generation sessions on improving an organization's innovation ability. Treat your innovation process just like any other process inside your organization. You'll eventually create an efficient and effective innovation engine by continuously developing and refining the process.

How To Implement Marginal Gains with Innovation To successfully implement the concept of marginal gains as part of an innovation program, you can follow these detailed steps:

Identify Opportunities for Improvement To identify opportunities for improvement, it's crucial to perform a comprehensive analysis of your existing innovation process. Begin by breaking down your processes into individual elements and examining each. Look for inefficiencies or aspects that could be enhanced, however minor they seem. Utilize tools such as flowcharts or process maps to visualize your operations, making pinpointing improvement areas easier. Remember, the goal is not to seek out massive, sweeping changes but to identify small, incremental improvements that, when compiled, can lead to significant gains.

Set Clear Objectives When setting objectives, ensure they are specific, measurable, achievable, relevant, and time-bound (SMART). For instance, if you aim to improve your innovation pipeline, your objective is 'to increase the number of ideas by 1% over the next month.' This objective is specific (improving the number of ideas), measurable (by 1%), achievable (through various improvements like better ideation processes or improved idea management capture systems), relevant (improves the innovation funnel), and time-bound (to be achieved in the next month). Be sure to communicate these objectives clearly to your team so everyone understands their role in the collective pursuit of these marginal gains. Also, establish a system for tracking progress towards these objectives. This might involve regular check-ins or project management tools to monitor tasks and deadlines.

Develop an Action Plan Once your objectives are set, creating an action plan providing a step-by-step roadmap for achieving these goals is time. This plan should clearly outline the steps needed, assigning responsibilities to individuals or teams for each task.

1. Define Tasks: Break down each objective into smaller, manageable tasks. Each task should be straightforward and simple, enabling team members to understand what is expected of them.
2. Assign Responsibilities: Each task should have a designated person or team responsible for innovating a marginal gain. This ensures accountability and ownership of the tasks.
3. Set Deadlines: Every task should have a clear timeframe for completion. This will create a sense of urgency and keep the team on track. Be realistic while setting these deadlines, keeping in mind the complexity and scope of the tasks.
4. Identify Resources: Determine what resources will be needed to complete each task, whether it's manpower, technology, equipment, or financial resources.
5. Monitor and Adjust: Finally, establish a system for tracking progress on these tasks. Regularly review the plan's implementation, adjusting tasks or timelines as needed based on the progress made. This will ensure the plan remains flexible and adaptable to any changes or challenges.

Remember, the aim here is to make small, consistent improvements. Don't be disheartened if progress seems slow initially. With time and consistent effort, these small changes will accumulate, leading to significant advancements. Implementing marginal gains as part of your innovation program can improve efficiency, increase profitability, and, ultimately, a more successful business.

Gather Data Data collection is vital to implementing marginal gains in an innovation program. It provides an evidence-based approach to determining where incremental improvements can be made and offers insights into the effectiveness of those changes.

1. Baseline Data: Before implementing any changes, gathering baseline data is crucial. This data will provide a snapshot of your current innovation efforts, against which you can compare future performance. This could include measures like an innovation pipeline or the funding of innovation experiments – depending on the areas identified for improvement.
2. Data Collection Methods: Use various methods to gather a rich, multifaceted understanding of your innovation operations. This could include surveys, interviews, observations, or review of existing documentation. Utilize digital tools and analytics software to automate and streamline the data collection process.
3. Post-Implementation Data: After implementing the changes, continue collecting data. This will allow you to track progress, measure the improvements' impact, and assess whether objectives are being met.
4. Data Analysis: Analyze the data collected pre and post-implementation to identify trends, measure the effect of your incremental changes, and guide further improvements. It's important to be patient and persistent during this stage, as the benefits of marginal gains often take time to materialize.
5. Feedback Loops: Establish feedback loops to share insights from the data with your team. This encourages continuous improvement and keeps everyone engaged in the process.

Remember, the goal is not to seek out massive, sweeping changes but rather small, incremental improvements that, when compiled, can lead to significant gains. Consistent data collection and analysis will be the compass that guides you toward that goal.

Monitor and Review Outcomes Monitoring and reviewing outcomes is a crucial step in the innovation program. This step ensures that the innovation objectives are met and guides future decision-making.

1. Progress Tracking: Use your established system to track progress towards the set objectives continuously. This can involve project management tools or performance dashboards that provide real-time insights into the status of tasks and overall progress.
2. Outcome Evaluation: Compare the outcomes with the objectives set at the beginning of the program. Evaluate whether the 1% improvements have led to the desired outcomes, such as an improved innovation pipeline, increased idea quality, or more innovation experiments.
3. Data-Driven Review: Use the data collected during the post-implementation phase to conduct a comprehensive review of the program. Analyze trends and patterns to understand the impact of the marginal improvements and identify areas for further enhancement.
4. Feedback Collection: Collect feedback from team members and other stakeholders involved in the program. This can shed light on any challenges encountered, provide insights into the program's effectiveness, and suggest ways to improve future iterations.
5. Adjust and Refine: Based on the review, make necessary modifications to the innovation program. This could mean adjusting objectives, redefining tasks, or even reshaping the entire approach if required. Refining your strategy based on tangible evidence and feedback ensures continuous improvement and long-term success.

Remember, monitoring and reviewing is not a one-time process but a continuous cycle that drives the innovation program. This iterative process of fine-tuning and improvement embodies the philosophy of marginal gains.

The Importance of Consistency The key to achieving monumental results with the 1% factor is consistency. Making small daily gains may seem insignificant, but over time, they add up and lead to significant progress. One must be patient and persistent in pursuing marginal gains, knowing that each small improvement contributes towards a larger goal.

In addition, consistency is essential in maintaining these improvements. It's not enough to make small gains quickly and revert to old habits. The 1% factor should become a way of life, continuously seeking ways to improve and grow.

Example Impacts from Marginal Gains Marginal gains have been applied to various fields and have yielded significant results. One example is the implementation of lean principles in manufacturing. Companies have reduced waste, increased productivity, and improved quality by identifying and making small improvements to various areas, such as inventory management, production processes, and workflow.

Toyota In the 1950s, Toyota introduced the Toyoda Production System (TPS), a pioneering application of lean principles and marginal gains that transformed the automobile industry. At the heart of TPS was the kaizen philosophy, which emphasizes continuous, incremental improvement. Every aspect of the production process was meticulously scrutinized for potential improvement, even if the benefit seemed minuscule.

One significant innovation was introducing the "Just-In-Time" (JIT) production system. This system, focusing on producing only what was needed, when it was needed, and in the quantity needed, resulted in significant reductions in waste, streamlined production, and improved efficiency. Each small adjustment may have appeared insignificant in isolation, but when combined, they resulted in substantial overall gains in productivity and quality.

Furthermore, Toyota empowered its employees to participate in the marginal improvement process. Workers were encouraged to pause the production line if they identified a problem or a potential efficiency improvement. This approach increased operational efficiency and fostered a culture of continuous improvement, underscoring the belief that everyone, at every level of the organization, could contribute to the marginal gains philosophy.

Through these seemingly minor modifications, Toyota significantly shortened production times, decreased costs, and improved quality, setting a new standard in automobile manufacturing. Their commitment to the philosophy of marginal gains is a testament to the power of small, continual improvements and is a significant factor behind their rise to global prominence.

Advertising Industry Consider the digital marketing landscape, where data-driven decisions and iterative improvements have revolutionized campaign success. By leveraging the power of analytics, advertisers can break down their strategies into several components and apply the marginal gains philosophy to each, thereby incrementally improving overall performance.

For instance, let's take the aspect of ad targeting. Marketers can observe a noticeable improvement in engagement rates by making small adjustments, such as honing in on a more specific demographic or adjusting the time of day when the ad is displayed. Similarly, tiny modifications to the ad copy, like changing the call-to-action or tweaking the headline, can significantly increase click-through rates.

Programmatic advertising, another burgeoning field, employs marginal gains to optimize ad buying in real-time. This approach allows marketers to make small improvements based on real-time data, leading to a more cost-effective allocation of ad budgets.

These seemingly minor enhancements, when implemented together, can result in an exponential increase in overall campaign success, illustrating the power of the marginal gains. This constant experimentation and optimization method, driven by marginal gains, can determine a campaign's success or failure.

Warnings About Marginal Gains While the concept of marginal gains has been celebrated in many sectors for its potential to bring about significant overall improvements, it's not without its critics. Here are some common criticisms against the philosophy of marginal gains.

1. Lack of Focus on Major Improvements: Critics argue that focusing on small, incremental changes often diverts attention from larger, more impactful improvements. By focusing on minutiae, organizations might miss out on making significant leaps in innovation and, instead, find themselves stuck in a cycle of small, often insignificant changes.

2. Time and Resource Intensive: Identifying and implementing marginal gains can be time and resource-intensive. It requires careful scrutiny of all processes and thorough data collection and analysis. These efforts might not always deliver proportional returns, making it an inefficient strategy in some critics' eyes.

3. Overemphasis on Optimization: Critics also point out that a hyper-focus on marginal gains can lead to an overemphasis on optimization at the expense of creativity and risk-taking. This could stifle innovation and limit the potential for major breakthroughs.

4. Dependency on Perfect Conditions: The strategy of marginal gains can be highly dependent on the perfect alignment of conditions, which may not always be possible, particularly in volatile and unpredictable business environments. Critics argue that this philosophy works best in controlled environments, like manufacturing or sports, with stable, repeatable processes.

5. Unpredictable Results: Finally, critics highlight that the seemingly minor changes made in pursuit of marginal gains can sometimes have unpredictable, unintended consequences that could negatively impact other parts of a system or process.

In conclusion, while marginal gains can undoubtedly provide incremental improvement and drive continual progress, balancing this approach with a broader vision that encourages significant innovation, allows for risk-taking, and accommodates larger system-level improvements is critical.

In conclusion, the philosophy of marginal gains can significantly contribute to innovation, highlighting the compounding power of seemingly insignificant ideas.

However, it's crucial to acknowledge the pitfalls of marginal gains. Critics warn of the risk of losing sight of larger, transformative improvements, the potential stifling of creativity and risk-taking, and the unpredictable consequences of minor changes. They argue that this philosophy could become a resource-intensive endeavor that doesn't always yield proportional returns, especially outside controlled environments.

Balancing the philosophy of marginal gains with an overarching vision for innovation is the key. Organizations should strive for a blend of marginal improvements and significant leaps in innovation. This requires fostering an environment that rewards small enhancements and bold, creative ideas, ensuring neither is undervalued. If employed judiciously, the philosophy of marginal gains is valuable in the innovation toolkit, driving constant refinement and progress. However, it should not be the sole strategy but coexist with other approaches championing significant, transformative change.

In this light, the philosophy of marginal gains provides a valuable insight: innovation isn't always about spectacular breakthroughs but often about the relentless pursuit of better, regardless of how small the improvement might be.

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Imagine a tree that grows in the heart of your community. Each branch represents a different innovation. It's not simply content to grow and reach for the sky independently. Instead, it shares its bounty with the community around it. Its fruits provide nourishment, its shade offers comfort, and its roots stabilize the soil.

The tree is an apt metaphor for benevolent innovations, which some call social innovations. Benevolent innovations are guided by the philosophy of doing good – aiming to enhance the quality of life, mitigate societal issues, or preserve our planet.

The importance of benevolent innovations lies in their potential for large-scale positive impact. They can address pressing challenges such as climate change, poverty, or health disparities, contributing to a more equitable and sustainable world. Further, they inspire a shift in innovation thinking, emphasizing society's well-being over mere profitability.

In contrast to benevolent innovations, innovations created primarily for profit or efficiency may not always prioritize societal or environmental well-being. While they can contribute positively to economic growth and consumer convenience, they may also inadvertently lead to negative consequences such as resource depletion, ecological degradation, or widening social inequalities if not managed responsibly. Therefore, a balance of both profit-driven and benevolent innovation is vital to sustainable progress.

Examples of Benevolent Innovations What do we mean by benevolent innovations?

1. The Solar Stove: The Solar Stove was a brainchild of Lorin Symington, who was inspired to create a clean and affordable cooking solution for communities in developing regions where traditional cooking methods involve hazardous open fires or inefficient stoves. Designed to harness the sun's power, the Solar Stove operates completely emission-free. It reduces the reliance on fossil fuels, offering a sustainable cooking solution that benefits both the environment and human health.
2. The LifeStraw: The LifeStraw is a portable water filter designed by Vestergaard Frandsen, a Swiss-based company. The innovation was born from the need to provide a practical solution to the global water crisis, particularly in regions with scarce access to clean drinking water. The LifeStraw removes bacteria and parasites, providing a safe drinking solution for needy individuals and significantly reducing the incidence of water-borne diseases.
3. The GravityLight: Designers Martin Riddiford and Jim Reeves conceptualized the GravityLight to provide a safer and more affordable alternative to kerosene lamps often used in homes without electricity. The GravityLight generates power by lifting a weight, creating a safe, renewable source of light that positively impacts disadvantaged communities by reducing their dependency on hazardous and costly kerosene lamps.
4. The See & Spray technology: The See & Spray technology was created by a precision agriculture company, Blue River Technology, aiming to minimize the negative environmental impact of farming. Rather than spraying an entire field with pesticides, See & Spray uses machine learning to identify and spray only the weeds, reducing the amount of chemicals used by up to 90%. This innovation advances sustainable farming practices, contributing to environmental preservation and human health.

The Importance of Leadership Styles Leadership styles are crucial in fostering an environment conducive to developing benevolent innovations. The leaders set the vision, cultivate the culture, and provide the strategic direction for innovation to thrive. Different leadership styles can significantly influence this process.

Transformational leadership, for instance, is characterized by vision, inspiration, and challenge. These leaders can inspire their teams to transcend their self-interest for the greater good, fostering a culture that values benevolence. They can paint a compelling vision of a better world by motivating their teams to develop innovations that contribute to societal well-being.

On the other hand, servant leaders prioritize the needs of others, focusing on the growth and well-being of their team and the community they serve. The philosophy of benevolent innovation inherently aligns with such a leadership style. Servant leaders can foster a caring and empathetic culture, encouraging innovations that address societal challenges.

Finally, democratic leaders encouraging participation and consensus among team members can ensure that the innovation process considers diverse perspectives. This can lead to more inclusive and equitable innovations, addressing the needs of underserved or marginalized communities.

Balance of For-Profit and Benevolent Innovations Achieving harmony between profit-driven and benevolent innovations is pivotal for sustainable progress. This balance is key because businesses must ensure their financial viability while addressing the world's social and environmental challenges.

Profit-driven innovations aim to create products or services that consumers will pay for, leading to revenue generation and economic growth. However, businesses may neglect their social and environmental responsibilities if they focus solely on profit-driven innovations. In the long run, this could lead to unsustainable practices, damaging the environment, exacerbating social inequalities, or exploiting vulnerable communities.

On the other hand, benevolent innovations face challenges such as financial constraints, market acceptance, and regulatory hurdles. Businesses that focus only on benevolent innovations risk compromising their economic sustainability.

The balance between profit-driven and benevolent innovations is not just about surviving but thriving. Businesses should see profit and benevolence not as opposing forces but as complementary elements that can fuel each other. Profit-driven innovations can fund R&D for benevolent innovations, while benevolent innovations can enhance a business's social reputation, creating a loyal customer base and opening new market opportunities.

To maintain this balance, businesses should adopt a "shared value" approach, creating economic value in a way that creates value for society. Considering societal challenges in their innovation processes, they can integrate benevolence into their business strategy. Businesses can collaborate with stakeholders from various sectors, such as governments, non-profits, and academia, maximizing the social impact of their innovations while minimizing potential negative consequences.

In sum, balancing profit-driven and benevolent innovations is critical to sustainable progress. By embracing this balance, businesses can ensure financial viability and contribute to societal well-being.

Challenges and Solutions The journey of creating and launching benevolent innovations is not always smooth.

Financial Constraints Benevolent innovations often require substantial upfront investment in research and development (R&D), yet their return on investment can be uncertain or long-term. This financial strain can dissuade many organizations from pursuing these innovations.

Market Acceptance While the idea of benevolent innovations is appealing, they may not necessarily align with the immediate needs or expectations of the market. For instance, a product designed to preserve the environment might come at a higher cost than its conventional counterparts, making it less attractive for cost-conscious consumers.

Regulatory Hurdles Innovations, particularly those in the health and environmental sectors, often require rigorous testing and approval from regulatory bodies. Navigating these processes can be time intensive and complicated, potentially delaying the launch of the innovation.

To cope with these challenges, organizations need robust strategies. Some of these include:

Crowdfunding and Grants Crowdfunding initiatives or grant programs can alleviate financial constraints. This can help to mobilize resources for benevolent innovations, particularly those of small organizations.

Test Markets Organizations need to assess the market acceptance of their innovations before launching them across the board. Test markets can gauge consumer sentiment before full-scale release.

Leveraging Regulatory Partnerships Organizations can partner with regulatory bodies to reduce compliance burden. This way, innovators can leverage existing processes and standards, streamlining the approval process.

Future Perspectives Emerging societal needs and technological advancements will drive the diversification and expansion of benevolent innovation. However, some essential future needs might not be apparent at first glance.

1. There will be a growing need for innovations catering to individuals' mental health and wellness. The modern world, laden with stress and rapid change, has seen a rising incidence of mental health issues. Benevolent innovations in this domain could include digital platforms that provide accessible, affordable, and stigma-free mental health support. These innovations could also incorporate AI and machine learning to offer personalized therapeutic solutions.
2. The aging population will necessitate innovations focused on enhancing the quality of life for the elderly. This could include assistive devices that foster independence, digital platforms that combat loneliness, or health monitoring technologies that provide real-time insights into their well-being. Considering this demographic's potential technological literacy gap, these innovations must be intuitive and easy to use.
3. There is a latent need for innovations that promote inclusivity and equity in digital spaces. As more aspects of our lives move online, ensuring that these spaces are accessible to all, irrespective of socio-economic status, ability, or location, becomes critical. Benevolent innovations could look at providing affordable internet solutions, developing user-friendly interfaces for differently-abled individuals, or creating digital literacy programs for marginalized communities.
4. Protecting privacy in an increasingly connected world is a less obvious yet vital area for benevolent innovation. Innovations could include secure communication tools, data anonymization techniques, and digital literacy initiatives that educate the public about online safety.
5. Climate change remains a pressing issue, and there will be a need for innovations that encourage sustainable lifestyles without compromising convenience and affordability. This could be as simple as creating mobile apps that educate consumers on sustainable choices or as complex as developing affordable renewable energy solutions for households.

Next Steps As we stand on the precipice of incredible technological advancements, we cannot overstate the importance of benevolent innovation. Whether you're an entrepreneur, an investor, a consumer, or a concerned citizen, there are many ways to contribute to this cause.

In our unique capacities, we can help shape a future wherein innovation serves economic growth, societal well-being, and environmental sustainability. So, let's take this step together towards a more sustainable world. Your support and involvement can make a difference.

Please get involved today, and let's create a better tomorrow together!

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Storytelling has been a part of human culture since the dawn of time. In ancient times, our ancestors used cave paintings and oral traditions to tell tales of their exploits, the world, and the gods they worshipped. These stories were a way to instill values, pass down history, and maintain cultural identity.

As societies evolved, storytelling developed and took different forms: myths, legends, folklore, and literature. The industrial revolution ushered in mass media, enabling stories to be shared on a scale never before possible. In the digital era, storytelling has taken on new dimensions with ‌social media, podcasts, and virtual reality.

At its core, storytelling is a way to make sense of the world around us. Stories provide context, give meaning to complex ideas, and help us understand our place in the grand scheme. But why do we respond so powerfully to stories?

This strong response can be traced back to our evolutionary roots. Humans are wired to respond to stories because they effectively transmit information - a survival mechanism honed over thousands of years. A well-told story can captivate an audience, evoke powerful emotions, and inspire action. This emotional connection makes storytelling persuasive in various fields, from politics and marketing to education and beyond.

Storytelling Structures While there are multiple structures to stories, some of the most common ones are the hero's journey and the inverted pyramid structure.

Hero's Journey The Hero's Journey, known as the monomyth, is a narrative pattern in many cultures and literary works. It was first conceptualized by Joseph Campbell, an American mythologist and scholar, in his seminal work 'The Hero with a Thousand Faces.' The structure of the Hero's Journey can be broken down into three key stages: Departure, Initiation, and Return.

Departure: This is the stage where the hero is drawn out of their familiar world and into a new one. This usually involves answering a call to adventure, which is often initially met with reluctance. It's the initial push that sets the events of the story in motion.

Initiation: In this stage, the hero faces trials and tribulations, encountering allies, enemies, and perhaps even a mentor who helps them along their journey. This is where the hero learns invaluable lessons and faces the greatest challenge, often a confrontation with their greatest fear or most potent enemy.

Return: The final stage of the Hero's Journey is the return, where the hero, having defeated the enemy or overcome the challenge, returns to their familiar world. However, they are not the same as when they began; they have grown, transformed, and often carry a reward or newfound wisdom that benefits their original world.

This archetypal narrative resonates with audiences because it mirrors our life journeys. We all face challenges, learn lessons, and grow from these experiences. By using this structure in storytelling, businesses can connect deeply with their audience, as consumers can easily identify with the hero and their journey.

Inverted Pyramid The Inverted Pyramid is a journalistic style of storytelling developed with the advent of newspapers. This method is characterized by a hierarchical information structure, with the most critical details presented first. The model comprises three main segments: the Lead, the Body, and the Tail.

The Lead: This is where the most newsworthy information is presented. It includes the story's who, what, when, where, and why, providing the reader with the key details upfront. In a fast-paced world, where attention spans are short, this approach ensures that the core message is conveyed even if the reader does not complete the article.

The Body: This part of the story involves expanding on the details introduced in the lead. Here, essential facts are explored in further depth and supplemented with additional information. This section often includes direct quotes, statistics, and other supporting data that bring richness and context to the story.

The Tail: The end of the pyramid includes the least important information, background details, or lesser-known facts that are not crucial to understanding the main story. It's designed this way so that if space is limited, this section can be easily trimmed without losing the essence of the story.

The inverted pyramid structure in business is valuable for press releases, news articles, and emails. It helps to grab the reader's attention quickly, convey the key points efficiently, and keep the audience engaged. This structure is particularly effective in today's digital age, where information overload is common and readers scan content rather than read in-depth. Delivering the most critical information ensures your core message isn't lost in the noise.

Creating Compelling Business Stories Compelling business stories depends on understanding the target audience and tailoring the story accordingly.

A great example is that of "Apple" who has mastered this skill with their "Think Different" campaign. This campaign focused on a message resonating with the target audience: people passionate about technology. Apple used a variety of storytelling structures to convey its message in powerful and memorable ways.

To create a compelling business story, there are several elements to remember.

Authenticity People can tell when a story is genuine and connect more with authentic stories. An authentic story reflects your brand's values and mission without feeling forced or contrived. It doesn't shy away from showing the setbacks along the way, as these make the victories even more rewarding.

Relevance Your story must be relevant to your audience, addressing their needs, interests, or concerns. Understanding your target audience, their values, and what triggers their emotions is essential. This requires extensive market research and a deep understanding of your customer persona. The more relevant your story, the more your audience will relate to it.

Emotion A compelling story elicits emotions. It makes people feel something, whether it's happiness, sadness, excitement, or inspiration. Tapping into your audience's emotions can help strengthen your connection with them, as people are more likely to remember and share stories that made them feel something profound.

Simplicity A compelling story is easy to understand. It doesn't overcomplicate things or get lost in unnecessary details. It follows a clear and simple structure—a beginning, middle, and end—that makes it easy to follow and digest.

Uniqueness A compelling story is unique and distinct. It separates you from your competitors by highlighting what makes your brand different and special. Your unique selling proposition (USP) should be woven into your story to make it stand out.

Conflict and Resolution Every good story has some form of conflict and resolution. This often involves presenting a problem your innovation can solve in a business context. The resolution should be satisfying and demonstrate how your brand can positively change your audience's lives.

Innovation Storytelling I encourage you to use storytelling when introducing an idea or innovation. Innovation storytelling is a powerful tool for communicating the process, problems, and solutions of innovation in a way that resonates with your audience emotionally.

Innovation storytelling is unique because it tells how future innovations will impact our lives. It is the best approach to convey your idea, and you will find that it helps to inspire, captivate, and motivate your audience to believe in and champion your innovation.

Innovation storytelling requires a different approach as compared to traditional storytelling. Here are some points to consider:

Visionary Perspective Innovation storytelling must include a visionary perspective. You're not just sharing a story about the present or the past; you're narrating a tale about the future. This requires a deep understanding of your innovation and its potential impact on society or industry. Could you paint a vivid picture of the future that your audience can see and aspire to?

Showcase the Innovation Your story should clearly articulate the innovation, how it works, and why it's significant. This doesn't mean you must delve into the technical details but focus on the benefits and transformation it can bring. Please explain the problem your innovation addresses, how it does so, and the potential for improvement or change.

Make It Relatable Despite the futuristic aspect of the story, it's crucial to make it relatable. Connect your innovation to the everyday experiences and needs of your audience. Please explain how the innovation will affect them directly. This can be achieved by using relatable characters, scenarios, or comparisons your audience can identify with.

Appeal to Emotion Just like traditional storytelling, appealing to emotion is vital in innovation storytelling. Although your story revolves around a future concept, it should evoke hope, excitement, or curiosity. The more emotionally invested your audience is, the more they'll care about your innovation.

Use of Visuals Visuals are especially effective in innovation storytelling as they can help your audience understand and imagine the future you're painting. Use diagrams, animations, infographics, or virtual reality to convey your vision.

Examples of Great Storytelling Now, let's dive into some famous examples that showcase the power of storytelling. These instances demonstrate how a well-crafted narrative can have a significant impact. Each instance provides a unique take on storytelling, offering valuable insights and lessons that can be used to enhance your storytelling technique.

Apple's "1984" Commercial Apple's "1984" commercial is an iconic example of storytelling that caused a significant shift in the tech industry. The commercial, aired during the Super Bowl, portrayed a dystopian future dominated by a 'Big Brother' figure, symbolizing the existing tech giants. A lone woman (representing Apple) disrupts this, signaling a new era of personal computing. This narrative positioned Apple as a revolutionary player that empowers individuals, creating a massive stir and paving the way for the success of the Macintosh.

Lesson: Use storytelling to establish your brand's identity and mission, differentiating it from competitors.

The Dove Real Beauty Campaign Dove's Real Beauty campaign is a powerful example of storytelling that triggered a change in the beauty industry. The campaign highlighted that real women, representing various shapes, sizes, and ethnicities, are often underrepresented in media and advertising. By telling real stories of real women, Dove challenged the stereotypes and sparked conversations about the definition of beauty.

Lesson: Authentic stories that resonate with your audience's experiences can create a solid emotional connection, driving meaningful change.

Airbnb and The Power of User Stories Airbnb's success can be attributed to its leveraging user stories to build trust and community. In the early days, Airbnb faced trust issues as people were reluctant to open their homes to strangers. They tackled this by featuring stories of hosts and guests who had positive experiences, thereby humanizing the platform and instilling trust.

Lesson: User stories can be a powerful tool to address concerns, build trust, and strengthen your community.

Tesla's Vision for a Sustainable Future Under Elon Musk's leadership, Tesla uses storytelling effectively to advocate for a sustainable future. Musk envisions a world powered by renewable energy and communicates this vision by narrating a compelling story where Tesla's electric vehicles and solar products are vital to combating climate change. This narrative has helped Tesla garner a loyal following and disrupt the auto industry.

Lesson: Storytelling can share your vision and inspire people to join your cause.

Microsoft's Vision of a Connected World Microsoft's 'Empowering' ad, aired during the 2014 Super Bowl, is a prime example of impactful innovation storytelling. Narrated by former NFL player Steve Gleason, who lives with ALS, the commercial painted a picture of a world where technology enables people to achieve more, regardless of their circumstances. This narrative, centered on Microsoft's innovations, spanned from a woman hearing for the first time with the help of a hearing implant to a child with prosthetic legs running. It showcased how their technology transcends disabilities, empowers individuals, and connects the world in unthinkable ways.

Lesson: An innovation story that places human experiences at the heart of technological advancements can deeply resonate with audiences, emphasizing the transformative power of innovation.

Boston Dynamics and The Evolution of Robotics Boston Dynamics, a ground-breaking robotics design company, offers a prime example of conveying a future shaped by innovative technology. Boston Dynamics doesn't merely display its robots' technical capabilities compared to others in the field. Instead, it tells engaging stories about the potential role of these robots in our lives. With videos showcasing their robots' abilities, such as SpotMini doing household chores or Atlas navigating rough terrains, Boston Dynamics paints a picture of a future where robots are integrated into our everyday lives, enhancing our capabilities and simplifying tasks. This narrative of coexistence and mutual progress has sparked global interest and stimulated thoughtful conversation about robotics's ethical implications and future.

Lesson: Engaging storytelling can effectively convey the capabilities of complex technology while stimulating public interest and dialogue about its potential implications and applications.

My Attempts at Storytelling If you want to see some examples of innovation storytelling, here are a few examples I have created over the years.

• Roku's Reward: A short film created in 2005 that told the story of a future of AR and VR intertwined with real life and its impact on entertainment and gaming. Watch it here.
• The Near Future - A Better Life: A short film that paints the near future (3 to 8 years) of innovations allowing the aging population to age in place/at home. Watch it here.

Conclusion Storytelling is a powerful tool that businesses can and should use to make a human connection with customers and to stimulate innovation within the company. Storytelling is a way to communicate ideas effectively that resonate with individuals emotionally.

Everyone has a unique story to tell, and by using storytelling, customers will understand the message and feel emotionally invested in it.

By putting stories at the forefront of your business strategy, you can create a lasting impression on customers and build strong relationships with them.

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In today's society, success is often glorified and celebrated, while failure is viewed as shameful and something to be avoided at all costs. However, failure can be an essential part of the innovation process. Many of the world's greatest inventions and breakthroughs have come about due to failure.

Why is failure a powerful catalyst for innovation? How can you turn a failure into an innovation that leads to success?

The Importance of Failure in Innovation People often view failure as a negative thing, something to be avoided at all costs. However, without failure, there would be no progress. Failure is essential to learning and can provide valuable feedback and insights. When Thomas Edison was working on the light bulb, he famously said, "I have not failed. I've just found 10,000 ways that won't work." Edison understood that failure was an integral part of the innovation process and that every failure brought him one step closer to success.

Walt Disney shared a similar perspective about failure. Disney was fired from his first job in a newspaper for "lacking creativity." Later, his first animation studio went bankrupt. Despite these numerous setbacks, Disney persevered. He learned from his failures and used them as stepping stones to create the Disney empire we all know and love today. Instead of deterring him, these instances fueled his innovation and drove him to produce some of the most beloved animated films.

By embracing failure and seeing it as an opportunity to learn, you will be better positioned to innovate.

Overcoming the Fear of Failure One of the main reasons people avoid failure is due to the fear of embarrassment or shame. However, it's essential to understand that failure does not reflect your abilities or worth. Every successful person has experienced failure at some point in their life, and what they do with that failure sets them apart. To overcome the fear of failure, reframing your mindset and viewing failure as a necessary part of the innovation process is essential. Instead of viewing it as a personal failure, see it as an opportunity to learn and grow.

Consider the case of Google. They have created a separate division within the tech giant that encourages its employees to work on so-called "moonshot" projects – highly ambitious projects aiming to solve enormous problems using radical solutions.

However, what sets Google apart is its perspective on failure. The organization celebrates failure, understanding that it's integral to innovation. They even have a "Failure Award" award given to teams whose projects didn't succeed but demonstrated valuable learnings.

This approach mitigates the fear of failure among its employees and fosters a culture of innovation and creativity. By embracing failure and recognizing it as a stepping stone toward success, Google actively encourages its employees to take calculated risks, cultivating an environment conducive to groundbreaking innovation.

Learning from Failure Once you've embraced failure as a part of innovation, it's important to learn from it.

Failure can provide valuable feedback and insights that can help you refine and improve your idea. When something doesn't work, take the time to analyze why it failed and what you can do differently next time. This process of trial and error is essential for the innovation process and can help you create something groundbreaking. Many successful companies and products have emerged from learning from failure.

For example, Apple's first attempt at a tablet, the Newton, was a massive failure. However, they learned from that experience and eventually created the highly successful iPad.

Here are some steps to follow to review a failure and extract lessons learned:

1. Acknowledge the Failure: The first step is to acknowledge that a failure has occurred. Denying it or ignoring it will not serve your innovation journey.
2. Gather Information: Collect data and information about what happened. What were the circumstances that led to the failure? What was the expected outcome, and how did the actual result differ?
3. Analyze the Situation: Once you have all the facts, begin analyzing. What factors contributed to the failure? Look at the situation from multiple perspectives to gain a comprehensive understanding.
4. Identify the Learning Points: What can you learn from this failure? Identify the takeaways that can inform your future actions.
5. Create an Action Plan: Develop a plan based on your learnings. This might involve tweaking your strategy, adjusting your processes, or investing additional resources or training.
6. Implement the Plan: Put your plan into action. Remember to remain adaptable – the path to innovation often requires revisions and alterations.
7. Document the Process: Record your failures and the subsequent learnings. This documentation will serve as a valuable resource in your innovation journey.
8. Share the Lessons: Foster a culture of transparency and growth by sharing your failures and learnings with your team. Doing so encourages others to take risks and learn from their mistakes, which fuels a culture of innovation.

Remember, failure is not a dead-end but a detour to a different route. By reviewing your failures and capturing the learnings, you can turn setbacks into opportunities for innovation.

Pivoting a Failure into Innovation When failure occurs, not giving up or abandoning your idea is essential. Instead, look at the problem differently and find a new solution. This process involves a series of steps that, when combined, can lead to groundbreaking innovation.

First, there's a need to reassess your vision and redefine your objectives. What was the original goal? Is it still relevant, or does the failure open up a new direction that could be more beneficial?

Second, identify the root cause of the failure and understand its implications. This is where a deep dive into the details is crucial. In doing so, you might uncover overlooked opportunities or hidden insights.

Third, brainstorm new solutions. Use the knowledge from the failure to think of innovative approaches or strategies that could work better.

Fourth, prototype and test these new ideas. Not every new idea will be successful, but through prototyping and testing, you'll get closer to finding a solution that works.

Fifth, iterate on the process. Innovation is rarely a one-off event. It's a continuous learning process, designing, testing, and refining.

By following these steps, you can make the most out of failure and use it as a springboard to drive innovation. It's essential to stay open-minded and be willing to take risks to foster meaningful change and unlock new opportunities.

When Failure Leads to Success The concept of 'when failure leads to success' revolves around the idea that our mistakes and setbacks can allow us to learn, adapt, and improve. This concept highlights the importance of resilience, adaptability, and a growth mindset. It encourages us to view failure not as an outcome but as a feedback mechanism, a source of learning, and a guidepost directing us toward a potentially more promising and innovative path.

Moreover, many successful people and organizations have their share of failures. They have missed the mark, stumbled, and fallen, but what sets them apart from their competitor is their ability to pick themselves up, learn from their mistakes, and turn their failures into stepping stones for success. Embracing this perspective can transform how we approach challenges, handle setbacks, and pursue innovation.

Here are some real-life examples where failures ultimately led to breakthrough successes.

Consider the case of Dyson. James Dyson, the company's founder, went through 5,126 failed prototypes over 15 years before perfecting his revolutionary vacuum cleaner. His ability to learn from each failure and persist with his vision led to an innovative product that disrupted the industry.

Another excellent example of this is the Post-it note. The inventor was trying to create a super-strong adhesive but ended up with a weak, reusable adhesive. Rather than viewing this as a failure, he saw the potential for a new product that generates 50 billion Post-it Notes annually.

Innovation Culture and Failure Creating a strong innovation culture is crucial in today's ever-evolving business landscape. Often, companies that embrace an innovation culture are the ones that can adapt and thrive amidst changes and challenges.

Innovation culture is an environment that fosters creative thinking, encourages experimentation, and values learning from failure. It is where ideas, no matter how outlandish they may seem, are welcomed and discussed, where creativity is not just encouraged but is expected, and where failure is not feared but is seen as an integral part of the learning process.

In companies with a strong innovation culture, employees are empowered to take calculated risks and challenge the status quo. They are not afraid to voice their ideas, to showcase their creativity, and to test their hypotheses – even if these may lead to failures. This is because they know that failures are not the end but are stepping stones to success in an innovation culture.

Innovation culture also fosters resilience. Companies with a strong culture of innovation are better equipped to bounce back from setbacks. They can turn their failures into innovations.

Actionable Steps for Developing an Innovation Culture Creating a strong innovation culture is not a one-time event but an ongoing process. Here are some actionable steps that organizations can take to foster such a culture:

1. Communicate the company's vision and mission. Ensure everyone understands the organization's direction and how their contributions will help achieve this goal.
2. Create an environment that stimulates creativity and encourages experimentation. Ensure employees can access the right tools, resources, and training to develop innovative ideas and solutions.
3. Promote collaboration and teamwork. Encourage employees to collaborate, share their knowledge and experience, discuss ideas, and respectfully challenge one another.
4. Celebrate successes - big and small. Acknowledge the efforts of employees who have contributed to the team's success and recognize their achievements.
5. Embrace failure. Create an environment where employees are not afraid to take risks and try new things, even if they may lead to failure. Encourage people to learn from their mistakes and use them as stepping stones to success.
6. Encourage open communication and feedback. Create an atmosphere where employees feel comfortable giving and receiving constructive feedback and openly expressing their ideas without fear of judgment or criticism.

Conclusion Innovation is often born out of failure, a concept vividly illustrated by innovations we use daily. Embracing an innovation culture in an organization is crucial to fostering an environment where employees feel empowered to take risks, voice their ideas, and learn from failures, knowing that these are not endpoints but stepping stones to success.

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Steve Jobs once said, "Innovation distinguishes between a leader and a follower." But can it distinguish between a successful business and a failure? The answer is yes. In this age of cut-throat competition, innovation is key to your success and survival in the market. However, the million-dollar question is how to monetize your innovation skills to turn them into personal and professional success.

We understand that turning your passion for innovation into a business can be challenging, but it's not impossible.

I will share my lessons learned and insights on identifying and monetizing your innovation skills without sacrificing the soul of your creativity.

Ways To Monetize Your Innovation Skills

It's important to understand that there is no one-size-fits-all approach to monetizing your innovation skills. There are myriad ways to turn your creativity into a profitable venture, and the best method depends on your strengths, your market, your innovation reputation, and what you're passionate about. Let's explore some of these diverse strategies to help you identify the path that best suits your innovative spirit.

As An Employee

One of the most direct ways to monetize your innovation skills is to become employed in a role that values and rewards innovation. This could be in a tech startup, a research and development department of a large corporation, or any company that prioritizes ingenuity. As an employee, you can negotiate a salary that reflects your creative potential and ability to drive the company forward.

The additional benefit is that if the company is known for innovation, you can establish your credentials and credibility faster than on your own.

While I was innovating products throughout my career, my work as the Chief Technology Officer at HP helped me build my profile as an innovation expert. My work at HP gave me a source of funding and resources to nurture my ideas and bring them to life. The result was ten years of creating new and innovative products that are still in use worldwide.

As A Consultant

Another lucrative avenue is to offer your services as an innovation consultant. This involves helping organizations identify areas where they could innovate and provide solutions. As a consultant, you can charge a fee for your services, and there is potential for substantial earnings, especially as you gain experience and recognition in the field.

The challenge in today's environment is that innovation consultants have flooded the market. Therefore, distinguishing yourself as an innovation consultant requires a unique blend of skills, experience, and marketing strategies. One key aspect of standing out is demonstrating subject matter expertise. This doesn't mean knowing everything but specializing in a specific industry or innovation methodology. Becoming an expert in a particular niche can set you apart from the generalists.

Next, your track record matters. People want to hire consultants with proven results. Showcase your past successes with case studies, testimonials, and references. Each successful project enhances your credibility and attracts more clients.

Last, consider writing and publishing thought leadership articles on innovation-focused sites like The Innovators Network. By sharing your insights and perspectives on industry trends and developments, you can establish yourself as an authority in your field. This boosts your visibility and builds trust with your potential clients.

Joining An Innovation Agency

Joining an innovation agency is another potential opportunity. These agencies focus on providing innovative solutions for their clients, often through creative problem-solving, design thinking, and technology. Working in such an environment allows you to collaborate with other innovative minds, and your earnings will typically come as a salary or project-based compensation.

In my case, I founded one of the first innovation agencies - Techtrend Group. Techtrend is a full-service innovation agency that supports its clients in creating innovations, technologies, and award-winning products that their customers will love. They are behind the innovations that half-billion people are using today. Techtrend is a "collective" team of experienced innovators who have helped create some of the most successful innovations in the market today.

Interesting side note. HP was a customer of Techtrend Group. HP recruited me to become their Chief Technology Officer through that work and the resulting products.

I am now the non-executive Chairman of Techtrend Group and still do a few projects for clients to keep my innovative edge.

Starting Your Own Business

Starting your own business is another way to monetize your innovation skills. This could be a product-based business, where you create an innovative product that solves a problem or meets a need, or a service-based business, where you provide innovative services to clients. This path requires significant effort and risk but can also lead to exceptional rewards if your business succeeds.

I started 12 businesses around an innovative idea that either failed or was sold to survive. None of these amounted to anything significant.

However, my biggest success was my 13th venture. This one worked out well and transformed me financially. It was a wireless communication company called Teligent. I was part of the team that founded the company in 1996. We took it public in 1998.

The keyword, if you take this path, is perseverance. You will kiss a lot of frogs before you find the prince.

Innovation Coaching and Mentoring

Becoming an innovation coach or mentor is another effective way to monetize your innovation skills. This role involves guiding individuals or organizations to foster a culture of innovation, teaching them practical strategies to generate innovative ideas and navigate the implementation process.

As an innovation coach or mentor, you can earn through session fees or long-term contracts with your clients. The advantage of this approach is its flexibility, allowing you to work with a range of clients from different industries and backgrounds.

Your credibility as a coach or mentor will be directly linked to your track record and the success of your innovative projects. Therefore, building a portfolio of successful innovation projects can help attract clients. Offering your expertise to budding innovators or established organizations seeking a fresh perspective could be a rewarding and lucrative way to leverage your innovation skills.

Remember, mentoring or coaching is not just about imparting knowledge. It's also about motivating and inspiring others to think differently, take risks, and embrace change - all key ingredients in the recipe for innovation.

I've taken on a few innovation coaching and mentoring clients. The biggest challenge is ensuring the other party is committed to the work involved to take their innovation skills and abilities to the next level. Most times, people are not committed. They want access to the Rolodex. Thus, I never do coaching and mentoring for free. I charge my total rate — but then donate the fees to charity.

One client that worked out well was in Europe. We met weekly for an hour to discuss their innovation efforts, work on skills, etc. Between the weekly calls, I would expand their innovation pipeline with ideas I would develop. Once a year, I flew in for an entire week of working with their leadership, including attending a special session of the Board. This work went on for years.

Serving on an Innovation Advisory Board

Joining an Innovation Advisory Board for a company is a strategic move that can monetize your innovation skills while providing significant value to the organization. As an advisory board member, your primary role would be to guide the company's innovation strategy, drawing from your wealth of experience. You would offer insights into emerging trends, identify opportunities for innovative advancements, and help the company navigate the complexities of the ever-evolving business landscape.

Your compensation for this role can come in various forms, ranging from fees to equity in the company or a combination of both. If you choose the fee-based compensation, you can negotiate a fixed retainer for your services or opt for a per-meeting fee, depending on the time commitment and the level of input required.

Alternatively, if you believe in the company's potential for growth and success, taking an equity stake as part of your compensation can be a lucrative option. This gives you a share in the potential future profits of the company, aligning your interests with the long-term success of the company.

Sometimes, a mix of fees and equity can be negotiated, ensuring a regular income and allowing you to participate in the company's future earnings. This hybrid approach can offer an optimal balance between immediate financial rewards and future growth potential.

It's worth noting that serving on an Innovation Advisory Board monetizes your innovation skills, enhances your professional network, builds your reputation, and exposes you to new ideas and perspectives. Combining these benefits makes this option a compelling consideration for any seasoned innovator.

An example of this working out quite well was when I joined the Innovation Advisory Board for a small startup in Silicon Valley. I worked with their founder and his team on the core idea of the product, which was in a space I had deep experience in. The relationship was an "equity" only structure, given I knew the founder well. Over the years, I forgot about the deal. One day, I got a call from a stockbroker for the company asking me what I wanted to do with my shares. What shares? It seems the company was going public. I sold the shares, and the proceeds paid for my horse farm in Virginia.

Licensing Your Ideas

Lastly, if you have an innovative idea but don't want to start a business, you could consider licensing your idea to a company. This would involve selling the rights to your idea in exchange for royalties, providing a potential income stream without the responsibilities associated with running a business. This option requires diligent research and negotiation but can be a lucrative path for the right idea.

While this can sound enticing, breaking into the licensing approach can be difficult. After all, you are essentially selling an intangible product—your innovative idea—and convincing someone to buy it is no small feat. Therefore, engaging a lawyer or licensing specialist is wise to help navigate the process and ensure that your intellectual property is adequately protected.

Be careful, as several licensing specialists are less than reputable. Look for people with a proven track record of success and can show previous licensing deals they've secured. Talk to the innovators who have used them.

All of my attempts at licensing have failed.

Steps To Making A Living in Innovation

No matter the path you choose, there are some steps you need to take before starting down the road of monetizing your innovation skills.

Identify your innovation skills:

The first step to monetizing your innovation skills is to identify them. Take a moment to think about what you're good at and what makes you stand out. It could be a particular skill set or a unique approach to problem-solving. Once you know what sets you apart, you can start thinking of ways to monetize it.

For example, if you're skilled at brainstorming and problem-solving, you can offer consultancy services to clients struggling with a particular issue. Similarly, you can monetize your innovation by designing products if you're creative. The key is recognizing your skill set and leveraging it in the marketplace.

Build your brand:

Once you've identified your innovation skills, building your brand is time. Your brand is the way people perceive you and your work. It's what sets you apart from the competition. To build your brand, define your mission and vision and create a personal logo and tagline representing you and your brand.

It would help if you also had a solid online presence to reach potential clients. Set up a website and social media accounts and build a following. Share your work and engage with your audience regularly. The more you can showcase your expertise in your area of innovation, the more clients will be drawn to you.

Market your skills:

Once you've built your brand, you need to market your skills. This involves identifying your target audience and creating a marketing strategy that speaks to them. Use your website and social media accounts to showcase your past work and your unique approach to innovation.

This approach even applies to employment opportunities.

Network:

Networking is also critical when monetizing your innovation skills. Attend industry conferences and events where innovators gather to share ideas and find work. Connect with people online by joining innovation-related communities and groups. You can even use social media to reach potential clients and employers directly.

Stay ahead of the curve:

Finally, staying ahead of the curve is important to make a living as an innovative person. Keep an eye out for new trends and technologies, and be willing to adapt your skills to meet the changing needs of your clients.

Attend industry events, subscribe to relevant publications, and continue to educate yourself about your area of innovation. The more you can stay ahead of the curve, the more you can stand out in the marketplace.

Conclusion

Innovation is crucial for success in today's market, but knowing how to monetize your skills is essential. Warning. Making a living as an innovative person is not a sprint but a marathon. It takes hard work, dedication, and patience to build a monetization approach that stands the test of time.

If you're willing to put in the effort, innovation can be a lucrative and fulfilling career path.

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As an innovator, you must understand the innovation economy and how your creative work will affect you personally and professionally.

The innovation economy, often characterized by rapid technological advancements and digitalization, is emerging as a powerful global force. It represents a shift from traditional industries to more knowledge-based ones, where ideas, innovation, and intellectual capital drive economic growth.

The significance of the innovation economy is paramount in today's world. It fosters creativity and entrepreneurship, propels job creation, and is a potent weapon against economic stagnation. As we navigate through the 21st century, understanding the mechanics of the innovation economy becomes increasingly crucial, as it has the potential to redefine our societal structures and shape our future.

Redefinition of Value in the Innovation Economy The innovation economy has radically redefined value, moving beyond traditional metrics. Previously, tangible assets like real estate, machinery, and raw materials were the primary indicators of a company's worth. Today, intangible assets such as ideas, innovation, and intellectual capital form the cornerstone of economic value.

For instance, consider how companies like Uber and Airbnb have revolutionized their respective industries. Uber, owning no cars, became the world's largest taxi service, while Airbnb, owning no real estate, transformed into the biggest accommodation provider. These companies underscore the power of innovative ideas, turning conventional business models on their heads and redefining value in service, convenience, and user experience.

This seismic shift represents the crux of the innovation economy, where value is derived from what we can see or touch but also from the novelty and utility of ideas.

Innovation Economic Definition The key difference between innovation and traditional economies lies in their value drivers.

Traditional economies focus primarily on producing goods and providing services, with value driven by physical assets and manual labor. This model often relies heavily on established procedures and practices, with less emphasis on novel ideas or strategies. Traditional economies are slower to adapt to change and are characterized by steady, incremental growth.

Contrastingly, the innovation economy is dynamic, adaptable, and agile. It prioritizes knowledge, creativity, and intellectual capital above physical assets. It's characterized by rapid technological advancements and the continuous evolution of ideas. Growth in an innovation economy is exponential rather than linear, with new markets and industries emerging at an increasing pace.

In an innovation economy, the flow of information is critical. Thanks to the digital revolution, ideas and information can be shared instantly across the globe, leading to faster innovation cycles. In this context, technology is not merely a tool but a fundamental driver of economic value.

To realize the impact, the innovation economy places immense importance on entrepreneurship. Entrepreneurs, with their inherent risk-taking ability and penchant for disruptive ideas, are at the heart of this new economy, often leading the way in creating new industries and reshaping existing ones.

Innovation Economy is Changing the World The innovation economy is driving monumental changes across the globe, reshaping industries, altering labor markets, and revolutionizing our daily lives. One of the most vivid examples is the transformation within the retail industry. Traditional brick-and-mortar stores faced disruption with e-commerce giants such as Amazon and Alibaba. They harnessed digital technology, big data, and customer insights to create personalized shopping experiences, making shopping more convenient and efficient.

Another industry that's been dramatically altered by innovation is transportation. Tesla, with its electric vehicles, is not just an automotive company; it's a vanguard in the energy industry. By marrying technology with sustainable energy, Tesla is redefining what it means to be a car company, disrupting the auto industry.

Healthcare, too, is experiencing a significant overhaul. Digital health technologies, like telemedicine and AI-driven diagnostics, are making healthcare more accessible and affordable, marking a shift from disease-centered models to patient-centered ones.

Innovation is also facilitating change in the way we work. The gig economy, enabled by platforms like Upwork and Fiverr, is challenging traditional employment, offering flexibility and creating a diverse pool of talent accessible anywhere in the world.

These transformations underscore the power and reach of the innovation economy.

Challenges of Innovation However, the innovation economy is not without its challenges. One of the foremost obstacles individuals and organizations face today is the rapid pace of technological change. As new technology develops quickly, keeping up with the latest advancements and integrating them effectively into business operations can be daunting.

Another challenge is the scarcity of a skilled workforce equipped to handle the complexities of an innovation economy. The innovation economy necessitates skills that differ from traditional sectors, leading to a 'skills gap' that can dampen innovation and growth.

Organizations also grapple with the inherent risks associated with innovation. Venturing into unknown territories and investing in novel ideas can lead to unforeseen complications and financial losses, making many wary of embracing an innovation-centric approach.

So, how can these challenges be addressed?

The key lies in building a robust culture of innovation. Encouraging continual learning and upskilling can help individuals adapt to fast-paced technological changes. Businesses should recruit those with innovation skills across their entire organization workforce.

To manage the risks associated with innovation, organizations must develop a balanced innovation portfolio — investing in incremental and disruptive innovations. They must also foster an environment that encourages experimentation and does not punish failures.

Lastly, government policies can be crucial in supporting the innovation economy.

Role of Government in the Innovation Economy Governments play a critical role in shaping and supporting the innovation economy, particularly by fostering an environment conducive to research and development (R&D), entrepreneurship, and ease of business.

Governments worldwide recognize the significance of R&D as a catalyst for innovation. To stimulate R&D activities, they should provide tax incentives, grants, and subsidies to firms and institutions investing in research. Policymakers also should aid in establishing research institutions and foster partnerships between academia and industry to advance scientific research and its application.

Promoting entrepreneurship is another crucial area of focus for governments in the innovation economy. Policymakers should craft strategies to develop a robust entrepreneurial ecosystem, from providing funding opportunities and startup incubators to implementing regulatory reforms that reduce bureaucratic red tape. By easing regulatory burdens, governments can encourage the formation of new businesses and expedite their growth.

Furthermore, governments can facilitate the ease of doing business by simplifying administrative procedures, improving transparency, and strengthening legal and property rights. They can also invest in digital infrastructure to enable seamless online transactions, fostering a business environment that encourages domestic and foreign investment.

In essence, the government's role in the innovation economy is to create an enabling environment that promotes the generation of new ideas, their transformation into marketable products, and the diffusion of these innovations across the economy.

Economic Growth and Prosperity The innovation economy is indeed reshaping economic growth and prosperity on a global scale. The rise of tech giants like Apple and Google, unicorns like Uber and Airbnb, and thousands of startups worldwide display the economic potential fueled by innovation. By developing groundbreaking technologies and services, these companies generate jobs, increase productivity, and drive economic growth.

An innovative economy also democratizes wealth creation. In an innovation-based world, anyone with a transformative idea can launch a startup, disrupt an industry, and prosper. Think Silicon Valley, Shenzhen, or Bangalore, where countless entrepreneurs have turned their ideas into successful businesses.

Moreover, the innovation economy is fueling digital transformation, making economies more accessible to everyone. For instance, financial technology, or FinTech, is making financial services accessible to those previously unbanked, stimulating economic activities in underserved areas.

On a broader scale, the innovation economy helps countries transition from a dependence on finite resources, such as oil, copper, and lithium, to infinite resources, like human creativity and information. This transition offers a path to global prosperity, as physical limits do not constrain the number of great ideas.

The benefits of the innovation economy, however, are not without challenges. Income inequality, job displacement because of automation, and privacy concerns are some issues that countries need to address. The innovation economy's full potential can only be realized when these challenges are effectively managed.

Redefining Economic Decision-Making The innovation economy is significantly influencing economic decision-making processes. Data is the new oil in this era, serving as a valuable resource for making informed decisions. With the rise of technologies such as big data and AI, businesses, and governments have access to a wealth of data that can be harnessed for strategic decision-making. For instance, predictive analytics can provide insights into future market trends, enabling businesses to make proactive decisions and stay competitive.

Moreover, the speed of innovation is prompting companies to be more agile in their decision-making. The traditional long-term planning approach is being replaced with a more flexible approach that allows for quick adjustments in response to dynamic market conditions.

Simultaneously, governments are already leveraging innovation to make smarter policy decisions supporting economic growth. For example, they are using digital tools to analyze societal trends and citizens’ needs to inform policy-making.

Benefits of the Innovation Economy The innovation economy extends its benefits across individuals, organizations, and society.

For individuals, it offers exciting career opportunities in emerging fields and promises a higher quality of life through technological advancements. Education, healthcare, and daily routines are transformed by the novelty of apps and innovative technologies, enriching individual experiences and opportunities.

Organizations stand to gain significantly too. The innovation economy encourages a culture of constant evolution, pushing enterprises to adapt, rethink their strategies, and stay competitive. It enables businesses to increase their operational efficiency through automation and data-driven decision-making, leading to higher productivity and profitability.

From a societal perspective, the innovation economy has the potential to drive economic growth and prosperity. It democratizes wealth creation, allows for efficient resource allocation, and fosters a more inclusive economy. The innovation economy can play a pivotal role in creating a more equitable society by catalyzing job creation and promoting sustainable growth.

Conclusion The innovation economy holds immense potential for individuals, organizations, and society. Key to unlocking this potential is fostering a mindset that embraces collaboration, creativity, and continuous learning.

By understanding the innovation economy and its implications, we can create a more prosperous world for everyone driven by human creativity and innovative ideas.

The way forward is to embrace the intrinsic power of the innovation economy. The future is ripe with opportunity, and it belongs to those who are ready to shape it.

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The world we inhabit is constantly changing. From the technological advances of interconnectivity to the global movements that bring about social change, nothing seems stagnant for long. But often, it's not the sweeping revolutions that move us forward - it's the small, everyday changes that can create a ripple effect and have a big impact on our lives.

The Myth of Big Innovations The prevailing belief is that only grand, monumental innovations can orchestrate significant change. This mindset, however, can be misleading. It often overlooks the transformative power of small innovations - the subtle yet impactful adjustments that often lay the foundation for large-scale change.

Consider the evolution of the smartphone, which wasn't born out of a sudden, revolutionary idea. It was the product of numerous small innovations stacked over time - a gradual progression from landline phones to mobile phones and internet-enabled devices. Each seemingly insignificant incremental step was a critical component of the transformative technology we now cannot imagine living without.

Consequently, we need to debunk the myth that only monumental disruptive innovations create a significant impact. The reality is that small, incremental innovations hold tremendous potential and often serve as the building blocks of the larger, more revolutionary changes we celebrate.

Surprising Examples of Small Innovations with Major Impact Let's look at several examples highlighting the tremendous potential of small innovations with outsized impacts.

The Mouse Wheel This seemingly insignificant feature now seen on almost every mouse was not originally part of the design. It was only introduced in 1995 by the Microsoft IntelliMouse. Before the advent of the mouse wheel, users had to drag the scrollbar to navigate through the content, which was often cumbersome and time-consuming.

The introduction of the mouse wheel brought about a significant shift in how users interacted with their computers. It allowed quick and seamless scrolling through documents and web pages, significantly improving navigation efficiency. This small, incremental innovation also enhanced productivity and enriched the overall user experience, contributing to the broader goal of making technology more intuitive and user-friendly.

Today, it's hard to imagine a mouse without a scroll wheel.

QR Codes The QR Code, or Quick Response Code, is a two-dimensional barcode initially created by the automotive industry in Japan in 1994. It was originally developed by Denso Wave, a subsidiary of Toyota, to track car parts during manufacturing.

The QR Code improved on the traditional barcode, capable of storing significantly larger information and being read from any angle. Its initial application was limited to the auto manufacturing process, but its potential for broader use was quickly recognized. In the years that followed, with the advancement of smartphones equipped with cameras, the QR Code was used in various public and commercial applications.

Its first use outside the automotive industry was marketing, as companies used QR Codes for promotional purposes. It went on to facilitate a wide range of use cases, from contactless payments to ticket validations and quick website access. The QR Code made life easier and more efficient in countless ways.

Contactless Payments Contactless payments took shape in the late 1990s and were born out of the desire for faster and more convenient methods. The first hint of this technology was when Mobil introduced the Speedpass in 1997, a keychain device that allowed customers to pay at gas stations by simply waving the device near the pump.

However, it wasn't until 2007 that the first contactless credit cards started appearing, with Mastercard's PayPass and Visa's payWave leading the charge. These credit cards were embedded with a chip and an antenna allowing data transfer via Radio Frequency Identification (RFID) technology. Customers could now pay for their transactions by simply tapping their card against the payment terminal, eliminating the need for swiping the card or entering a PIN.

The innovation didn't stop there. With the advent of smartphones and Near Field Communication (NFC) technology, the stage was set for the next evolution in contactless payments: mobile wallets. In 2011, Google launched Google Wallet, the first mobile wallet in the United States. It enabled users to store their phone card information and make payments by tapping their device against a payment terminal.

Today, contactless payments have become the norm in many parts of the world, with several other players like Apple Pay and Samsung Pay joining the fray. What started as a simple idea to make payments faster and more convenient has transformed how we transact, impacting millions of consumers and businesses worldwide. I

LED Lighting LED lighting, an innovation that revolutionized the world of artificial illumination, has humble origins in the early 20th century. The principle theory behind LEDs, or Light Emitting Diodes, was discovered in 1907 by British experimenter H. J. Round. However, it wasn't until the 1960s that practical applications of LEDs were first explored. Nick Holonyak Jr., an engineer at General Electric, is credited with inventing the first practical visible-spectrum LED in 1962.

The earliest LEDs only emitted a low-intensity red light, which found its use in calculators and watches. Over the next few decades, the technology gradually improved, with the development of new materials allowing for LED lights of different colors, including the white light we see today. However, these early white LEDs were expensive and inefficient, limiting their usage to specific applications.

The first practical LED display was developed at HP Labs in 1968. Howard Borden and Gerald Pighini led its development. The LED displays used integrated LED circuit technology and was the first intelligent LED display. It was a revolution in digital display technology, becoming the basis for later LED displays.

The real breakthrough in LED technology came in the mid-1990s when a team of researchers led by Shuji Nakamura, then working at Nichia in Japan, developed the high-brightness blue LED. This game-changer; made it possible to create white light by combining blue light with phosphor, which improved efficiency and reduced the cost of LED lighting.

The transformation from traditional incandescent bulbs to LEDs has resulted in substantial energy savings and a reduced carbon footprint worldwide. According to the US Department of Energy, LED lights use at least 75% less energy and last 25 times longer than incandescent lighting. Today, LED lighting is everywhere, from our homes and offices to our streets and vehicles.

3D Printing The roots of 3D Printing, or additive manufacturing, can be traced back to the 1980s. Chuck Hull, an engineer, and physicist, invented the first 3D printing process known as "stereolithography" in 1984 based on the inspiration from traditional Printing and applying its concepts to 3D objects.

Hull's invention allowed for the creation of 3D objects by successively layering thin sheets of ultraviolet photo-curable material one on top of the other. This process marked a significant shift from traditional manufacturing methods, which were largely subtractive, involving cutting or drilling parts from larger materials.

Hull's company, 3D Systems, commercialized the first 3D printer 1987. However, the technology was expensive and primarily used for industrial prototyping. It wasn't until the 21st century, with technological advances and lower-cost 3D printers, that the process became more accessible to a broader market.

The subsequent significant development in 3D Printing came in 2009 when the UK's RepRap project, a university-based initiative, created the first self-replicating 3D printer. This printer could print its parts, dramatically reducing the cost and increasing the accessibility of 3D printing technology.

Today, 3D Printing's influence can be seen across various industries. From automotive and aerospace, where it's used for creating prototypes and complex parts, to the medical field, where it's used for producing custom prosthetics and even human tissues, 3D Printing continues to push the boundaries of innovation. Its potential in transforming production processes and customizing products to individual needs is only beginning to be realized, marking a new era in manufacturing and design.

HDMI Cables High-Definition Multimedia Interface, or HDMI, is a technology that has dramatically simplified and improved how we connect our audio and video devices. The development of HDMI can be traced back to 2002, when seven prominent electronics manufacturers, including Sony, Philips, and Toshiba, collaborated to create a single cable that could transmit uncompressed audio and video signals. This was a significant departure from the multitude of cables that were previously required for this purpose, such as composite, S-video, and VGA cables.

The simplicity and effectiveness of HDMI were apparent, and it quickly gained acceptance in the consumer electronics industry. In addition to simplifying the setup process, HDMI cables offered significant improvements in audio and video quality. They could transmit high-definition (HD) and later ultra-high-definition (UHD) signals, offering a far superior viewing experience to standard-definition signals.

In the years following its introduction, HDMI standards have continued to evolve, with new versions offering improved functionality, higher speeds, and better signal quality. Today, HDMI is the de facto standard for connecting high-definition devices, from televisions and projectors to gaming consoles and computers. Its widespread adoption is a testament to its success in simplifying our digital lives and delivering high-quality audio and video experiences.

Slinky The Slinky, a beloved children's toy and a marvel of physics, has an interesting origin story that dates back to the 1940s. It was invented by naval engineer Richard James, who accidentally discovered the toy. James knocked over a sample coil while working on a project to develop springs for stabilizing sensitive equipment aboard ships. To his amazement, the coil "walked" down the stack of books, onto the tabletop, and then onto the floor, where it re-coiled itself. James saw potential in this, and in 1945, he and his wife Betty launched James Industries, producing the first Slinkys.

What started as a simple toy has found unexpected applications in diverse fields. In science classrooms worldwide, Slinkys demonstrate wave properties, harmonic motion, and energy propagation. The toy's ability to 'walk' down steps demonstrates essential physics principles, particularly converting potential energy into kinetic energy. Scientists have even used Slinkys in seismology to model P and S waves during earthquakes. Moreover, in music, the Slinky has been used as an improvised musical instrument, and its unique sound is used in the production of various songs and soundtracks.

The Slinky's journey from accidental discovery to a household name demonstrates the fascinating interplay between simple concepts and far-reaching applications. Its popularity as a toy and a teaching tool continues to endure, proving that sometimes, the simplest ideas can have the most profound impacts.

Lessons Learned from These Innovations The innovations detailed above provide valuable lessons applicable to multiple fields:

1. Embrace Serendipity: As seen in the creation of the Slinky, sometimes a chance observation can lead to a groundbreaking invention. Keeping an open mind and seeing the potential in unexpected occurrences is essential.
2. Collaboration is Key: The development of HDMI was a collaborative effort by several electronics manufacturers. This underscores the importance of collaboration in driving innovation.
3. Simplicity Sells: Both the Slinky and HDMI cables highlight how simplicity can drive user adoption. The Slinky's simple physics and HDMI's single-cable solution both won over consumers with their straightforward, easy-to-understand design.
4. Evolution is Essential: Like 3D printing technology and HDMI standards, successful inventions often need to evolve to meet changing consumer demands and technological advancements.
5. Cross-Disciplinary Influence: The Slinky, originally a toy, found applications in education, seismology, and music. This demonstrates that innovations can have far-reaching impacts across various disciplines, often beyond their intended use.
6. Enhance User Experience: Contactless payments and the mouse wheel highlight the importance of user experience when developing new technologies or improving existing ones. A positive user experience can lead to rapid adoption and customer satisfaction.
7. Understand User Needs: The success of the mouse wheel underscores the importance of understanding user needs and behaviors. By addressing a specific user need (easy navigation), the mouse wheel significantly improved the functionality of the computer mouse.
8. Seamless Integration: As demonstrated by contactless payments, seamless integration of technology into everyday routines can lead to widespread adoption. This requires a deep understanding of the context in which the technology will be used and designing solutions that fit naturally into that context.

How To Identify Small Innovations Identifying potential small innovations in everyday life can be achieved through various strategies:

Mindful Observation: Pay attention to your daily routines and those of others. Look for inefficiencies, inconveniences, and pain points. These are opportunities for improvement and innovation.

Welcome Feedback: Feedback, whether from colleagues, friends, or family, can help identify gaps or areas for improvement that you may have overlooked.

Staying Updated: Follow trends and advancements in technology, science, and other fields of interest. These can inspire new ideas or enhancements to existing objects or processes.

Experimentation: Don't be afraid to experiment. Some of the most impactful innovations arise from trials and iterations.

Cross-Pollination of Ideas: Apply solutions or concepts from one field to another. This can lead to innovative solutions that might not have been apparent within the original context.

Remember, it's not always about creating something entirely new. Often, the most influential innovations are those that improve or refine existing processes or tools, making life easier, more efficient, or more enjoyable.

Conclusion Small innovations' profound impact often extends far beyond their original purpose or field. From the accidental invention of the Slinky to the intentional design of HDMI cables and contactless payments, these examples demonstrate how simple ideas can transform into groundbreaking innovations.

So, look around you, engage with your world, and don't stop experimenting with ideas, no matter how small or simple they may seem. Remember, even the most straightforward idea has the potential to create a ripple effect, leading to significant improvements and far-reaching impacts. So, keep innovating, keep improving, and remember - no idea is too small to make a big difference!

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Have you ever found yourself stuck in a creative rut, unable to develop fresh ideas? Or maybe you struggle to find inspiration for a new project or task. It can be frustrating and discouraging, but you're not alone. It's easy to fall into a routine and rely on the same old ways to find ideas, but we limit our creative potential by doing so.

In this post, we will explore ten uncommon and non-obvious ways to spark your creativity and find new ideas. These techniques can serve as a starting point to get you out of your comfort zone and help you find new ideas.

So, grab your pen and paper, and let's dive in!

Finding New Ideas Let's jump into the diverse methods you can employ to rejuvenate your thought process and stimulate your imagination. These strategies are designed to shake up your usual routines by offering new perspectives. The goal is not only to inspire fresh ideas but also to revolutionize how you approach creativity in your everyday life.

1) Mine your old ideas: Mining your old ideas not only includes flipping through old journal entries or project archives but also involves revisiting past conversations, failed projects, or ideas that sparked your interest but couldn't see the light of day due to various constraints. Sometimes the missing link in those ideas was the lack of a particular skill or resource at that time, which you might have acquired now.

Try to view your old ideas with a new lens. Consider the changes in the environment, technology, or even your own perspective that could give these ideas a new life. Has there been a shift in market demands? Have new tools become available that could overcome previous obstacles? How has your own view evolved over time?

Moreover, it's essential to remember that creativity is not a linear process. An idea that seemed irrelevant or impossible in the past could perfectly fit into a new context. This practice of revisiting and revamping your old ideas is like a treasure hunt where you're not only searching for gold but also refining it to create something valuable in the present. With this approach, you're not starting from a blank slate, but you're building on a foundation already laid, albeit in the past. So, flip through those old notebooks, revisit those brainstorming sessions, and give your past ideas a chance to infuse new life into your present creativity.

2) Think Add-Ons Instead of always striving for brand-new ideas, why not improve on what already exists?

Building upon an existing idea is often less daunting than creating something completely new. An "add-on" approach encourages critical evaluation and improvement of established concepts. The beauty of this method lies in its simplicity; just take what's already there and make it better. This could be an existing product, a service, or a process in your daily life or work that you believe could be enhanced.

Consider technology upgrades as an example. Each new smartphone or software application version is fundamentally an add-on, a series of improvements and enhancements to an existing product. These updates are based on customer feedback, market trends, and technological advancements, demonstrating that you don’t always need to reinvent the wheel to innovate.

This strategy requires an analytical mindset and a focus on problem-solving. Begin by identifying a product, service, or process you believe has room for improvement. Then, brainstorm ways in which it could be enhanced. Remember, even small changes can have a significant impact, leading to a breakthrough idea.

3) Think macro: Thinking macro is about shifting your focus from the minute details and considering the overall impact or implications. This approach requires you to constantly question and analyze the broader implications of your idea, its potential evolution, and how it fits into a larger context or ecosystem.

For instance, if you were developing a sustainable product, you wouldn't just consider the immediate benefits, such as reducing waste or using recycled materials. You'd need to consider the long-term effects on the environment, and the market shifts towards sustainability, how your product could influence consumer behavior, and how it could drive industry standards towards more eco-friendly practices.

This broad, macro view can open up new avenues for creativity. It enables you to identify gaps, challenges, and opportunities on a larger scale, which could lead to bigger and bolder ideas. It encourages you to think beyond the immediate scope of your project and consider how your idea could have a wider-reaching impact or influence.

4) Embrace unexpected learning: Embracing unexpected learning is about venturing into the unfamiliar and embracing the lessons that come with it. This approach exposes you to fresh perspectives, different cultures, unique skills, and a wealth of knowledge that may be completely unrelated to your current project or area of expertise. However, it's precisely this novelty that can spark innovative ideas.

Take, for instance, the act of learning a new language. It's not just about memorizing vocabulary and grammar rules. It involves understanding the culture, the nuances, and the thought processes of those who speak that language. This new understanding can provide a fresh lens through which to view your projects, perhaps leading to a creative breakthrough.

Similarly, reading a book outside your usual genre can expose you to different writing styles, themes, and perspectives that you may have never considered before. These new insights could offer unique angles or solutions to the challenges you're facing in your creative process.

Moreover, unexpected learning can come from less formal avenues. Even watching a documentary, attending a local event, or having a conversation with a stranger can offer unexpected insights and inspiration.

The key to embracing unexpected learning is to remain open-minded and curious. It's about stepping out of your comfort zone and being receptive to new experiences and knowledge, regardless of how relevant they may seem at first. This mindset can enrich your understanding, broaden your horizons, and, ultimately, fuel your creativity. So, make it a habit to learn something new and unexpected regularly, and watch as your creativity flourishes.

5) Reverse brainstorming: Reverse brainstorming is a creative problem-solving technique that encourages you to challenge conventional thinking and approach problems differently. This method is especially useful when traditional brainstorming techniques fail to generate novel solutions or when you are stuck in a rut of typical, predictable thinking patterns.

In reverse brainstorming, you first pose the problem in reverse. For instance, if your original problem was, "How can we improve customer service?" you might ask, "How could we make our customer service worse?" This reversal can dislodge habitual thinking, allowing for a more unrestricted flow of ideas.

The next step involves listing as many responses as possible, no matter how absurd or improbable they might seem. This phase is about quantity over quality, promoting free thought and encouraging out-of-the-box thinking. It's important that during this phase, judgment is suspended, and every idea is accepted.

Finally, you take these "reverse solutions" and flip them back into solutions for the original problem. This might involve directly contradicting the reverse solution or simply using it as a springboard to inspire new, constructive ideas.

For example, if one of your "worsening" ideas was "make customers wait a long time to get help," a corresponding solution could be "implement a live chat feature on our website to provide immediate assistance."

By flipping the problem on its head, reverse brainstorming can help you uncover unique solutions you might otherwise overlook. This technique broadens your creative thinking and offers a fun and interesting twist to problem-solving sessions.

6) Brainwriting: Brainwriting encourages individual ideation and creativity by allowing participants to express their ideas in writing rather than verbalizing them. This method can be particularly advantageous in diverse groups where some individuals may be more reserved or less comfortable sharing ideas out loud.

In a brainwriting session, each participant starts with a sheet of paper and writes down their ideas related to the problem or topic. The sheets are passed to the next person, usually a few minutes after a predetermined time. Each participant then reads the ideas on the new sheet they receive and uses them as inspiration to generate more ideas, which they then add to the sheet. This process continues until all participants have had the chance to contribute to each sheet.

Brainwriting fosters a non-judgmental environment where all ideas are valued, and there's no fear of instant criticism. This can often result in a wider variety of ideas, as participants are free to jot down even the most outlandish thoughts without fear of immediate critique. It also ensures that everyone's voice is equally heard, regardless of their communication style, personality type, or role in the organization.

Moreover, brainwriting can lead to a snowball effect of creativity, as each participant's ideas can inspire and build upon others. This cumulative process can lead to innovative solutions that might not emerge in a traditional brainstorming session.

7) Using Metaphors: Metaphors are a powerful tool for enhancing creativity. By likening one thing to another, metaphors allow us to see connections and relationships that we might otherwise miss.

Consider, for example, the challenge of improving a company's workflow. Instead of viewing it through the traditional lens of processes and systems, imagine it as a river. The inputs are the river's source, the departments or stages are the various twists and turns, and the output is the sea. This metaphor might prompt questions like: Where is the river flowing smoothly? Where are there blockages or slow points? How can we increase the flow rate? Such a perspective can inspire innovative solutions such as removing unnecessary steps (clearing blockages) or improving communication (enhancing the flow).

Using metaphors can also help in communicating complex ideas in a relatable way. For instance, describing a computer's processor as a "brain" can make it more comprehensible to non-tech-savvy individuals.

However, while metaphors can open doors to creativity, it's important to use them selectively. Overuse or misuse of metaphors can lead to confusion rather than clarity. Like any other creative tool, their effectiveness lies in their appropriate and thoughtful application.

8) Mindfulness: When we practice mindfulness, we tune into what we’re sensing in the present moment rather than rehashing the past or imagining the future. This heightened awareness can enhance our understanding, allowing us to see familiar things in a new light, thereby sparking innovative ideas.

Often, our minds are cluttered with thoughts and concerns that distract us from the present moment. By practicing mindfulness, we can learn to quiet these distractions and increase our mental clarity, making room for creativity to flourish.

Moreover, mindfulness can help us manage stress and improve our overall emotional well-being, creating a healthier mental environment for creativity. It enables us to gain insights into our emotions, helping us understand how they can influence our thinking processes. By recognizing these patterns, we can create mental space for innovative thinking.

9) Embracing Limitations: Often, constraints are viewed as obstacles, but in the creative process, they can serve as catalysts for innovation. When faced with restrictions, our brains are compelled to think differently, push boundaries, and devise inventive solutions that wouldn't have come to light in a limitless environment.

For instance, consider the scenario of designing a product with a limited budget. This financial constraint might inspire cost-efficient yet high-quality solutions, such as repurposing existing materials, leveraging inexpensive technologies, or simplifying the design for easy manufacturing. The result could be a product that meets budget requirements and offers customers unique value.

Similarly, time constraints can compel us to prioritize tasks, streamline processes, and make effective decisions. Imagine launching a marketing campaign with only one week to plan. This tight timeframe pushes you to focus on the most impactful strategies, eliminate unnecessary details, and collaborate efficiently with your team. The result might be a powerful, condensed campaign that resonates with your audience more effectively than a drawn-out, complex strategy would have.

Such constraints stimulate our problem-solving skills and encourage us to look at the situation from various angles, often leading to innovative outcomes. Embracing limitations, therefore, is not about compromising on quality or ambition. Instead, it's about harnessing the power of constraints to spur creativity and innovation.

10) Free Writing: Free writing is a liberating practice that encourages the spontaneous expression of thoughts without interrupting self-editing. It can be a powerful creative catalyst, allowing ideas to flow uninhibited, frequently leading to unexpected connections and insights.

In free writing, you let your thoughts pour out onto the page or screen, disregarding the traditional grammar, punctuation, and spelling rules. The goal is to maintain a steady stream of consciousness, moving your pen or fingers for a set period, usually around 10 to 15 minutes, without any pause.

This process can serve as a creative warm-up, clearing the mind of clutter and sparking the imagination. It can help unclog mental blocks and alleviate the pressures of producing perfect, polished content. More importantly, free writing can lead you to explore ideas and concepts you might otherwise overlook, providing a fertile ground for innovation.

Bear in mind, though, that this technique is not about producing a ready-to-use piece of writing. Instead, it's about exploration and discovery. Once the session is over, you can review the text for any emerging themes, intriguing ideas, or unique perspectives that could serve as seeds for your creative projects.

In essence, free writing invites your thoughts to roam freely. It doesn't matter where they wander or how they're articulated. What matters is the act of writing unrestrainedly, letting ideas merge, collide, and evolve in their own unique way. Incorporating this practice into your creative routine can be a transformative step towards fostering an innovative mindset.

Conclusion: In pursuit of creativity, these ten strategies form a powerful toolkit to rekindle creativity. These tools invite us to redefine our perceptions, to see not just with our eyes but with our minds, exploring the world in novel ways. They encourage us to delve deep within ourselves, to introspect, to harness the power of constraints, and to let our thoughts flow freely.

They remind us of the raw power of our minds and that creativity isn't a finite resource but a renewable reservoir of ideas ready to be tapped into. Incorporating these strategies into your creativity toolbox can help you find new ideas and explore new areas of your imagination.

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You've probably heard the saying that 'Creativity is a muscle.' Like your biceps or triceps, your creative mind needs regular exercise to stay in shape. What exercises will let you build your creative muscle? How do you turn these creativity exercises into a habit that is a routine part of your daily life?

For many of us, developing creativity habits can seem overwhelming.

Starting Small and Simple Where do you even begin?

Research has shown that starting small is the key to creating sustainable habits. Renowned psychologist B.J. Fogg, for example, emphasizes the concept of "Tiny Habits," suggesting that an individual should start with behavior that's easy to do and can be accomplished in less than 30 seconds. This could be as simple as sketching a single line on paper or writing one sentence in a journal.

James Clear, author of "Atomic Habits," recommends an approach of 1% improvement each day. Clear suggests that success is the product of daily habits—not a once-in-a-lifetime transformation. So rather than trying to write a novel in a day, aim to write one paragraph. Over time, these small increments can add up to substantial progress.

Another best practice is to anchor your new creative habit to an existing routine—this is known as habit stacking. For example, if you already have a routine of having a cup of coffee every morning, add a few minutes of your chosen creative habit to this routine.

And finally, make sure to reward yourself. Positive reinforcement is a powerful motivator in habit formation. So after each successful day of practicing your creative habit, allow yourself a small reward. Over time, this creates a positive association with your new habit, making you more likely to stick with it.

The goal isn't to do something creative once and forget about it. The goal is to incorporate creativity into your daily life naturally and sustainably. And with these research-backed strategies, that goal is well within reach.

Rome wasn't built in a day, and neither are habits. It's not about making massive changes overnight but taking small steps consistently.

Habits to Cultivate Creativity The following are a few habits that can fan the flames of your creativity and help you tap into your innate inventive spirit. This is not an exhaustive list but merely a starting point. As you embark on building creative habits, you may find others that work better for you. Don't feel confined by this list—feel free to add, modify, and explore other practices that spark your creative energies. The most effective habits are the ones that resonate with you and your unique creative process.

Here are some habits you might consider:

Daily Journaling: Daily Journaling can genuinely be a transformative habit. It serves as a personal canvas where you can paint your thoughts, emotions, and ideas freely and without restraint. This practice declutters the mind and fuels creativity by helping you explore different trains of thought and identify patterns over time.

Moreover, daily journaling can be adapted according to your preferences. Some individuals prefer traditional narrative journaling, while others might opt for bullet journals, sketching, or digital journaling. The form it takes isn't as important as consistently putting your thoughts on paper.

Also, journaling can act as an incubator for your ideas. For instance, you might jot down a passing thought or a spark of an idea in your journal and then revisit it later to develop it further. This practice especially benefits creative people who need an outlet to capture their flowing ideas.

The key to journaling is not to censor yourself. This is your private space for exploration, reflection, and creativity. So let your mind wander, let your pen flow, and you might be surprised at the innovation and creativity that emerge from the pages of your journal.

Mindfulness Practices: Mindfulness practices have gained prominence as powerful tools to nurture creativity. They involve focusing on the present moment, accepting it without judgment, and developing a deeper awareness of your surroundings and internal experiences. This increased sensitivity and openness to the present can spark new insights and ideas, enriching your creative output.

Meditation, one of the most common mindfulness practices, can be particularly beneficial. Regular meditation sessions can help reduce stress, improve concentration, and promote mental clarity—all of which create a conducive environment for creativity.

Consider starting with just a few minutes of meditation each day, gradually increasing the duration as you become more comfortable. Sit in a quiet, comfortable place, close your eyes, and focus on your breath. When your mind wanders—and it will—gently bring it back to your breath. This practice of returning to the moment can strengthen your ability to focus, a critical skill in creative endeavors.

Mindful walking is another mindfulness practice you might try. This involves focusing on the sensation of walking, the feeling of your feet touching the ground, and the rhythm of your footsteps. This practice can be an effective way to clear your head and foster a state of relaxed alertness that can lead to creative breakthroughs.

Just like any other habit, mindfulness requires consistency and practice. But with time, you can cultivate a more mindful approach to life that opens up new pathways for creative thinking.

Curiosity Feeding: Curiosity feeding is about intentionally seeking out new knowledge and experiences. It's a habit that can nurture creativity by broadening your perspective and providing fresh inspiration. Each day, make a conscious effort to learn something new. This can be as simple as reading an interesting article, listening to a podcast, or diving into a new book. You might watch a documentary, learn a new word, or even converse with a stranger.

The key is to keep an open mind and embrace the unfamiliar. This can lead you to stumble upon unexpected ideas and connections, fueling your creativity. Engaging with a diverse range of topics also helps to build a rich reservoir of knowledge that can be drawn upon during the creative process.

Moreover, curiosity feeding encourages you to ask questions and challenge assumptions—an essential aspect of creative thinking. By nurturing your curiosity, you foster a mindset of continuous learning and exploration conducive to creativity.

The aim is not just to amass knowledge but to stimulate thought and inspire innovation. So be curious, be open, and immerse yourself in the joy of discovering something new every day.

Idea Generation: Idea Generation, often known as brainstorming, is about unleashing your mind to explore different possibilities and avenues. It's about breaking free from the constraints of logical thinking and embracing wild and crazy ideas. This practice stimulates your creative muscles and opens up a treasure trove of potential innovations.

Here are a few strategies to make the most of your idea-generation sessions.

Firstly, create a conducive environment. Choose a quiet, comfortable space where you can think without distractions. Some people find that certain settings, like a park or a café, stimulate their creativity more than others. Experiment and find what works best for you.

Secondly, set a timer. Giving yourself a specific timeframe, like 15 minutes, can create a sense of urgency that pushes your brain to think more creatively.

Thirdly, remember that there are no bad ideas during brainstorming. The goal is to generate as many ideas as possible, not to judge them. Write down everything that comes to your mind, no matter how absurd or impractical. This encourages free thinking and can often lead you down unexpected paths to brainstorm innovative ideas.

Lastly, do it often. The more frequently you brainstorm, the more readily your brain can generate new ideas.

The purpose of idea generation is not only to come up with solutions to specific problems but also to nurture a mindset of creativity and innovation.

Creative Exercises: Creative exercises are vital activities that stimulate your brain, encouraging out-of-the-box thinking and idea generation. They take various forms and can be tailored to individual preferences and interests.

One popular creative exercise is solving puzzles. Whether it's a jigsaw, crossword, or Rubik's cube, puzzles force you to think strategically and look for patterns. They challenge your brain to work in ways it normally wouldn't, fostering creativity.

Artistic endeavors such as painting, drawing, or sculpting are also great creative exercises. They allow you to express yourself freely and create something unique from your imagination. Even if you don't consider yourself an artist, creating art can stimulate creative thinking.

Cooking a new recipe is another form of creative exercise. It's about mixing ingredients in different ways to create unique flavors. Experimenting with cooking methods can also lead to discoveries in the kitchen, like how experimenting with ideas can lead to innovation.

Writing exercises, like poetry or storytelling, can also stimulate creativity. They encourage you to play with words, conjuring compelling narratives from your imagination.

The goal of these exercises isn't necessarily to create a masterpiece but to spark creativity and have fun in the process.

Next Steps To Creating Habits The next step is commitment. Commit to doing one of these exercises every day for 30 days. Why 30 days? Because science tells us that's about how long repeated actions become a habit.

Some things to keep in mind:

1. Set Clear Goals: Begin by setting a clear and achievable goal. It should be something that you can realistically accomplish within the 30-day time frame. For example, if you want to incorporate mindfulness into your daily routine, your goal could be to meditate for 10 minutes each day.
2. Start Small: It's crucial to start with small, manageable tasks. If your goal is to read a book a week, you might start by reading a few pages each day and gradually increase your reading time. Starting small makes the habit easier to adopt and less overwhelming.
3. Consistency is Key: Consistency is the cornerstone of habit formation. Stick to your routine every day for 30 days. If you aim to engage in creative exercises daily, ensure you set aside time each day for this activity, whether in the morning, during lunch breaks, or in the evening.
4. Be Patient and Persistent: It takes time to form a habit. You might encounter obstacles or have off days, but it's important not to get disheartened. Persistence is key, and consistently repeating the activity leads to habit formation. Remember, the goal isn't perfection. It's consistency. There will be days when it feels harder to engage your creativity. That's okay. What matters is showing up, day in and day out.
5. Stay Positive: Finally, staying positive and maintaining a growth mindset is essential. Each day is an opportunity to learn and grow. Celebrate your successes, even the small ones, and be kind to yourself when you feel discouraged or frustrated.
6. Tell Someone: Being held accountable by having someone checking in on you can be motivating. Find an accountability partner who will support and encourage your endeavors.

Creating a creative habit isn't easy, but it is achievable with these strategies. With consistency and dedication, it won't be long before you experience the reward of a more creative life.

Benefits of Cultivating a Creativity Habit People who cultivate a creative habit experience numerous benefits. It opens up new possibilities and expands your horizons, and creativity can also improve physical and mental well-being. Here are some of the most prominent advantages associated with nurturing a creative mindset:

1. Improved Problem Solving: Creativity can help you develop more efficient solutions to problems. This is because it encourages divergent thinking, which involves considering multiple perspectives and approaches to problem-solving.
2. Heightened Focus and Concentration: Creative activities are often engaging and stimulating, positively affecting your focus and concentration levels. Working on creative problems or projects can help you stay focused for extended periods.
3. Higher Levels of Self-Esteem & Confidence: Taking risks and engaging in creative activities can boost your self-esteem, giving you a sense of accomplishment and pride. This increased confidence can have far-reaching implications, improving personal and professional relationships.
4. Increased Happiness & Satisfaction: Research has shown that engaging in creative activities can improve our happiness levels and overall life satisfaction. This is because creativity helps us to express ourselves and get more in touch with our inner selves.

Wrapping Up: The Power of Cultivating Creativity We can all significantly enhance our creativity through dedication and commitment. We can awaken our inherent creative forces by making creativity exercises a part of our daily routine. It's not about creating masterpieces daily but about sparking creative energy within us. Whether it's solving puzzles, painting, or even experimenting with new recipes in the kitchen, these activities stimulate our brains in unique ways, fostering creativity.

The journey of cultivating a creative habit doesn't have to be solitary. Sharing this journey with an accountability partner can provide mutual encouragement and motivation.

Regardless of the obstacles, be patient and persistent because every step in this journey brings us closer to reaping the numerous benefits of a creative mindset, from improved problem-solving skills and heightened focus to increased self-esteem and happiness.

The journey to enhanced creativity might seem long and challenging but worthwhile. So, dare to commit to this transformative journey, for the destination promises an enriched life overflowing with creativity.

It's time you unleashed your inner Da Vinci!

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Hello, Innovators! Welcome back to another episode of the Killer Innovations podcast.

I am so happy to be back in the studio with you today, and I'm excited to give you an update on the show and myself.

A few months ago, in February, I had to undergo open heart surgery at the Mayo Clinic in Jacksonville, Florida.

The surgery was totally unexpected when we went to Florida for Christmas. I have a rare genetic cardiac condition, so I'm under Mayo's care. During my annual check-up, the test showed some issues, which turned a three-week visit into a four and half month stay.

Unfortunately, the nine days I spent in the intensive care unit being intubated caused damage to my vocal cords, preventing me from recording new episodes — that is, until today. The damage to the vocal cords is why my voice may sound different.

But the show must go on, and that's where the team that helps me with the show stepped in. While I've been out, Andrew, Kirk, and Ethan have been serving up the most popular shows from our rich 19-year archive.

Since I couldn't record, I turned my attention to my writing, posting multiple times weekly to my blog at philmckinney.com. If you haven't checked it out lately, I encourage you to hop over. You will notice that all of my writing is now merged onto the Ghost platform that hosts the blog, making it easier for everyone to find the archive of my articles going back to 1996.

To get back in front of the microphone, I've been meeting with vocal cord experts, including those specializing in performers and audio professionals. We looked at various options to determine what it would take to get my voice back to its pre-surgery level. The most important was letting the vocal cords rest. In addition, the specialists changed my diet to reduce the acid reflux, which has been scaring the vocal cords. Who knew?

Now for some exciting news. I've been cleared to experiment with recording new shows to see how my vocal cords hold up. Andrew, our associate producer, has been investigating and testing AI tools that can be trained on my past shows, taking the scripts I write and recording the audio for me. This will allow us to deliver original content without over-stressing my vocal cords.

In fact, the introduction you heard today was an actual recording of me from my mobile studio built into my bus parked in Port Angeles, Washington. This main segment you are listening to was recorded using one of the AI tools.

Like my challenge to you, the podcast team needs to innovate, even in how we produce the show. What do you think?

As for my health, I'm doing great. I've lost 35 pounds—though I wouldn't recommend bypass surgery as a weight loss program. My focus now is on my cardiac rehab and rebuilding my strength and stamina. This summer, I'm working from my bus parked in the beautiful Pacific Northwest, walking on the beach to get my steps in, and loving my Starlink broadband!

Regarding the show, our team is working hard to rebuild the queue so we can release new original content on a more regular schedule. If we miss a few weeks, I apologize in advance.

So, what is changing — and staying the same with the show?

When the show was launched in 2005, the goal was to explore creativity, design, and innovation. Over the years, this podcast has grown to include a mix of interviews, solo episodes, and occasional co-hosts. This focus and format will not change, but the technology behind producing this show will continue to evolve.

So, who are our listeners? Well, Killer Innovations attracts a broad spectrum of people. From tech aficionados to aspiring entrepreneurs, from top brass at leading tech and strategy firms to those just embarking on their career journey. My mission is to satisfy your curiosity about what it takes to be successful as an innovator, inventor, and creator and to equip you with the tools and insights needed to navigate the rapidly changing landscape.

What can you expect from future episodes? Not much difference from what we've been doing in the past. We will continue to delve into innovations that are reshaping our lives—but don't stop there. We dig deeper to uncover the stories behind these breakthroughs.

How did these innovators turn their initial ideas into tangible realities? What obstacles did they face and overcome? And crucially, how can you apply these insights to your own path?

You may hear more of my experience from a 40-year career in inventing and launching innovations.

What topics do you want to hear more about? What topics have you heard enough of? Let us know.

Now, how can you help?

We need supporters to help us cover our costs to produce the show. For 19 years, I've covered the costs out of my pocket with help from Eric and his team at Zoom, who have been a lead sponsor of the podcast for the last eight years.

But our expenses have increased with the team stepping up while I have been out. If you are willing to support the show and the team, please consider becoming a financial supporter.

Visit the blog at philmckinney.com and click on 'Membership' at the top. Rest assured, none of the funding will go to me. It will go to the team and associated out-of-pocket costs. We are looking for $10,000 per month.

Imagine this: you're sipping your morning coffee, earbuds in, listening to our show. You're learning new things, being entertained, and it feels like you're part of a community. That's the power of our podcast.

But did you know it takes more than just a microphone and an interesting topic to keep that podcast coming to your ears week after week? It involves hours of research, editing, and production. Not to mention the cost of hosting and distributing each episode.

What if you could help ensure this podcast's continuation while gaining exclusive perks? You can do just that for just $50 per year — about $1 per episode. Your financial support can make a significant difference in maintaining the quality and consistency of our content.

Think of it as buying us a cup of coffee once a week as a thank-you for the content we provide. And in return, we'll continue to deliver the engaging and insightful episodes you look forward to every week.

We need 2,400 financial sponsors to cover our show expenses. Are you ready to be one of them? Will you help us keep the conversation going?

Remember, supporting us isn't just about helping cover costs. It's about investing in something you value and want to see thrive. It's about being part of a community that values knowledge, engagement, and entertainment.

So, are you ready to step up and become a financial supporter of our podcast? Visit philmckinney.com and click 'Membership.' Because every good story deserves to be told... and heard.

That's it for today's episode. Thanks for your continued support. Remember, stay curious, stay innovative, and keep pushing the boundaries.

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Continuing our Best of Killer Innovation series, we look at David Su’s innovative solution to the problem of disposable and short-lived battery life and his tips for success that helped him start Atmosic.

Being connected has become an essential part of our daily lives. Wireless has made huge strides over the past two decades. IoT is connecting our world in ways we would have never imagined. With the growing demand for constant connectivity, one area that needs fine-tuning is battery life. All these devices we use throughout the day require battery power. Today’s guest saw this as an opportunity. David Su is CEO of Atmosic. His company is innovating battery life. Creating technologies to reduce battery usage, Atmosic develops solutions that keep things powered up.

Stanford to Startup Much of David’s career has been in the wireless space. With a Ph.D. in Electrical Engineering from Stanford, David joined Atheros Communication in 1999 as its fifth employee. David continued with Atheros as it grew and went public. He stayed on when Qualcomm acquired Atheros. After some years, David felt his time at Qualcomm had run its course. He ventured into new areas. With four former work colleagues, he started a new company.

Atmosic’s Vision In the wireless world, battery power can be a boon and a bane. Reliance on wireless means dependence on batteries for power. When batteries lose charge, things can come to a standstill. Limited battery life also means a lot of batteries get thrown out – to the tune of three billion per year. Two and a half years ago, David and fellow co-founders started Atmosic with this in mind. David, Masoud Zargari, David Nakahira, Srinivas Pattamatta, and Manolis Terrovitis brainstormed. They sought advice from experts in the field. Their vision began to coalesce – to keep connected devices powered with little to no battery usage.

With the vision in place, Dave and his team went to work innovating battery life. They started with battery-powered Bluetooth devices.

Solving Core Battery Problems The advantages Autmosic’s technologies will offer:

· Lowest power usage without compromising quality.

· Turns device off when not in use with system level check that transmits only when needed.

· RF energy harvesting, enabling the battery to last forever.

Long-term vision:

· “Battery-free utopia” – ecosystem in enterprise applications.

Lessons Learned What has David learned along the journey toward innovating battery life? David has some tips for people whether they’re starting a company or pursuing innovation.

· Interoperate – work with what is already known and improve it.

· Surround yourself with people who are smarter than you and be willing to listen.

· Make sure what you are doing is what you truly believe in and are passionate about.

· Ground what you are doing in reality.

By innovating battery life, Atmosic is focusing on a problem that affects us all. Powering down to power up will keep us connected sustainably.

To track what Atmosic is doing, visit www.atmosic.com/ For the latest updates, check them out on Twitter and LinkedIn.

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Continuing our Best of Killer Innovation series, we examine how one creator, Rama Sreenivasan of Blitzz, looked outside the box and created solutions to the hindrances he faced on his innovative journey.

When you're in the middle of an important project and equipment fails, you want it fixed fast. In this week's show, I talk with Blitzz Co-founder Rama Sreenivasan. His company is solving the inefficiencies of tech support. Blitzz's customer support innovation integrates AI, AR, and live video to solve problems faster.

Winding Journeys Connected Rama's path has taken some unexpected twists, from a chemical engineer working on medical devices to starting a SaaS company. But at the heart of it, he is a problem solver. The source of his inspiration: his dad, who he likes to call "MacGyver."

Rama founded Blitzz together with co-founder Keyur Patel two years ago. They most recently participated in CableLabs Filterator. This accelerator program helps startups develop a product-market fit for the cable industry.

A System That Assesses Without the Hassle

When instruments stop working, it's time to bring in a helpful live assistant. Blitz's customer support innovation allows a better perspective of and feel for the problem. Through live video chat, companies can avoid spending on onsite technician visits. Customer support is not only heightened but it is also trained to see around the inconspicuous. Innovation in repair operations contributes to cuts in labor fees and time processing. What prompted Rama to create Blitzz's innovative approach? During his PH. D and Post-Doctoral work, frustration with equipment breakdown mid-experiment was the impetus. The long wait to get repairs done seemed a waste. Rama felt there had to be a better way.

AR Perception In any given company, customer supportcould always be better. That's why the addition of AR technology adds to the customer experience. Questions can be answered faster and more efficiently. One no longer has to worry about the hassle of scheduling an in-person visit. AR perception captures it all. This innovation allows one on one human interaction on a more convenient level.

AI Intelligence Equipment can malfunction and run the risk of being unreliable. AI customer support can redirect the customer to questions and answers that may be a better fit. This AI customer support innovation becomes its teacher. The AI brings the ability to learn from the information it processes.

Lessons Learned Rama highly recommends entrepreneurs go through an accelerator. He learned critical elements of the startup process through that experience. He also credits passion for driving the startup process. Connecting with mentors can help fan the flames of that passion.

If you'd like to track the latest with Blitzz, visit the website: https://blitzz.co/ or check out Blitzz on LinkedIn and Twitter.

We'd love your feedback on what you'd like to hear on Killer Innovations. Get in touch and let me know.

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Creating a Disruptive Ideation Workshop

You can learn, practice, and perfect the skill of innovation. To keep the innovation funnel flowing, generating quality ideas is essential. So, how do you boost innovation in a team lacking confidence? One practical approach is organizing a disruptive ideation workshop. Let's explore how to create a successful one.

Condensed Boot Camp I run an intensive four-day Innovation Boot Camp course a few times yearly. Students often request a condensed one-day version for their teams. In response, I developed the Disruptive Ideation Workshop, which focused on a disruptive approach to generate more and better ideas using the FIRE method. The workshop aims to teach the skill, apply it, and create a pipeline of ideas for the organization. Recently, we tested the workshop with 25 senior leaders with no innovation background. The results surpassed expectations, leading us to name it the "Disruptive Ideation Workshop."

Overview of the Disruptive Ideation Workshop Disruptive ideation means causing innovation through unconventional approaches. The workshop has two main objectives:

1. Teach a disruptive approach to ideation, significantly increasing the quantity and quality of generated ideas.

2. Apply the learned skills to the organization's real-world problem, resulting in a ranked set of disruptive ideas.

The course comprises two sections: Foundation and Skills and Application/Practice.

Foundation Section: 1. Debunk myths and mysteries surrounding innovation.

1. Develop essential innovation skills, such as overcoming self-doubt, fostering imagination, and seeing with fresh eyes.

2. Address innovation anti-bodies, such as ego, risk aversion, and resistance to change.

3. Introduce the FIRE framework:

a. Focus: Define the problem statement clearly for relevant idea generation.

b. Ideation: Use powerful questions to generate a multitude of high-quality ideas.

c. Ranking: Group and identify top ideas from the pool.

d. Execution: Refine and expand on selected ideas.

We emphasize the Ideation component. Skills and Application/Practice Section: Students apply the elements of the FIRE framework to an accurate problem statement.

Skills taught include:

1. FOCUS: Clearly defining the problem as a well-defined statement is crucial.

2. IDEATION: Use questions to generate more and better ideas, building upon individual contributions.

3. RANKING: Group and select top ideas from the pool.

4. EXECUTION: Expand on chosen ideas with depth and thought.

We emphasize "Adapt and Adopt," allowing students to apply the learned skills effectively within their organizations.

Lessons from the Disruptive Ideation Workshop Insights from conducting the workshop include:

1. The one-day format allows focused time away from daily responsibilities.

2. Crafting a solid problem statement is critical, so allocate sufficient time.

3. Limit workshop size to a manageable number of students, ideally no more than 20.

4. Establish the following steps to sustain momentum post-workshop.

5. Foster a community among participants to maintain a vibrant learning atmosphere.

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On this week’s Killer Innovation Series, we analyze qualities that promote strong leadership and will help any organization become a trailblazer in the innovation game.

What are the unique skill sets needed for innovation leadership? We all have a list of what good leadership skills are but what are the unique ones you need to be a true innovation leader? Today on Killer Innovations, I will discuss what I have found to be the skills needed for successful innovation leadership.

Innovation Leadership Skills These leadership skills apply to all organizations, whether you are a small organization or a large organization.

1. Integrity

1. You need to trust the people you are working with.

2. You need to know they are looking out for what is in the best interests of the team and organization.

2. Vision and Strategy.

1. Team members are looking to the leaders to communicate what the vision and strategy are.

2. You need to look long-range beyond where the team is and roll that back in so they can see what your vision is.

3. You need to be able to tell the story, make the pitch, and share your dream with others.

4. Communication is critical to successful innovation leadership,

5. If you are going to be a leader, you need to be able to interact and build relationships and truly have an interest in other people’s lives.

6. Know what is going on in your team members’ lives so you can help them eliminate distractions and get their heads in the game.

7. You have got to persuade people to leave what they are doing now and join your team.

8. You must be able to convince them that what are doing is something worth their time.

3. Adaptability and Flexibility.

1. As a leader you cannot be rigid, you must be adaptable and flexible with your team and organization.

2. Can you operate as a leader of a team?

3. You need diversity in your team to be successful.

4. Coach and develop.

1. Find young and upcoming people and coach and develop them.

5. Decision-Making.

1. You must be comfortable making the final decision.

2. Realize that sometimes the decision you make is going to fail.

6. Planning and organizing.

1. If you are not good at planning and organizing, then hire people to do it for your team.

These are the basic skills you need to be a successful innovation leader. So, what skills do you need to do differently to truly be an innovation leader?

1. Innovation leadership involves taking risks.

1. You must be comfortable that some of the decisions you make are going to fail.

2. Some of your decisions are going to be flipped.

2. You need to keep looking for new opportunities and threats.

1. Look for threats to your organization, industry, or geography.

3. Innovation is about change.

1. Stability is the death of innovation.

2. Foster a culture where change is expected.

4. Do not rest on the traditional management techniques.

1. Every situation is different.

2. You need to invent the way you manage and do leadership.

5. Be an optimist.

1. Innovation is about being an optimist.

2. You need to convince and convey an optimistic view of the future.

6. Innovators cut through the crap.

1. Innovation leaders need to cut through the crap and get to the core.

2. You need to step in and stop the corporate game-playing.

Let’s connect; I am on LinkedIn, Facebook, and Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to Philmckinney.com and drop me a note there.

Thinking Beyond the Obvious The challenges on the creativity innovation side do not change based on scale. It is the same whether you have a five-person team or a fifty-person team. The challenge is operating and innovating at the same level. A lot of companies get in a rut because they are doing what they have always done. So, how do you push yourself and people to go beyond the obvious and do the next thing?

1. Break the rules.

1. Corporate antibodies will come after new ideas; you need to recognize that these antibodies exist.

2. Sometimes you are the corporate antibody.

2. You must think differently.

1. You must unlearn what you have been taught when it comes to conforming.

2. Make sure that you challenge yourself to go beyond the obvious answer to questions.

3. It is all about asking.

1. How do you ask questions that will make you think about something you have not considered before?

2. How do you ask those killer questions?

3. Better questions get you better answers.

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Continuing our Best of Killer Innovations Series, we touch on creativity. Below are some ways to get inspired into incorporating creativity into your personal life to benefit your professional success.

Everyone is creative. Yet some people seem more creative than others. What do those people have that others might lack? What's the secret to creativity? This week we talk about finding creative inspiration outside of work. I'll share my thoughts on what makes people creative. We'll also hear Kym McNicholas interview Tania Katan. Tania has just come out with a book called Creative Trespassing: How to Put the Spark and Joy into Your Work and Life.

Finding Inspiration Humans use creativity every day to solve complex issues. Some people are more creative than others in problem-solving. How do these people manage to stay ahead of everyone else creatively? First, these people are inspired. Find something piques your interest and drives you to go above and beyond, experiment, and learn. You can find creative inspiration even at work. If you are passionate about your work, you are feeding your creativity.

Practicing Creativity Another common denominator of creative people is that they practice creativity. People do not just wake up already skilled at something. They have to practice it until they have mastered it. We can define practice as two things:

• To do repeated exercises for proficiency
• To pursue a profession actively

There is a myth that you can't practice creativity and innovation. You can practice and become proficient. There are many ways to exercise your creative abilities. There are exercises for the daily, weekly, monthly, and quarterly practice of creative skills.

Talking Creative Inspiration with Tania Katan Tania Katan shares with Kym McNicholas how people's creativity in their personal life can enhance their work. Her book, Creative Trespassing: How to Put the Spark and Joy Back into Your Work and Life, examines the impact of bringing personal creative exercise into the workplace. Tania wrote this book because she saw a disconnect between people's creativity and what they did at their jobs during the day.

Tania says that if you are looking for innovation, you must bring your creativity to your job. We can solve problems with innovation by getting our creativity to work. Throughout the book, there are exercises called "Productive Disruptions." These are creativity breaks. Stanford's study was called the "Walking Creativity Study." This proved that people who went for walks experiencing creative blocks experienced 60 percent higher creativity afterward. Disruptions and breaks are scientifically proven to help improve creativity. Many people don't enhance creativity because they don't have the right experience or training. We must break through that barrier and ask "what if" questions. Stop trying to solve problems the same way and push creativity.

Some of the most significant takeaways from the book are:

• Our job does not have to be uniquely creative for us actually to be creative.
• We need to feel free at the workplace to create a creative revolution inside our bodies, minds, and cubicles.

One of the biggest roadblocks to creativity is the fear of thinking and doing things differently. The best way to get through that obstacle is to face it.

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Looking at our Best of Killer Innovations Series, we examine the dynamic nature of innovation and how to manage changes best so that you and your ventures can succeed.

Today's latest innovation can quickly be replaced with the next best thing tomorrow. Whether you're a newcomer to innovation or a seasoned innovator, there's something every innovator should know. How to forecast and survive cycles of innovation. This week Ray Zinn, longest serving CEO of a publicly traded company in Silicon Valley, shares his insights—Ray's astute ability to forecast what was coming enabled his company to survive the innovation cycles.

Sage Advice: Don't Work for Someone Else In 1974, Ray's boss conveyed a bit of advice. Don't work for someone else. This advice set Ray on the entrepreneurial path. He started his own company. With $300,000 of self-funding, he started doing test services. It was challenging to start a company that was profitable from day one. Ray and his business partner managed it. By 1985, their company, Micrel Inc., hired engineers and started designing their products. Eventually, Samsung selected Micrel technology for their first cell phones. With blue chip clients, numerous inventions, and patents in wireless radio and other areas, Micrel went public in 1994. Micrel was profitable every year through 2001. Although Ray had to rebuild the whole company, it remained profitable.

Forecasting Innovation Cycles How do you lead companies through the high rate of innovation change? Ray was able to accomplish this. Ray learned the cycles of innovation so he could forecast them. You have to know the cycles to predict them for your company. How do you do this? Your customers are your best lead. The key to surviving these cycles is understanding them. Cycles last at the most five years. You must anticipate what is going to be the following winning product.

Getting Your Board Right What were the insights Ray wished he had early on? Be careful about your Board. He elaborated on his biggest mistake – not being more selective about his Board of Director participation. Having a viable, helpful, and contributable Board is critical. You want members who roll up their sleeves and add value where needed. You don't need board members to pick you apart and create tension. Ray believes that Boards must focus less on what investors or shareholders want. They must emphasize what is best for the company and adds sustainable value. Boards should not be too independent. Independence leads to disconnect and a lack of understanding of a company's intricacies and operations.

With his wealth of experience in the heart of the world's startup capital, Ray wanted to give back. He created the Zinn Starter, a seed investment firm akin to Shark Tank for universities. Almost every university in this country has an entrepreneur program. The Zinn Starter consists of students taking their business ideas before a Board. If the Board approves the concept, the student can start a company while still a student. Zinn Starter is limited to fully enrolled university students. It is part of the entrepreneur program for six universities. The program has been running for two years, with over five thousand students participating.

Ray has also written a book called Tough Things First. Used by many universities as a textbook, it covers his time with his company in Silicon Valley. You can track Ray at http://toughthingsfirst.com/. Visit his website to hear weekly podcasts and tips for entrepreneurs.

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Diving into our Best of Killer Innovation Series, we address a common hindrance to innovation: a drought of new ideas. To fix this problem, I’ve developed a simple list of ways to get the creative flow of thoughts circulating back into your organization.

When generating ideas, the default answer is to host a brainstorming session. Are there other ways to create new ideas that are not dependent on traditional brainstorming? Today on Killer Innovations, I will share the five I use with you.

Mind Mapping and Wishing Mind mapping is a fairly common term nowadays; many types of software provide templates for mind mapping. Traditionally they are used to organize your data, but it is also a great way to generate new ideas.

· Develop your problem statement.

· Write the problem statement in the center of your idea (whiteboards work great).

· Expand on this problem statement by surrounding it with terms that better describe your needs.

· Now add a second layer to each of your needs describing how you might be able to solve these individual challenges.

· Keep adding to your mind map using the steps above until you have sufficiently broken down your problem into manageable parts.

It is a fantastic ideation technique that encourages creative answers. Another great way to generate new ideas is by wishing. Wishing encourages your team to let their imaginations run wild. Assuming you have a well-researched and understood problem statement, ask each participant to dream up the most unattainable solutions related to the problem statement. Create a list of a few dozen wishes and go through the wishes by considering and discussing the ideas in detail. Ask yourself:

· What makes them so impossible?

· How can that idea be scaled down?

· Which features of that wish could we integrate into this other approach?

You might be surprised to discover practical, real-world solutions among the team’s wildest wishes.

Six Thinking Hats Six Thinking Hats by Dr. Edward de Bono unleashed a new approach to generating ideas by breaking down the ideas into six areas of thought. It helps participants put themselves into the shoes of another. The six hats are:

· Logic- the facts.

· Optimism- the value and the benefits.

· Devil’s Advocate- the difficulties and dangers.

· Emotion- Feelings and intuitions.

· Creativity- Possibilities and new ideas.

· Management- Ensuring the observance of the hat rules.

So, how do you use the tool? Have each member put on one of these different “hats” for the discussion. Make sure everyone has their say, and rotate the hats to others for extended sessions. Hence, everyone can see the problem and ideas from various perspectives.

Brain-Writing and Forced Combinations One challenge for generating ideas is getting everything rattling around in your head out. In this exercise, each participant takes a piece of paper and writes rough ideas for solving the problem statement. Each person passes on each piece of paper, reads it silently, and adds their ideas to the page. This process is repeated until everyone has had an opportunity to contribute to each piece of paper. Once participants have retrieved their original paper, they read and organize the ideas. Then each participant shares the notes and ideas on their piece of paper. The significant advantage of brain-writing is that it ensures everybody has an opportunity to share their ideas and reinforces the idea of “building on the ideas of others.”

Lastly, the final way to generate ideas is one I have used with my product teams. The premise is to look at non-logical combinations to create entirely new ideas. This exercise involves combining ideas that serve different needs or interests to form a new concept. How does this work?

· Bring a bag of random items to your ideation.

· Draw up two lists side-by-side of the items in the bag.

· Request a team member to choose two or more items and explore ways they can combine them.

· On the list, draw a line for each combination shared with a brief description of the ideas that resulted.

· Put the items back in the bag.

· The following person selects two or more items and repeats the process.

This technique can produce some silly results, but it is ultimately a helpful way of getting your team out of a creative rut.

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Continuing our Best of Killer Innovations series, we look at one manufacturer's innovative use of resources. This company's story is a testament to how innovation can unexpectedly occur anywhere, with any resource, and at any moment. Innovations' ubiquitous nature is evident in every corner of our rapidly evolving world.

We firmly believe in the limitless potential of innovation, as anyone can ignite it, and it can ignite in any realm imaginable. Silicon Valley and other recognized innovation hubs do not have a lock on innovation or a secret sauce that cannot be modeled or improved upon. It takes a willingness to put aside time, use your resources, explore the unknown, and expand your creativity (we all have it) beyond where you are today to see the non-obvious. When you do, you will be like our Kentucky guests, revolutionizing in a non-traditional innovation hub and creating a non-high-tech innovation.

As part of our Innovation Across America tours, we ventured across the country in our new mobile studio to Paducah, Kentucky. During the tour, we actively sought individuals pushing the boundaries and innovating "Beyond the Obvious." In our show this week, we had the opportunity to interview the founders of Fin Gourmet Foods. Started in 2010, Fin Gourmet is a Kentucky Proud Producer™ of wild-caught Asian Carp products. So why Asian Carp? It has the highest source of healthy, clean protein and Omega-3 fatty acids, on par with wild-caught salmon. Nowhere else in the world but the USA are Asian Carp wild-caught, and those from western KY are of the best quality. But more importantly, this innovation story is unique. Fin's mission and vision are that the Asian Carp provide economic opportunities for communities, fostering job creation and revitalizing the inland fishing industry.

Defining and Tackling a Problem Statement The team at Fin Gourmet defined the problems and challenges they encountered and engaged in disruptive ideation. As an integral part of their innovation process, they considered some basic assumptions of innovation to create value, including:

• Turn other people's trash into a product:Fin took the Asian Carp, an invasive species taking over the Mississippi and Ohio river systems, and he innovated a way to turn it into an excellent food source.
• Give opportunities to people overlooked:In addition to locating in a rural part of the country, Fin works with local halfway houses to offer jobs to former prison inmates and others down on their luck. Training, teaching, and building a culture that values and leverages the abilities of all.
• Breathe life back into an industry overlooked by others: Fin pays a premium price for what many consider "trash" to help local independent fishing families to transition to this new species of fish and the economy it can support.

What is the Non-Obvious Innovation at Fin? Fin has two patented innovative processing techniques:

1. Debone Asian Carp fillets.
2. Make all-natural surimi (Japanese fish paste) from the Carp without water or chemicals.

With their innovative model, process, and approach, Fin Gourmet is making a significant impact locally and globally with their products and story. The Fin founders and fishermen like Ronny Hopkins better manage the Asian Carp so that our rivers/lakes/estuaries are better protected while employing people who need second chances from incarceration, drug court, domestic violence, and more.

The ubiquitous nature of innovation is a remarkable phenomenon that defies the limitations of time, place, and resources. It serves as a testament to the infinite wellspring of human creativity and our unwavering commitment to progress. Whether it emerges from the humblest of workshops or arises amidst the chaos of our lives, innovation has the extraordinary power to reshape our world. It reminds us that brilliance can sprout from the most unexpected sources, and no idea should ever be underestimated or dismissed. Let us wholeheartedly embrace the limitless possibilities and foster a culture that not only recognizes but also nurtures the ubiquitous nature of innovation. Together, through our collective efforts, we pave the way for a future that is brighter, more awe-inspiring, and brimming with endless possibilities.

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Resuming our Best of Killer Innovation Series, we hone in on six categories of KPIs that will help you successfully predict and keep track of crucial details that will allow you to run your organization smoothly.

This episode addresses questions from listeners on innovation KPIs. After clocking 12,000 miles in the mobile Innovators Studio, I'm back in Colorado. On the road, I talked with interesting innovators and analysts. Taking a break from interviews, I'd like to answer your questions on measuring innovation success.

There are hundreds of Key Performance Indicators (KPIs) to measure innovation success. What are the right innovation KPIs to use? What KPIs will give insight into the innovation process? KPIs should be unique to your organization. Think through what KPIs will measure and how that can guide innovations and your organization.

KPI Building Blocks I've broken innovation KPIs into categories, like building blocks. Build up the blocks to get a complete perspective on your innovation effort.

Six categories for Innovation KPIs:

Idea process /managing the idea funnel o What's done to get ideas, put them in a funnel, review, manage and analyze them?

§ Raw ideas

§ Raw ideas validated

§ Ideas prototyped

§ Age of ideas

Idea commercialization o Innovation idea brought to market.

§ Innovations that became a product

§ Innovations that make a profit

§ Are early customers willing to pay a margin premium?

§ Innovations purchased

§ resources in the organization aligning to make the product a reality?

Financial impact o Tough to measure – long lag from the time of investment to product launch in the market

§ Revenue from new innovations

§ Profit from innovations

§ Revenue protected by patents

§ Revenue from patent licensing

Customer impact o Customer success compared from old products to new innovation

§ What has the latest product allowed customers to achieve?

§ How many customers have shifted to new ones?

§ Market share trend for innovation – grabbing from competitors?

Organizational impact o New products/services have an impact

o Can pull organization into the new category of focus

§ The ratio of sales from old versus new – sales ramping up for further/declining for old?

§ The ratio of profit from old versus new

§ Investments – Is investment shifting from old to new?

§ Rate of return on innovation investment

§ Has it driven brand awareness?

Pure Innovation KPIs o Catch-all

§ Staff trained for innovation

§ Use of formal creativity tool

§ Implementation and use of Idea Management System

§ Structured problem-solving tools

§ Committed resources to innovation

§ Patents/year

Guidance 1. Pick three to five KPIs from each category that work for your organization.

1. Ensure you can measure them.

2. Validate KPIs that drive the correct behavior and achieve the desired outcome.

3. Test/adjust KPIs as needed.

4. Share with the community.

We'd love your feedback. What do you think about the five-minute focus in the last segment of today's show?

Like what you hear? Leave us a comment or review where you listen to the show.

Check out the show notes on Killerinnovations.com. We post on Facebook, LinkedIn, and Twitter. Follow us on your favorite social media site.

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Sometimes, life surprises us with moments of reflection. I remember vividly having a captivating conversation with a taxi driver. While stuck in traffic on my way to the airport after hosting a South by Southwest meet-up on neural diversity hiring, he curiously asked about the key to my success. His question inspired me to jot down my 7 rules to live by. Continuing with the Best of Killer Innovations, I share them with you in the hope that they'll assist you in achieving personal and professional triumphs.

My 7 Rules to Live By Stay connected to the people who matter most. Keep in touch personally, not just electronically. Nurture deep relationships with loved ones.

Listen more, talk less. Be genuinely interested in others, actively listen, and ask questions—end conversations by offering help.

Make commitments you're genuinely committed to. Don't make false promises. If you can't deliver, be honest and find alternative solutions.

Don't get caught up in credit. Credit will find its rightful owner. Embrace teamwork and acknowledge others' contributions.

Acknowledge and encourage others. Success is a result of collective effort. Express gratitude and provide words of encouragement.

Handle criticism with compassion. Pause before responding. Count to ten or wait a day. Choose compassion over rudeness. Seek advice before reacting.

Set priorities based on the "5 Fs." Faith, Family, Friends, Fitness, and Finance. Filter demands based on these priorities.

Now that you have my 7 rules to live by, create your own set to achieve personal and professional success.

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Picking up with our Best of Killer Innovation Series, we delve deeper into how to turn a great idea into a tangible product by following a proper execution plan.

In this episode, we will wrap up the series of shows on the innovation framework known as FIRE. We will discuss the part of the innovation framework known as execution. Execution is composed of making your best ideas into something tangible.

Execution I have used the FIRE (Focus, Ideation, Ranking, Execution) framework for over 20 years, and thousands of organizations use it.

· Focus is defining where your problem area is.

· Ideation is the process of creating ideas to address your problem areas. The process consists of individual and team ideation, which, when combined, generates 30% more ideas than when done individually.

· Ranking is where you prioritize your ideas. This process is through dot/wow voting and criteria ranking.

· Execution, the last element of the FIRE framework, is how one turns ideas into innovation—done through two phases: testing and validation and launching the MVP (Minimum viable product). Execution is not easy. 92% of CEOs say innovation is critical to their organization, but only 35% have confidence in executing these ideas.

What to Expect In my opinion, innovation consists of ideas made real. I constantly repeat one quote: "Ideas without execution are a hobby, and I'm not in the hobby business." At this point, you've ranked your ideas, but need to figure out how to make these ideas a real innovation. Going into this, you won't know all of the answers. Expect a very messy process because there might not be a clear path from point A to point B.

It would help if you were adaptable and ready to learn things. It would be best if you innovated around the idea frequently. Be okay with an unexpected outcome, as the process is an experiment. Innovation projects have to be measured differently than a typical product development project. One of the measurements of success is learning throughout the process. Stay away from innovation antibodies. Innovation causes conflict, prompting these antibodies to come out. These include ego response (stepping on someone's toes), fatigue (people who have tried and failed at it before), no risk response (CFO or legal counsel), and comfort response (we don't need to change).

Steps of Execution The first step to making an idea real is creating the pitch. The pitch is your way of telling the story around your idea, also known as strategic storytelling. The key is to tell your idea's story so that others see what life will be like when your idea is delivered.

The second step is to create the funnel. There are four funnel gates: market validation, customer validation, limited launch, and global launch. The key here is to convey that not all ideas will go forward.

· Market validation is where you ask if the problem exists. One way to do this is through gorilla idea validation. Talk to people you don't know to get brutally honest feedback rather than people you know who might tell you what you want to hear.

· Customer validation is where you see if your idea solves the customer's problem.

I use the Michelle test. I would take a product we built at HP, bring it home, and leave it on the counter for my wife. She would take it out of the box and use it, giving it her honest evaluation. Because my wife is not a technology person, I would receive some solid feedback from a different perspective.

· A limited launch is where you launch in a limited space. I use the buy test to build and advertise a product, putting it into retail stores like a launch. When people try to buy it, you give it to them for free in return for their feedback.

· Global launch is where you put your pedal to the metal and push the product out. At this point, you've gone through all of the steps and should have confidence in your product's success.

Summary This week's show focused on taking all of your ideas and making them real. Many innovators have great ideas but struggle to find funding. There could be an issue with their pitch. Learn and readjust the pitch and understand all the elements that go into it.

When Steve Jobs and Apple worked on the iPhone, the product was ready three years before the launch. They knew they needed to wait for a faster processor and another generation of touch screens. They had the discipline and patience to stay, which paid off in the long run.

I used the lean canvas to help my team stay on track and focused. The innovation lean canvas is in place of a typical plan. It is an overview of the critical areas at a glance, which frequently updates as the product evolves.

Check out the Disruptive Ideation Workshop here to teach your team the FIRE framework.

If you are interested in learning more about execution or want information from previous shows, check out all the free downloadable material I put together here.

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Returning to our Best of Killer Innovations series, we kick this week off with a look back at vital innovation skills. This foundation can help beginner and seasoned innovators stay ahead in an evolving world.

What innovation skills are needed to create new ideas and products successfully? Many people often find themselves void of creativity in the innovation world. This stems from a deeper issue. We dive into more detail to discover what innovation skills separate those with limited success from those with continual success. The skill sets that can allow you to be successful no matter your organization type, size, or geographical location all have the same foundational elements.

Self-Confidence in Creativity The number one skill set I have discussed is self-confidence in your creativity. We were all born highly creative. From an early age, the education system drives creativity out of us. Grade school through college teach children conformity, instilling the belief that acting the same is crucial to relevance. Then, in our professional careers, we are expected to think differently, be more creative, and generate solutions despite sixteen or more years of being drilled in conformity. It's no myth that CEOs recruit creativity. Creativity drives innovation. It's a catalyst for growth in a business. If you are not exercising your creativity and unlocking its potential, you could become irrelevant because of conformity.

Bravery Another essential skill set is bravery. The opposite of innovation bravery is conformity. You need to go out and apply your creativity. Share your thoughts and ideas. Take some risks. Try something you haven't done before. The fear and feeling of failure a detrimental mind block because it holds us back and kills our bravery. You have to get over the fear of failure to be brave. Step out, get permission, or permit to go, and fail. Go out, experiment, test the limits, break the norm, and be brave.

Seeing with Fresh Eyes One vital skill set that gets harder to use as you get more experienced and set in your ways is your perspective. Seeing with fresh eyes and having a beginner's mind will guide you to develop breakout products and services. Don't let your area of expertise cloud your vision but come into every new project with an attitude of openness. Every year of experience in your area of expertise can enable you to become more and more closed off to different approaches or new opportunities if you are not careful. By adopting an open-minded approach, you can avoid getting caught up in a limiting cycle of repetitive groupthink.

Ability to Craft & Ask Great Questions How does one get creative thoughts and ideas flowing? The answer is by asking questions. Questions hold great power. They get people thinking. There are simple 'yes' or 'no' questions, leading questions, and questions you craft to discover. The power of creating and collecting your questions is critical in the innovation world. It will help you develop new ideas and eliminate problems. Coming in as a new leader, I crafted four questions to gain a unique insight. Creating these questions is vital to deriving input from your team, vendors, partners, leaders, and potential beneficiaries of your idea.

Continually developing different ways of asking a question can generate unique discoveries. For instance, if I ask you, "What is half of thirteen?" and you respond, "Six and a half," I would give you an 'A' on a math test, but in innovation, I would give you a 'C.' Why? The reason is that you stopped at the first obvious answer. What if I craft the question slightly differently and ask how many ways you can convey half of thirteen? There are more ways than one, and how creative you can get would surprise you.

To help, I've crafted a card deck that asks questions from various angles to challenge you to think differently. Learning how to reword questions and uniquely ask them will give you a skill that generates new insights. The power of questions is critical in the innovation game. Begin creating, crafting, and collecting your questions today.

Dealing with Innovation Antibodies One skill we need, but tend to overlook, is the ability to deal with innovation antibodies. When operating in the world of innovation, opposition often occurs. People may feel threatened by your idea for one reason or another. These people act as innovation antibodies, attacking your idea. How do you deal with this issue? No matter where you are in innovation, you will encounter different responses and have to learn to work through them.

Here are the types of responses you will need to work through:

· Ego Response – The jealousy of your idea comes from an authority position. Share some of the idea/give credit to get around these people

· Fatigue Response – "I've tried that before." Treat them as an adviser to help your idea

· No-Risk Response – "That's too risky." Empathize with them and take risks seriously

· Comfort Response – "We don't need change. We're doing good." Show them that things will not be good forever

Have you dealt with an innovation antibody in your organization? What category would you put them in? Do others call you an innovation antibody? If so, what type are you?

Innovation Attitude An essential skill set vital to success is an innovation attitude permeating your culture. I use the following easy-to-remember acronym CARE to keep an innovative outlook.

· C – Candor – freely share your creative thoughts and ideas with others. Be respectful but be honest and encourage openness among yourselves and others. Invite them to act as an innovation antibody, even on your ideas. If you don't share your thoughts and ideas, they don't become genuine innovations—they have zero value.

· A – Action – Act on ideas that will impact your organization. Take charge to enable progress and lean in. Provide solutions to issues both big and small regardless of if it is your idea. Don't let good ideas become stale simply because it wasn't your idea. Instead, please take action to drive them forward.

· R – Risk – Understand the uncertainty and risk of trying new ideas. Take calculated risks or act on perceived threats. Get rid of perceived risks—many are not real risks. Learn from experiments and calculated risks. Understand how to manage risks and push forward.

· E – Empower – Trust yourself and others to make a difference. Feel like you are empowered and have permission. Empower others and encourage leaders to empower—enable permission.

Let's connect; I am on LinkedIn, Facebook, and Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a message there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea? Check out our Disruptive Ideation Workshops. Don't forget to join our Innovators Community to enjoy more conversations around innovation.

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Resuming our Best of Killer Innovation series, we look at key ingredients to build innovation success for organizations.

Innovation is about translating ideas into products, services, and solutions. Ideas without execution are a hobby. Is your organization in the business of Innovation? This week's show boils it down to a simple equation. Ideas + Innovation Culture = Innovation Success. The process starts with ideas and the management of them. But ideas won't develop and thrive without the right culture. Core Attributes are about setting the basis for Innovation Culture. When you set up a good system of gathering ideas and lay a foundation for an innovation culture, innovation success ensues.

Creating Order from the Brainstorm of Ideas The process starts with ideas coming from many sources. Then comes the question of how to manage your ideas. How do you log, track and rank them? Where are your ideas today in the innovation lifecycle? What about all the brainstorming sessions over the last few years… could you quickly put your hand on the list of those ideas? Ideas have value over time.

The Idea Management System, Step By Step If you believe ideas are the economy's currency, you need to manage ideas as a valued asset for innovation success. Treat ideas as valuable asset.

What's needed in an idea management system?

Idea capture and tracking

· It is an easy way to put ideas in the system, track them over time, evaluate them, and link them to other ideas that could grow into something significant.

· Done by people on the innovation team but also open to other people in the organization who can submit an idea easily – have one place to look for all assets

Idea evaluation – some form of an idea evaluation tool that allows management to assess and look at ideas more closely

· Does everyone in the organization look at it and vote

· Use a ranking process like F-Focus, I-Ideation, R-Ranking, E-Execution

· Crowdsource feedback

The system must allow for Ad Hoc Team Collaboration

· As people submit an idea, people can search the system to see if someone has a similar idea across the organization – can team up, combine efforts and areas of expertise

· Social hub of Innovation within an organization

· Get better ideas – cross-organizational efforts – collaborations that generate exciting ideas

Supports whatever your organization's process is for Innovation

· The tool needs to match today's and even tomorrow's process

· Track ideas through the gating process your organization uses

· Follows phases of Innovation used A lot of tools out there that force you to follow their process – be careful – you need a tool that follows your process.

Needs to support pausing ideas

· The difference between a good idea and a great idea is not about the idea. It's about the timing.

· Market, customer, organization, and government regulations are not ready for many reasons.

· The key is you always need the ability to pause the idea – capture it so that you can pause and pull out an idea later when the timing is right

Ability to issue challenges

· Don't run an idea management system like an electronic suggestion box – ideas will become incremental

· For breakthrough ideas, issue challenges: carefully worded questions, problems, and areas of interest put out to the general population with some form of incentive for spending time thinking about ideas/approaches that will answer or solve that in the form of ideas

· Well-constructed challenges (problem statement) generate a wealth of good ideas

· Gets org thinking – signaling where the org is going, what the direction of org is

My Experience With These Tools Without a system or tool, you are lost

· You have to treat them as a valuable asset

Don't restrict access to the tool

· Open it up to 100 percent of your organization

· You have to trust your employees

Promote your tool

· Get people to engage on the tool providing their feedback

· This becomes the mechanism by which ideas are trained and tracked

· Promote constantly and consistently

Close the loop with the idea submitters

· If someone submits an idea, they need to hear back

· Give them feedback

Think about applying some form of gamification

· Make it fun

· Please give them a point or scoring system

Core Attributes When I took over a new role as CEO, I set out a hundred-day plan looking at the organization and figuring out what made it tick. I spent a significant amount of time doing one on one interviews with all the key stakeholders. I asked them four questions:

· What should we preserve?

· What should we stop doing?

· What is it that you most hope I do?

· What do you expect I do not do?

Ninety-five percent of employees feared that the new CEO would not change anything. They understood that some things needed to be changed for the company to flourish. I realized that I had to build the core attributes from scratch. So, how do you do that? The key is to help everyone understand why core attributes are so important. What is it the team wants the organization to become? Core attributes articulate what you stand for. The ones we came up with are:

· We need to be passionate

· We think big and bold

· We are fast and agile

· We are a team

· We unlock individual potential

· We lead by example

· We are resourceful

Once you have captured this, you are ready to start the process. Having the list is the beginning of the process. The senior executives must own this; the senior executives must always control this. We must manage the process to get everyone on board with the innovation culture. It communicates the process and displays the core attributes. Instead of telling people these are the core attributes, we published them and invited people to come in as part of group sessions.

We collected a list of core attributes employees liked and helped brainstorm recommendations for the executive team about how we could live it. We have included core attributes in our performance management. Employees are assessed on those core attributes at the end of the year. The impact on the organization was beyond anything I expected. It is not a static and never-ending process but develops a practical framework for an innovation culture that drives success.

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Continuing our Best of Killer Innovations series, we focus on incorporating creativity into all aspects of life. Creativity is a state of mind that can be achieved with practice, enabling you to stand out as an innovator.

Everyone is creative. Yet some people seem more creative than others. What do those people have that others might lack? What's the secret to creativity? This week we talk about finding creative inspiration outside of work. I'll share my thoughts on what makes people creative. We'll also hear Kym McNicholas interview Tania Katan. Tania has just come out with a book called Creative Trespassing: How to Put the Spark and Joy into Your Work and Life.

Finding Inspiration Humans use creativity every day to solve complex issues. Some people are more creative than others in problem-solving. How do these people manage to stay ahead of everyone else creatively? First, these people are inspired. Find something piques your interest and drives you to go above and beyond, experiment, and learn. You can find creative inspiration even at work. If you are passionate about your work, you are feeding your creativity.

Practicing Creativity Another common denominator of creative people is that they practice creativity. People do not just wake up already skilled at something. They have to practice it until they have mastered it. Practice can be defined as two things:

· To do repeated exercises for proficiency

· To pursue a profession actively

There is a myth that you can't practice creativity and innovation. You can practice and become proficient. There are many ways to exercise your creative abilities. There are exercises for the daily, weekly, monthly, and quarterly practice of creative skills.

Talking Creative Inspiration with Tania Katan Tania Katan shares with Kym McNicholas how people's creativity in their personal life can enhance their work. Her book, Creative Trespassing: How to Put the Spark and Joy Back into Your Work and Life, examines the impact of bringing personal creative exercise into the workplace. Tania wrote this book because she saw a disconnect between people's creativity and what they did at their jobs during the day.

Tania says that if you are looking for innovation, you must bring your creativity to your job. Problems with innovation could be solved if we got our creativity to work. Throughout the book, there are exercises called "Productive Disruptions." These are creativity breaks. Stanford's study was called the "Walking Creativity Study." This proved that people who went for walks experiencing creative blocks experienced 60 percent higher creativity afterward. Disruptions and breaks are scientifically proven to help improve creativity. Many people don't enhance creativity because they don't have the right experience or training. We must break through that barrier and ask "what if" questions. Stop trying to solve problems the same way and try creativity.

Some of the most significant takeaways from the book are:

· Our job does not have to be uniquely creative for us actually to be creative.

· We must feel free at the workplace to create a creative revolution inside our bodies, minds, and cubicles.

One of the biggest roadblocks to creativity is the fear of thinking and doing things differently. The best way to get through that obstacle is to face it.

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Picking up our Best of Killer Innovations series, we examine in detail FOBO and how to overcome mental barriers that can hinder innovation.

The fear of a better option (FOBO) can paralyze decision-making. It is also the enemy of innovation. In this episode, I share four ways to deal with FOBO.

FOBO versus FOMO What is it that causes that hesitation at decision time? Patrick McGinnis calls it FOBO: the Fear of a Better Option. Patrick describes it as “paralyzed at the prospect of actually committing to something, out of fear that we might choose something that was not the perfect option.” The result is that you get stuck in analysis paralysis and never decide. The sister term to FOBO is FOMO, the Fear of Missing Out. If you miss out, you will not have that one magic piece of data that will give you perfect information. So, our fear of missing out feeds our fear of a better option. The result is saying “yes” to everything. I used to say “yes” to every request to speak or teach, no matter the impact on myself or my family. When you combine FOBO with FOMO, you can be afraid of doing anything. That is FODA, the paralysis that turns into a fear of doing anything. What I had to learn was to say “no.” Breakthrough came when a newspaper article about me forced me to go public with a secret that fed my imposter syndrome.

I deal with FOMO by creating criteria for myself that help me prioritize the requests for my time and attention.

FOBO in Innovation For innovation, deciding to move forward on an idea to commit to resources, such as people and money, is ripe for FOBO. A leader has hesitated to give a team the green light on a project because they are not yet convinced it is the best/perfect idea. No idea is a perfect idea. FOBO could mask a more general fear of failure. But not deciding means zero chance of an innovative idea. The primary objective is to innovate and to do that. It would be best if you tried your ideas. Come to terms with the fact that most of your ideas will fail. FOBO, fearing a better option, is the enemy of innovation. It is the tool antibodies will use to brush off your ideas.

FODA (the Fear of Doing Anything) When you combine FOBO and FOMO, you can find yourself paralyzed, not wanting to commit to anything.

This is FODA, the Fear of Doing Anything. It would be best if you learned to be decisive. Here are four ways to deal with FOBO and not get caught in the trap of FODA:

· The Ask and Watch method. Patrick McGinnis says to whittle your decision to two options. Assign each item to either the left or right side of your watch. Look down and see where the second hand is at the moment. Taking the final decision when you have two good options out of your control releases you from doubt.

· Criteria method. Create a clear criterion that works for you. Mine are the Five F’s: Faith, Family, Friends, Fitness, and Finances. Score requests on your time against your list of criteria.

· The Innovation = Ranking method. With innovation, use your funnel and ranking process to create a list of “next best ideas.” These are the ideas based on their ranking score from the FIRE framework. With the ranked lists of your ideas, force a decision that says something like each quarter, and we will fund the idea with the highest score.

· The Trust but Verify method. Apply the old Ronald Reagan maxim, “Trust your decision but verify.” If the decision is not delivering the result you expected, then adjust.

These four ways to deal with FOBO will help you be aware of your FODA and change. We will never have perfect information and, therefore, will never make the ideal decision. So, make your decision and move on.

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Returning to our best of Killer Innovations series, we dive into the importance of reading for the innovator and some stimulating books to stir up your creativity.

Building a library of inspiration in your innovation studio ensures you have a ready source of ideas. This inspiration library can come in the form of a collection of innovative books. I am a visual learner, so reading books is where I often find my inspiration. I will walk you through some essential books and explain why I value them.

My Design Innovation Books The first book is "Frank Lloyd Wright: A Visual Encyclopedia." I grew up in Chicago, where the author started and became famous. Personally, this book reminds me to create my style. Frank Lloyd Wright separated himself from others. He developed his style and put a different spin on the design of his buildings.

The next book is called "A Pattern Language" by a professor at UC Berkeley, Christopher Alexander. Used by the original Sims game developers, the author breaks down patterns found by building houses, cities, and other buildings. While you can't apply what is in this book and apply it directly to a product or service, the book teaches an important idea. You can generate a certain feeling or experience through your patterns and designs.

"Designing Interactions" by Bill Moggridge is the third innovation book in my library of inspiration. The author focuses on designing experiences and offers important insights into the origins of Google and others.

The fourth book on my list touches on what to do with design, where problems can occur, and how to avoid them. It is "The Universal Principles of Design" by William Lidwell.

My Creative Innovation Books The fifth book is "Thinker Toys: A Handbook of Creative-Thinking Techniques" by Michael Michalko. In my opinion, this is a book that every innovator should have. The book brings together tools, approaches, ways to brainstorm, uses of SCAMPER, etc., that are very useful for innovators. Pretty much anything that Michael puts out, I buy.

Another book is "Six Thinking Hats" by Dr. Edward de Bono." His TV show on PBS introduced me to the innovation and creativity space when I was a kid. Over six or seven shows, Dr. de Bono, taught viewers about unleashing their creativity, which sparked something inside me. The book is a great reminder to change your perspective and keep a fresh mind and is a great piece to have in your library of inspiration.

Fun Books I Keep Now I will share with you some fun books I keep that make me laugh. The first is "The World's Worst Inventions: The Craziest Gadgets and Machines Ever Made" by Jack Watkins. This book discusses some inventions that have been deemed stupid by many. Ironically, some of these inventions have gone on to be successful after this book was published.

The next book is "Fail Harder: Ridiculous Illustrations of Epic Fails" by Failblog.org Community. This book humorously discusses human failings and reminds us of our human nature.

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Resuming our best of Killer Innovation series, we take a deeper look at the contrasting characteristics of coaching and mentoring.

The topic this week is one that I have touched on over the years in various ways. People reach out to me all the time, asking about this. Coaching, as well as mentoring, often get placed in the same category. In reality, they are different. We will discuss the differences between innovation coaching and mentoring and run through some application scenarios.

Innovation Coaching Many people often find themselves confused when it comes to coaching and mentoring. They don’t understand that innovation coaching and innovation mentoring are different. Coaching is the most common activity when it comes to innovation.

In general, coaching and mentoring are two of the top five most popular jobs out there. Innovation coaching is kind of like a sports coach. In baseball, a pitching coach trains pitchers to improve their craft. Pitching coaching is just like innovation coaching, as it seeks to help one improve in a specific area based on an assessment. It tends to be limited in duration. Also, it only works best with measurable and tangible improvement opportunities.

A good innovation coach will offer clear direction for improvement based on assessing one’s needs. Coaching can be on the individual level, team level, or for an entire organization. An innovation coach should be able to evaluate and tell you what area you need to improve. They should plan to improve and be more successful in a specific area.

Innovation Mentoring Mentoring is a less specific and tangible area that looks at the big picture, such as your career. An innovation mentor is a trusted advisor that crosses personal and professional lines and might be with you for many years. They help craft broader goals and the skills and experiences to achieve them. When looking for an innovation mentor, choose someone you can learn from.

You want one that has achieved innovation success in their career.

Usually focused on the individual, I have also done long-term mentoring for innovation teams. Mentoring sessions are less formal than coaching sessions and are on an as-needed basis. Fees for mentoring most likely come from the individual. A successful mentoring role should last many years and stay constant, no matter if your organization changes.

No fees may be required in rare cases if you become close to the mentor. Don’t expect mentoring to be free just because some mentors might typically do it out of the kindness of the heart. Remember, mentoring relationships require time and transparency to be successful. A mentor can’t do their job if you are not honest with them, and vice versa.

Coaching vs. Mentoring One of the best ways to show the differences between an innovation coach and a mentor is to run through some scenarios.

First scenario: Your team is struggling to create a pitch for an idea to secure funding from your organization. You must determine the best way to structure your pitch to secure funding. Is innovation coaching or mentoring the best way to aid you? You could hire an innovation coach in this situation because it is a specific issue you are trying to resolve. You want to find a coach with an excellent track record of helping teams craft pitches. Pay the coach for their work rather than saying you’ll pay them upon success.

Second scenario: Your CEO has asked you to develop innovation leaders within your existing staff. Would this be innovation coaching or mentoring? With a longer-term goal that is not tangible, so in this case, it would be innovation mentoring in a team setting.

Third scenario: Your team is running up against internal and external innovation antibodies (naysayers), and you need help crafting a strategy to win the organization’s support. You need help with a specific issue within your organization, so this is an innovation coaching opportunity. You need a strategy coach to help deal with the antibodies and win your organization’s support.

Fourth scenario: You have decided to improve your innovation abilities and skills to be more successful. This scenario is a textbook case of innovation mentoring. Here you need help establishing your long-range career to succeed in innovation.

Summary Today, we talked about the differences between innovation coaching and innovation mentoring. As we discussed, there is a difference between coaching and mentoring. Coaching is about solving communication skills, deliverables, executive presence, etc. Mentoring comes with long-term career advice.

My first mentor was my boss at Deltek, Bob Davis. Bob hired me and put me into the first management role of my career. He knew I could be a great software engineer, but as my mentor, he told me I had broader skills than that. I had to put in much extra work to develop myself under Bob’s mentorship. He put me on a career rotation, placing me in finance, marketing, advertising, sales, and IT, which helped me grow. Bob helped me think through my long-term goals and what opportunities I should seek.

Today, I do innovation coaching and mentoring and have done small companies up to Fortune 10. I’ve coached and mentored CEOs, CTOs, and CIOs, some lasting up to seven years.

Check out the Disruptive Ideation Workshop, a long-term investment for your or your team’s success.

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Continuing our best of Killer Innovations series, we explore the hidden benefits of successful failures.

For innovation leaders, it is vital to learn how to turn failures into successes. Innovation is all about seeing opportunities others don't see and seizing them. Successful failures lead to successful innovations.

The Importance of Failure The experimentation phase is within the innovation process often full of failures. These failures are not always negative. When things are unplanned, failures allow us to see what needs change. Successful innovations require risk and a capacity for productive failures, which reveal something new about the problem you are trying to solve. To experience productive failure, you have to fail successfully. Three characteristics help you figure out if your failures are successful.

Three Characteristics of Successful Failures 1. Effort: Firm commitment is a must for innovators, even when others give up hope. Ask yourself, "Did you give your project your 100% best effort?" 2. Perspective: Reflect on what happened during each failure, learn from it, and apply what you learned to future innovations. Ask yourself, "what does the experience teach you about what works and what doesn't?" 3. Inspiration: Experiment failure might lead to lessons about the nature of the problem, inspiring better solutions. They can also teach us something about how we think. Through failures, you can learn how to solve problems better. Ask, "Does this new understanding inspire a new understanding that wasn't there before?"

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We kick off a new series where we will be looking at the best of past Killer Innovation shows. This episode is about creative qualities.

Creative people often have a sense of limitless creative freedom and experimentation. Creative genius is a natural part of who creatives are. If you are not naturally creative, you can learn and develop your creativity by applying creative qualities.

12 Qualities of a Creative Person 1. Curious: Creative people are always asking questions/looking for new ideas. They're not content with the status quo. 2. Creative Confidence: Creative confidence is when you know what you are about to do/say/or create is original. Creative, confident people are not afraid to fail because they know it's part of the process. 3. Thick Skin: Creative people must have thick skin, take criticism, reject rejection, stay persistent, and be unafraid of failure. 4. Independent Rebellious Streak: Creatives can't be afraid to blaze their trail and stand up for their ideas. They must find the right balance between their independent, rebellious streak and supporting the team's mission. 5. Flexibility: Creative people need to be flexible. If not, they might overlook new ideas, or you might be unable to adapt to changes a new idea would impose. 6. Playful:Playing with ideas can help break through mental blocks by going outside the box to create new solutions or inventive ways of looking at old ones. 7. Thorough: Creative people are more comprehensive than most because they never stop at the first idea. They always look around at what else they can do. 8. Ambitious: Creatives are ambitiously striving to push the boundaries of what is possible. They crave feedback from others to improve and desire to create something new and unique. 9. Energetic: Creative people constantly move, inspiring others with their creativity and energy. 10. Naïve:Creative people are often naïve about their limitations but can be more creative than others because of this naivete. It's important to balance creativity and practicality. 11. Dreamer:Creative people are sometimes called "dreamers" because they imagine new possibilities. 12. Persistence: Creatives persist in their efforts over time despite any obstacles. Creative solutions result from patience and tenacity.

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Are you ready to take your leadership skills to the next level? Visionary leaders possess unique characteristics that set them apart from other leaders. They have the confidence to make tough decisions and the creativity to develop innovative solutions. It is their willingness to embrace risks that truly sets visionary leaders apart. Qualities of Visionary Leaders Their ambition, creativity, and courage set visionary leaders apart from other leaders. They are naturally inquisitive, asking questions and looking for innovative solutions. Their entrepreneurial spirit drives them to take risks and embrace change. Let's take a deeper look at these qualities.

Their courage is key, as they must make decisions even when uncertainty or risk is involved. Visionary leaders are not afraid to take risks, knowing that without risk, there is little chance of success. As such, they accept responsibility for their decisions and embrace failure as a learning experience.

They believe that setting one's mind to something can accomplish anything, no matter how difficult it may seem. Visionary leaders push themselves further than anyone else to reach new heights, creating opportunities for others.

Besides being ambitious and having an eye for potential opportunities, visionary leaders possess strong communication skills and empathy toward those around them. They understand everyone has different strengths and weaknesses, making them open-minded about strategies and solutions put forth by team members, which helps build trust between all involved.

Lastly, visionary leaders know when it's time to move on from a specific project or task to progress further, which shows great awareness of internal and external circumstances.

Embracing Risk Visionary leaders exhibit their willingness to take risks. They understand that to achieve success and reach new heights, one must be willing to step out of their comfort zone and try something new. Risk-taking behavior for visionary leaders can manifest in a variety of ways. For example, they may take calculated risks to capitalize on opportunities leading to more significant rewards. They may also be willing to try innovative solutions or methods that no one else has tried before, as this kind of experimentation has the potential for breakthroughs.

These risk-takers often go against popular opinion or convention to pursue their ideas and dreams. Visionary leaders recognize that sometimes taking the path less traveled is necessary, and they have the courage and conviction to act ‌even when faced with criticism or doubt from others.

Visionary leaders understand that failure is an essential part of the learning process. They don't allow fear of failure or uncertainty to deter them from trying something new - instead, they embrace it as a source of knowledge and growth. They learn from each situation and use it as a stepping stone toward future success.

The Benefits of Risk Taking risks as a leader is an essential part of developing into a successful visionary leader. To be deemed successful, one must think ahead and anticipate the possible consequences of taking certain risks. For example, if you risk investing in emerging technology that could become popular, you would gain from being ahead of the curve and having the opportunity to capitalize on its success before anyone else.

Learning to identify potential opportunities for growth and success requires understanding risk-taking principles. This involves learning how to manage and minimize risks when necessary. Knowing when it is wise to take a risk and when it is better not to can be critical for staying competitive in the marketplace. Taking unnecessary risks can lead to severe setbacks or failures, so it's essential to understand what could go wrong with any decision before making it.

Leaders who can identify potential risks and opportunities, while still willing to take necessary ones, will come out ahead in the long run. Effective risk management helps leaders make informed decisions that optimize their time and resources and identify opportunities with high potential returns versus those with low potential returns. This allows them to focus on more productive endeavors than simply following trends or relying on guesswork alone.

While some may naturally thrive on taking significant risks without considering the consequences, this is rarely effective in the long term. Leaders must always use their knowledge of risk-taking principles and their understanding of their current situation to make informed decisions that will benefit them both now and in the future. By learning how to manage and assess potential risks associated with any decision, leaders can help ensure that they stay competitively viable while being able to capitalize on potential opportunities quickly before anyone else has the chance to!

How To Take Risks To start taking risks and reap the rewards, one must first understand how to identify potential opportunities for growth and success while managing and minimizing risk when necessary. With this understanding of both sides of risk-taking, leaders can make informed decisions that will allow them to seize opportunities while mitigating competitive threats. Calculate Risk When embracing risk as a leader, the most important thing is to be mindful and ensure that any risks taken are calculated. This means not taking unnecessary risks where the potential upside does not outweigh the downside. To take responsible risks as a leader, taking an inventory of yourself and your organization is crucial. Identify strengths, weaknesses, opportunities, and threats to determine which risks are worth considering and which to avoid. What are the potential rewards and risks associated with this decision? - What is the most likely outcome of taking this risk?

• Are there any alternative options that might be less risky?

• How can we protect ourselves against potential losses if things don't go as planned?

• Is my organization prepared to handle a negative outcome from taking this risk?

• How do I measure the success or failure of this risk taken?

Decision-Making Process Including Risk Next, become aware of your decision-making process and how risk factors into it. Figure out what type of knowledge or information you need to make informed decisions about when it is appropriate to take certain risks. Consider investing in data analysis tools or hiring experts who can help you make better-informed decisions regarding risk-taking. Additionally, adopt a learning culture by encouraging others to share their successes and failures when discussing potential opportunities or threats. - How can we analyze data to make a more informed decision regarding risk?

• What tools can help us assess the potential risks of specific actions?

• Are there any experts we could consult better to understand the implications of our decisions on risk?

• What have been other successful and unsuccessful experiences regarding managing risk in similar cases?

• How can we create an environment encourages open communication among stakeholders to make more informed decisions?

Assessing Risk Success and Failure In addition to understanding when it is wise to take certain risks, leaders should also create processes for assessing each risk's potential success and failure before committing any resources to pursue them. Prioritize thoroughly evaluating new ideas rather than blindly investing resources into unproven concepts that could potentially fail with disastrous results if you do not take proper measures beforehand. - What are the potential issues that could arise from this risk?

• What resources will be needed to make sure this risk is successful?

• How likely is it that this risk will generate a positive return on our investment?

• Do we have enough resources and personnel to successfully execute the plan for taking on this risk?

• What are some alternative strategies or solutions if things don't go as planned?

Have Contingency Plans Leaders should also ensure they have contingency plans for different scenarios resulting from taking on a given risk. This will help reduce uncertainty while allowing them to pursue more daring endeavors without fear of total failure if something inevitably goes wrong during implementation. - What are the possible risks associated with this decision?

• How can we mitigate each of these risks?

• What impact will the execution of the mitigation plan have?

• Are there any potential long-term consequences of taking this risk?

• Have all stakeholders been consulted about the potential impacts of taking this risk and the mitigation plans?

• Who would manage and mitigate adverse effects if something went wrong?

Avoid Analysis Paralysis Ultimately, visionary leaders take risks and are comfortable with some uncertainty. They take on calculated risks based on thorough research and analysis. Still, they don't let their team fall into "analysis paralysis," where they never actually act on anything due to fear of failure. As a leader, it is crucial to make timely decisions that will accelerate progress for the organization.

• How can leaders ensure their decision-making process leads to action instead of stagnation?

• What is knowable, and what is unknown about this risk?

• Are we prepared for unexpected outcomes of taking on this risk?

• Are there any external factors that may affect our decision to take this risk?

• How can this decision provide a lasting benefit to our organization, customers, and team members?

Example of a Visionary Leader One example of a visionary leader who took outsized risks is Elon Musk, the founder and CEO of SpaceX and Tesla Motors. Musk has disrupted the aerospace and automotive industries with his bold strategies for ushering in a new era of innovation.

In 2002, Musk founded SpaceX intending to reduce space transportation costs to enable the colonization of Mars. No other private company had ever succeeded in reaching orbit, making this an incredibly risky endeavor. Despite this, he invested $100 million of his own money into the venture and tirelessly worked to develop reliable, reusable rocket technology that could revolutionize space exploration. After several failed attempts to reach orbit, SpaceX eventually succeeded in 2008 when its Falcon 1 rocket became the first privately funded liquid-fueled vehicle to do so.

Since then, SpaceX has achieved multiple firsts. These include sending cargo vehicles to resupply the International Space Station (ISS). They have also launched the world's most powerful operational rocket (Falcon Heavy). Additionally, SpaceX became the first commercial entity to fly astronauts to the ISS with its Crew Dragon spacecraft. Finally, they produced highly reusable technology, such as its Starship vehicle, which could send people to Mars in the coming years.

Through his achievements at SpaceX, Elon Musk stands out as a visionary leader through taking outsized risks that have pushed humanity forward.

Conclusion Today's ambitious leaders face a challenge - take innovation risk despite uncertainty and doubt, or play it safe? It may seem like uncharted terrain at times, but taking risks has the potential for game-changing success. However, navigating risks requires careful planning to ensure informed decisions. It's vital to assess a situation by looking at the entire picture and considering all factors, from financial costs to potential outcomes.

A successful risk-taker must be willing to take calculated risks, challenge assumptions, and understand that failure is part of any innovation journey. Ultimately, taking innovation risks can lead to rewards far more incredible than playing it safe.

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Breaking down barriers to innovation is vital for fostering creativity and advancing progress. Innovative thinking is needed to develop new ideas, products, and services that can help improve our world. As such, it is essential to understand why breaking down barriers to innovation is important and how to do so.

What is a Barrier To Innovation? A barrier is anything that stands in the way of achieving an innovative goal or idea. These barriers can come in many forms, such as physical objects, regulations, policies, cultural norms, lack of resources, and even beliefs.

Some barriers are real, some are perceptions, and some are self-imposed. Understanding the difference between a real barrier and a perceived one is essential, as this will help us determine how best to tackle it.

How To Overcome Barriers To Innovation? Breaking down innovation barriers is crucial in fostering creativity and progress. By recognizing the different types of barriers and developing strategies for overcoming them, organizations can create an environment where innovative thinking is encouraged and celebrated. Ultimately, breaking down these barriers will open up opportunities for growth and success.

Types of Barriers Breaking down barriers to innovate is essential for turning creative ideas into reality. Physical objects, regulations, and policies are the most common barriers hindering the process.

For example, a lack of resources or equipment could limit production capabilities, thus making it difficult to bring an innovative product or service to the market.

Similarly, specific regulations and policies may restrict certain areas of innovation due to safety concerns or industry standards.

Cultural norms and beliefs can also be significant barriers to innovation. Some cultures may resist change more than others, indicating that they may perceive revolutionary ideas as too risky or inappropriate in those contexts. Furthermore, beliefs such as fear of failure can lead people away from taking risks and trying out new concepts.

The lack of time and motivation can also be a considerable barrier to innovating. Ideas often require extensive research and development before they come to fruition, which can take days or even months, depending on complexity. Ideas may languish without the necessary motivation for this process instead of being taken further.

Finally, financial constraints often stand in the way of executing innovative ideas. Developing complex products requires significant capital investments that entrepreneurs may not access without external partners or funding sources like investors or grants. This means that even if an individual has an innovative idea, they may not have the means to implement it without additional help.

Many barriers can negatively impact innovation efforts if not appropriately addressed. Finding ways around these issues is crucial for turning creative ideas into tangible results - whether products or services - so individuals and businesses must try to break down those barriers when possible to foster progress and advancement within their respective fields.

Overcoming Barriers to Innovate To overcome barriers, you must first identify them and develop strategies for removing them. This can involve developing processes or tools that make it easier to work around obstacles, creating an environment where creative solutions are embraced, and investing in resources that can help reduce the time spent tackling these issues.

Let's examine the barriers grouped into real, perceived, or self-imposed.

Real Barriers To Innovation Real barriers to innovation are those that exist in the physical world. These can include a lack of resources or equipment, regulations and policies that restrict certain areas of innovation due to safety concerns or industry standards, and financial constraints.

For example, a lack of resources or equipment could limit production capabilities, thus making it difficult to bring an innovative product or service to the market. Similarly, specific regulations and policies may restrict certain areas of innovation due to safety concerns or industry standards.

Across the world, cultures differ - with that difference comes a range of attitudes to change. Some may embrace it wholeheartedly, while others prefer slower transitions to preserve existing practices. So when revolutionary ideas come into play, these societies face a vital dilemma: take risks or stay safe? We should all be aware of it, as one size rarely fits all! Furthermore, financial constraints can often stand in the way of executing innovative ideas.

One of the best ways to overcome real barriers to innovation is through process improvement. This can involve implementing new technologies or procedures that streamline operations and creating systems that make it easier for teams to work around obstacles. For example, automation and robotics can replace manual labor, reducing the time needed to complete tasks. Investing in resources and technologies can also give teams the tools required for their innovative endeavors.

Companies commonly use a stage-gate funding model to address financial constraints, where they fund ideas at each stage of development. It can help ensure that the organization uses resources only when it has a high degree of certainty that the idea or product will be successful.

Perceived Barriers to Innovation Perceptions-based barriers refer to how people view a situation which can influence how they tackle it. These most commonly come from long-held beliefs, assumptions, and norms. For example, many people think that innovation is only for technology-based companies when it's essential for any business looking to stay competitive and grow its customer base.

Another common barrier is leaders acting as innovation antibodies. People in an organization must be open-minded about the potential of a new idea or concept; if everyone has a set way of looking at something, there may be little room for creative thinking.

To overcome perceived barriers to innovation, one must challenge the traditional ways of doing things. This means questioning the status quo and challenging long-held "rules" or assumptions. Allowing the team to go outside the box and consider alternative solutions is an excellent way to open up creative thinking. An organization can foster an innovative mindset by creating an environment where failure is not seen as a negative but as an opportunity to learn and improve.

Self-imposed Barriers to Innovation Finally, self-imposed barriers are those explicitly related to individual attitudes toward innovating. Their apprehension may hinder people unwilling to take risks when trying new creative solutions. Some individuals may suffer from imposter syndrome, where they believe they are not qualified enough for the task at hand, which can prevent them from taking action even if they have an idea worth pursuing. Understanding one's mental roadblocks are crucial to breaking through these self-imposed barriers so that truly innovative solution can be found and developed with success.

Beliefs such as fear of failure can lead people away from taking risks and trying out new concepts. Individuals may not continue working on their idea if they lack incentives or motivation, which can ultimately hinder progress despite the shortage of time. To break down these barriers effectively, individuals must address these psychological factors.

To overcome perceived barriers to innovation, people must tackle their fear of failure and find the motivation to keep working on their ideas. Organizations can support their employees by providing resources and guidance to ensure each idea is given a fair chance to succeed. However, some of this responsibility also lies on the individual. Additionally, providing incentives such as rewards or recognition can help motivate individuals and create a culture of innovation within the organization. This will make it easier for people to take risks and give them reasons to keep pushing through failure and experimentation until they achieve success.

Conclusion In conclusion, barriers to innovation can prevent individuals and organizations from reaching their potential. It is essential to acknowledge the existence of these barriers and create strategies to overcome them.

Breaking down barriers to innovation can lead to significant potential benefits. Firstly, if a business can innovate effectively, it can set itself apart from the competition, build its brand and create a solid customer base. This could lead to increased revenue, market share, and overall success of the organization. In addition, innovation can lead to new products and services that benefit society.

Lastly, fostering an innovative culture within organizations can help create a more positive work environment for employees, allowing them to feel empowered and valued. Ultimately, breaking down barriers to innovation is essential to business success and social progress.

Identifying where the barriers lie and finding effective strategies to break them down is vital to unlocking a world of potential.

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Creativity is a powerful tool, and many underestimate our creative potential.

Creative potential is your ability to generate new ideas and connect seemingly unrelated concepts to create something unique or solve problems innovatively. It goes beyond simply having an open mind; it is about actively forming connections that lead to discoveries, inventions, and insights.

Many people are unaware of their creative potential and overlook its importance when attempting to reach their personal and professional goals. Tapping into your full creative power requires more than just a few random ideas - you must learn how to channel your inner creativity into meaningful projects.

By learning to recognize existing patterns in your environment, develop creative strategies for problem-solving, and think outside the box, you can unlock your creative potential and achieve tremendous success in all areas of life.

What is Creative Thinking? As we just discussed, creative potential generates new ideas and connects seemingly unrelated concepts. Creative thinking is the process of using this potential to gain insight into how we can solve problems in innovative ways.

Several elements comprise the fundamentals of creative thinking – divergent thinking, convergent thinking, synthesis, and analysis.

Divergent thinking is separating complex problems into smaller pieces and producing multiple solutions. Convergent thinking is the opposite – collecting information from various sources, analyzing them, and combining them to form one solution. Synthesis requires creative thinkers to combine different elements in an organized manner to create something new. Analysis requires creative thinkers to evaluate ideas objectively by considering their strengths and weaknesses so that only the best solution is implemented.

Overall, it takes practice and experimentation for someone to develop successful creative skills - creativity isn't just about having an out-of-the-box idea. Learning to think creatively can help individuals create new solutions for everyday challenges or seek previously uncharted opportunities for growth and development. It provides a framework for approaching complex tasks in novel ways using logic combined with imagination and curiosity to gain unexpected insights through seemingly simple problems.

Example of Unlocking Creative Potential One example of creatives leveraging their creative potential for unexpected success is the story of Shonda Rhimes, the creator and showrunner of popular television series such as Grey's Anatomy and Scandal. Rhimes has achieved unprecedented success in the entertainment industry by consistently pushing boundaries and taking risks with her writing. She has been recognized for her innovative approach to storytelling, using complex plot lines and dynamic characters that draw viewers in like never before.

Rhimes was born in Chicago, Illinois, where she began writing stories at a young age. She eventually went on to study screenwriting at Dartmouth College, but after graduation, she found it difficult to find work in Hollywood, but she kept at it.

In 2005, Rhimes' hard work paid off when ABC greenlit her first show—Grey's Anatomy—which became an instant hit. The show blended medical drama with romance and created a loyal fan base that continues today - it has become one of the longest-running medical dramas in history. From there, Rhimes created other hugely successful shows, including Private Practice and Scandal, which earned critical acclaim for their unique storylines.

Rhimes credits much of her success to tapping into her creative potential by staying true to herself as a writer - something that pushed the boundaries of what was considered acceptable television content at the time - while also remaining open-minded enough to take risks with story ideas and character arcs. Her creative vision has earned her numerous awards throughout the years - proving that through creativity, anything is possible!

Explore Your Creative Potential Exploring potential requires exercising your creativity by brainstorming, visualizing ideas, and experimenting with different approaches. It also involves challenging yourself to think critically and question fundamental assumptions. Additionally, it helps to take breaks from the task at hand to allow your mind to wander freely so that new connections can be made between seemingly unrelated topics or problems. Finally, it is essential to document any insights you have while working on creative tasks; this will help you track progress over time and provide valuable reference points for what inspires your creative spark.

One exercise you can add to your daily routine that will exercise your creative muscle is to set aside time in your day for free writing, where you let your thoughts flow without worrying about structure or grammar. This free writing allows you to explore your subconscious, see what ideas flow, and develop new solutions to problems.

You can also try taking a break from your routine and trying something new, like writing, cooking, or painting. This helps foster creativity by having you explore different mediums to express yourself.

Spending time away from the monotony of everyday life gives you room for creative thought and exploration. Finally, take time each day to reflect on what inspires you and log these thoughts.

Build Your Support Network Building a supportive network can be a critical factor in the success of unlocking your creative potential. The support of others who share your vision and enthusiasm can help provide you with additional resources and motivation. Here are some tips that may help you build such a network:

1. Start local: Look to your immediate circle of family, friends, co-workers, or members of your local community who may have similar interests or values to yours. You can also reach out to professionals or organizations related to the topic of your project — they may offer valuable advice and referrals or open up opportunities for collaboration.

2. Network online: Social media platforms like Twitter, Facebook, LinkedIn, and Instagram are great places to find people with similar interests. It's also important to join relevant discussion forums, industry websites, blogs, and other digital resources related to whatever you're working on so you can stay informed about developments in the field and get feedback from others familiar with the subject matter.

3. Participate in events: Trade shows, conferences, networking events, and seminars are excellent ways to meet potential connections—not just from within your profession, but from outside it too! Attending these events can allow you to connect with professionals in person and through follow-up conversations afterward.

By creating an extensive network within which you can exchange ideas freely, brainstorm collectively, and gain new perspectives on issues that arise during any project development process—you will formulate strategies far more effectively than if working alone—ultimately leading to better outcomes for all involved!

Discovering Areas for Creative Potential To discover areas for growth and development in creativity, it is essential to recognize the need for personal assessment. Self-reflection can be a powerful tool in uncovering areas of strength and weakness that can help improve your creative potential.

Look at your mindset when approaching a creative challenge or task. Ask yourself questions such as:

· Am I embracing the opportunity to explore new ways of problem-solving?

· Am I open to making mistakes and learning from them?

· Do I find motivation from challenging myself to think differently?

This self-evaluation will help identify limitations or blind spots that may be holding you back from reaching your full creative potential.

Seek feedback from people around you who may have insight into your strengths and weaknesses regarding creativity. This could include mentors, peers, acquaintances, family members, etc., who know what kind of work you do and understand the creative challenges you regularly face. Their perspective on how well you manage these tasks and approach different projects can provide valuable input into areas where you could improve further.

Online resources are available that offer tips on how to leverage your creative potential. These can range from books about creativity techniques, podcasts about design thinking strategies, articles about innovation best practices, and specific tools like mind-mapping software used for visualizing ideas — all of which can help spur new approaches towards tackling problems more innovatively.

Staying abreast of new developments in your field or industry is also essential if you want to stay ahead of the curve when it comes to being creative and finding solutions no one has thought up before. Whether it's reading up on current trends or attending industry events like exhibitions and talks, knowing what's happening will allow you to spot opportunities or inspire fresh insights that help propel your work forward.

Project Diversity Increases Creative Potential One of the best ways to increase creative potential is to work on diverse projects. Working on different projects can open up new opportunities and provide fresh ideas and inspiration. Here are some tips that can help enhance creativity when tackling various tasks:

Experiment with unfamiliar methods and techniques. Trying something new or outside what's already comfortable can lead to innovative solutions and unexpected results. This could involve experimenting with different software and tools and exploring various creative disciplines such as photography, video editing, animation, etc., if they're outside your usual expertise.

Set challenging goals for yourself to stay motivated when facing complex problems. A clear plan can motivate you to push through roadblocks and strengthen problem-solving skills.

Collaborate with other creatives for feedback and advice. By discussing ideas with colleagues or mentors who are experienced in similar fields or have tackled similar challenges, you'll gain insight into how they solved their problems and benefit from their advice on how you could tackle yours.

Look for sources of inspiration through books, movies, music, art exhibitions, or even conversations with friends—all these activities can lead to new possibilities that have not been considered before. Reading industry news will inform you of the latest trends and ensure you don't fall behind while looking for creative solutions to your problems.

Take on complex projects requiring you to step out of your comfort zone and think beyond what's expected. Doing this regularly over time will build muscle memory (intuition), enabling more efficient problem-solving in the future when faced with challenging tasks.

Conclusion One last piece of advice I would give is … practice!

Like any other skill, unlocking your creative potential requires consistent effort and practice to achieve sustained improvement. It is important to remember that creativity involves more than just generating new ideas—it also includes taking an idea from concept to reality by organizing tasks, setting goals, and adapting quickly as needed when dealing with unexpected obstacles along the way.

An idea without execution is a hobby. And innovators are not in the hobby business.

With dedication and focus, anyone can unleash their creative potential. By following these tips consistently over time, you will see an improvement in your level of creativity!

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Mindful innovation is a way to approach problem-solving from a different perspective. Instead of just looking for quick ideas or relying on existing approaches, mindful innovation calls us to slow down and take the time to deeply understand the problem before attempting to solve it. It also encourages us to be open-minded and seek new perspectives and insights while considering our ideas' impact.

Mindful innovation is a powerful tool for creating positive change in the world.

Benefits of Mindful Innovation We can create more sustainable and successful solutions by taking a mindful approach to innovation. We can consider the effects our solutions will have on society in the long term and come up with creative ways to address these issues. Additionally, this type of innovation allows us to work collaboratively and draw on the combined expertise of multiple disciplines. Finally, mindful innovation encourages us to develop a deeper understanding of ourselves and our motivations, which can be invaluable to innovating.

What is Mindfulness? Mindfulness is being present with an open, accepting attitude and without judgment. It involves being aware of one's thoughts and feelings from a place of non-judgmental observation. Mindful awareness allows us to be more conscious of our internal experience and external environment. Through mindful awareness, we can observe our thought processes and be attentive to the emotions that arise, allowing us to respond more mindfully to our challenges.

Mindfulness helps us become attuned to how we feel in the present moment and how our current thoughts may influence those feelings. Focusing on the present moment instead of worrying about the past or future can cultivate an inner sense of peace and contentment. Mindful living encourages us to take a step back from stressful situations to observe them objectively rather than getting caught up in them emotionally or cognitively. This gives us space to make choices that come from clarity rather than fear or anger.

Mindfulness doesn't just help slow down racing thoughts; it also helps strengthen attention span by re-training your brain's focus abilities over time through regular practice, which has been found helpful for combating stress, anxiety, and depression. Additionally, mindfulness practice has been linked to improved immune system functioning and physical health, such as lower blood pressure and better sleep quality.

Regular practice cultivates mindfulness, a powerful tool for improving mental and emotional well-being. By being mindful of our thoughts and feelings in the present moment, we can become more aware of how our thoughts and actions affect our well-being and make decisions that come from a place of clarity and compassion.

How Does Mindfulness Relate to Innovation? Mindfulness and innovation are closely related concepts. Mindfulness encourages us to be present at the moment and open to new perspectives, which makes it a valuable tool for innovators who need to look at problems from different angles and come up with creative solutions. Mindful innovation also allows us to take the time to understand a problem before attempting to solve it, which can help us create more sustainable and successful solutions.

Mindfulness encourages us to observe our thoughts and feelings rather than get caught up in them. This helps us think objectively about a problem instead of being influenced by our emotions or biases. We can develop more creative solutions by taking a step back from the situation and slowing down.

Mindfulness also allows us to focus on the present moment and not be overwhelmed by the future or bogged down in the past. This helps us remain focused on our current tasks, allowing us to brainstorm more effectively and work more efficiently. Additionally, mindful innovation encourages us to consider the effects our solutions will have on society in the long term, giving us greater insight into potential consequences that may arise from our decisions.

Benefits of Mindful Innovation Mindful innovation can bring a variety of benefits to the table.

Enhancing Creativity & Problem-Solving Abilities: Mindful innovation sharpens the ability to think outside the box, enabling a more creative and innovative approach to problem-solving. This can lead to solutions that are both effective and efficient.

Improving Decision-Making: Mindful innovation encourages an individual or team to slow down and evaluate all possible options before making any decisions. This decision-making method equips individuals to make sound decisions that result in successful outcomes.

Enhancing Self-Awareness & Focus: Mindful innovation encourages individuals and teams to be more aware of their thoughts, feelings, and behaviors to understand better how they interact with their creativity. This helps them stay focused on their tasks while also allowing them to avoid distractions.

Reducing Stress & Anxiety: Mindful innovation has been proven to reduce stress and anxiety. By taking a mindful approach, individuals can learn to manage their emotions more effectively, leading to greater mental clarity and creative productivity.

Increasing Openness & Acceptance: Mindful innovation encourages an open and accepting attitude toward new ideas or practices. This enables individuals to be more willing to accept change, which can often lead to faster results in the workplace.

Amplifying Leadership Skills & Responsibility: Mindful innovation also enhances leadership skills and responsibility. By taking a mindful approach, leaders can better understand their team's dynamics and provide direction that is best suited to achieve success.

Mindful Innovation and Society Mindful innovation has numerous benefits when it comes to addressing both positive and negative innovation impacts on society. Not only does it help maximize success through creative thinking and exploration, and it also helps minimize risks associated with implementing innovative solutions by being aware of potential pitfalls beforehand and taking steps accordingly. Thus by embracing its power of creativity and exploration, teams can be sure they're doing everything they can not only achieve their goals but also create positive change within society at large.

Mindful innovation encourages organizations to think beyond themselves; instead of simply focusing on short-term profits, companies should also consider how their products and services can improve people's lives and have a positive effect on society in the long run.

This helps create a more socially responsible approach to decision-making and innovation, ensuring that any changes are beneficial for the organization and the wider society.

Mindful innovation emphasizes values-based thinking within teams, ensuring that innovative concepts or solutions align with the company's core values and beliefs. This ensures creativity and integrity when it comes to making the idea real.

When an organization fully embraces mindful innovation, it bridges the gap between technological advancement and humanitarian needs by encouraging organizations to take a more holistic view of innovation which takes into account all stakeholders involved – including consumers, employees, partners, and investors – rather than simply focusing solely on profits or market share. By doing so, companies can ensure they are introducing solutions that will benefit the organization and society.

As such, organizations should embrace their power of creativity and integration to ensure they are developing solutions that can benefit everyone involved. Mindful innovation is the key to a brighter future for all.

Practicing Mindful Innovation Practicing mindful innovation is essential for today's rapidly changing business environment.

Cultivating A Growth Mindset: The first step in practicing mindful innovation is cultivating a growth mindset. This involves the willingness and ability to adapt and accept new ideas, perspectives, and methods. It also consists of openness to explore solutions that can lead to better outcomes.

Standing Out: Taking a mindful approach to problem-solving allows individuals and teams to stand out from the competition by presenting creative solutions that are both effective and efficient. By doing so, they can set themselves apart from their peers and demonstrate their leadership capabilities.

Encouraging Innovation & Creativity: Mindful innovation encourages taking the time for exploration and experimentation to foster creativity and generate innovative ideas. This can result in more successful strategies for success and help drive.

Regularly Reflecting And Adapting: Taking a mindful approach also involves regularly reflecting on past successes and failures to learn from them. This encourages individuals and teams to adapt their strategies for success as the environment changes to remain competitive.

Identifying Opportunities For Change: Finally, mindful innovation can also be used to identify opportunities for change. By taking a mindful approach, individuals and teams can gain insight into how the innovation environment is shifting and capitalize on any new trends or developments that may present themselves. This helps to ensure that strategies remain relevant and successful in the long term.

The Path to Mindful Innovation In mindful innovation, individuals tend to the garden of ideas like a gardener, with thoughtful planning and regular maintenance to keep it thriving. Similarly, mindful innovation requires individuals and teams to take a proactive approach to problem-solving and leadership by exploring solutions best suited to their specific circumstances. This allows them to stay ahead of the competition by presenting creative solutions that are both effective and efficient while also staying abreast of new trends or developments that may present themselves along the way.

In conclusion, mindful innovation is an invaluable tool that provides individuals with the tools necessary for maximizing success in today's fast-paced business environment. By embracing its power of creativity and exploration, teams can set themselves apart from their peers while also learning from successes and failures to stay competitive in the long run. Those who fully commit to mindful innovation and fill their path with opportunities will reap its many rewards come harvest time.

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In today’s world, innovation is a fundamental component of successful business strategies. It allows organizations to stay ahead of the competition, develop new products and services, and create value for customers. However, scaling up innovative ideas can be challenging because of the complexity of the process and its associated risks.

Taking an idea or concept and expanding upon it to make a greater impact requires focus and effective scaling strategies.

Why Is Scaling Important? In today's world, it is not enough to have a great idea or concept. To make it successful, organizations must scale their ideas as they enter the market. This could be — reaching a larger audience or market, increasing operational efficiency, generating more revenue, or enhancing customer experience.

Without scaling, the innovative idea will become a niche and lack the impact needed to be considered a success. This lack of scaling will open the door to your competition to step in with their idea and quickly dominate the market.

Common Barriers to Scaling Innovation One of the major barriers that can stop organizations from scaling up their innovations is a lack of resources. For instance, many companies may not have the capital to invest in new technologies or hire additional personnel for research and development.

Organizations may lack access to talent or have difficulty finding qualified workers with the skills necessary to implement innovative ideas.

Organizations may face structural issues that inhibit innovation, such as bureaucracy, rigid hierarchies, and bureaucratic decision-making processes. These organizational structures often impede creativity and responsiveness, making it difficult for companies to scale new products and services.

Many organizations are unable to respond rapidly enough to changing customer needs or industry trends, and it may leave them behind in terms of competitiveness.

Another barrier to scaling up innovations is cultural resistance. Organizations must create an environment where employees feel comfortable taking risks and innovating without fear of failure or repercussions. This includes fostering a culture of collaboration and transparency so that all stakeholders know the potential benefits and risks involved in scaling up an idea. Without this type of supportive atmosphere, innovative ideas will likely never be given the chance they deserve to reach their full potential.

Examples of Successful Scaling One example of an industry that has successfully scaled up its innovations is the technology sector. Companies such as Microsoft, Apple, and Google have created products and services that have revolutionized how people interact with technology. These companies are continuously pushing the boundaries of innovation and developing new products and services to stay ahead of the competition. Through their investments in research and development (R&D) they can develop products and services that meet customer needs faster than their rivals.

The entertainment industry is another example of a business sector that has embraced innovative strategies to remain competitive in today's market. Streaming services such as Netflix, Hulu, and Amazon Prime Video constantly innovate to provide customers with improved experiences and better value for money. These companies rely heavily on cutting-edge technologies, such as artificial intelligence (AI) and machine learning (ML), to strategically analyze customer data to create tailored content recommendations for each user.

In the automotive industry, manufacturers like Tesla are pioneering a new era of sustainable transportation by embracing innovative ideas for electric vehicles (EVs). Tesla has invested billions into R&D over the past decade to continuously improve its EVs’ performance, safety features, range capabilities, charging infrastructure, and overall driving experience. This company has also been very aggressive with its expansion plans around the world while introducing new features like Autopilot self-driving options into its cars.

Healthcare organizations like Epic Systems have invested significantly into scaling up their innovations to improve patient care outcomes while reducing costs. Epic Systems has developed advanced software solutions to streamline medical records management, track patient health status more accurately, enhance communication between clinicians and patients, automate administrative tasks related to healthcare organizations' operations, etc. All these technological advancements were made possible through Epic System’s large investments in R&D, which enabled them to make huge strides in improving patient care outcomes while keeping operating costs under control.

Strategies for Successful Scaling Organizations can use several strategies to scale up their innovative ideas successfully.

Developing partnerships with other companies is one such strategy that can help organizations grow and reach greater heights. By collaborating with other companies, organizations can leverage each other’s expertise and resources to develop creative solutions and bring them to market faster. For example, Apple partnered with IBM in 2014 to create enterprise mobility solutions, which allowed businesses to access corporate data on mobile devices securely. This partnership enabled both companies to benefit from each other’s strengths while ensuring the success of their joint projects.

Another strategy organizations can use when scaling up their innovative ideas is open innovation. Open innovation involves leveraging external sources of ideas, such as customers and research institutions, to innovate quickly and cost-effectively. Organizations that implement open innovation have increased chances of success because they can tap into a larger pool of creativity than if they had tried to innovate solely in-house.

Organizations can also use experimentation as part of their scaling strategy by testing novel concepts with prototypes or running pilot programs for new products or services. Experiments allow organizations to examine the viability of an idea before investing heavily in it, which might save them time and resources if the experiment reveals flaws in their approach.

Finally, organizations need to ensure that they have proper processes and systems in place when scaling up innovative ideas so that they don’t experience any hiccups along the way. This includes embedding strong project management practices across teams, setting clear expectations around timelines and deliverables, developing robust communication protocols between stakeholders within and outside the organization, etc. These processes will help organizations maintain control over projects while mitigating potential risks associated with scaling up innovations.

Using Emerging Technologies to Scale Innovation In recent years, emerging technologies, such as artificial intelligence (AI), have revolutionized how businesses operate and scale their innovations. AI-powered solutions can automate processes and tasks to increase efficiency and reduce costs. In addition, AI can also be used to generate insights from data that can inform decisions related to product development, marketing campaigns, customer service improvement, etc.

However, organizations must ensure that they have the right infrastructure before attempting to leverage these cutting-edge technologies so that they don’t experience any hiccups. This includes having a strong IT team to maintain and manage the systems, adequate data security measures, and robust processes for handling customer data that comply with relevant regulations.

By investing in the right infrastructure and using emerging technologies, organizations can gain a competitive edge when scaling up innovations. This will enable them to stay ahead of the competition while providing better products and services to their customers.

What Happens Once You Start Scaling? When scaling up innovations, organizations may face several challenges, especially introducing new and potentially disruptive technologies into their products and services.

A key challenge for organizations looking to scale up innovations is the lack of an established framework for developing, testing, and launching successful products. Without a well-defined process for innovation, there is a risk of wasting resources on initiatives that do not achieve desired outcomes or meet customer needs. Organizations must ensure they have the right processes to guide their decision-making and manage projects from conception to execution.

Organizations must also be prepared to manage customer expectations. As innovations are implemented, customers may expect features or functionality that could require substantial investments in time and money. In these cases, organizations must explain why certain decisions were made and what benefits customers can expect from the new product or service.

Moreover, organizations must be agile when responding to changing market demands or customer preferences. Customer needs are constantly changing because of factors such as lifestyle changes or economic conditions, so companies must continually adjust their offerings accordingly while maintaining high levels of quality control. Companies should also monitor reviews and feedback from customers as this can provide invaluable insights on how best to improve products or services over time.

Finally, organizations must develop strategies for ensuring long-term success when scaling up innovations. This includes creating robust systems for tracking progress and performance over time so that any issues can be identified early and addressed quickly before they become major problems. This investment in advanced analytics solutions can help generate actionable insights regarding user behavior patterns, which can inform marketing efforts and product development strategies.

Overall, scaling up innovations requires careful planning and implementation if it is going to succeed in today’s competitive environment.

Example of Successful Scale-Up: Amazon When reviewing successful scale-ups, one case that stands out is that of Amazon. Amazon began as an online bookstore in 1994 and has since grown to become one of the largest companies in the world, with a market capitalization of more than $1 trillion.

Amazon has been able to scale up its innovations through several strategies successfully. First, they have invested heavily in their IT infrastructure and data security measures to ensure that their systems are running smoothly and securely at all times. They also developed robust processes for managing customer data, including encryption algorithms and two-factor authentication, which help protect user privacy while ensuring compliance with relevant regulations.

Second, Amazon has been agile when responding to changing market demands or customer preferences. Through its advanced analytics solutions, the company can identify trends in customer behavior patterns, which can inform product development strategies and marketing efforts.

Third, Amazon has invested heavily in research and development (R&D) initiatives which have helped them stay ahead of the competition by creating innovative products such as Alexa or AWS. By staying ahead of technological advances, Amazon can maintain its competitive advantage while providing customers with cutting-edge products and services.

Finally, Amazon has used strategic acquisitions ("innovation by acquisition") to gain access to new markets or technologies, which have enabled them to expand their reach worldwide while still staying true to their core mission: “to be Earth’s most customer-centric company.” This includes the acquisition of Whole Foods Market chain stores throughout North America as well as investments in healthcare technology firms such as PillPack Pharmacy Services, which could help revolutionize the way medication is delivered and processed on a global scale.

Through these strategies and tactics, Amazon has been able to successfully scale up its innovations over time while staying ahead of the competition by leveraging new technologies such as AI or cloud computing services for maximum benefit. As a result, they have become one of the world’s leading e-commerce businesses.

Conclusion Innovation scaling is a complex and multifaceted process. It requires strategic planning, vision, and commitment from businesses to ensure success. Businesses need to assess the risks associated with scaling an innovation before taking any major steps. They must also consider their current business environment, resources, capabilities, and customer base to determine which strategies are best suited for achieving the desired results.

By understanding how various aspects of innovation scaling tie together, businesses can ensure that they are future-proofing themselves and setting themselves up for long-term success. Ultimately, if approached strategically, innovation scaling can help propel organizations forward while providing them with a competitive edge in their respective markets.

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Introduction to Intuitive Thinking Intuitive thinking sometimes referred to as 'thinking on autopilot,' is based on prior experience and mental shortcuts. It involves using heuristics and pattern recognition to make decisions quickly and efficiently. Intuitive thinking is essential because it allows us to make decisions without pausing for conscious analysis or deliberation. This helps us react swiftly when we don't have enough information or time – which is common in innovation.

One can argue that intuitive thinking is essential to everyday life. It allows us to save energy and make decisions more quickly than if we were attempting to analyze every single detail of a situation. It also allows us to see/intuit things that are not obvious such as solutions to problems others do not see.

Furthermore, intuition often helps us make better decisions than conscious thought processes alone. Studies show that we can trust our instincts in specific scenarios, such as predicting the outcome of sporting events or guessing the answer to a problem before checking the answer key.

Intuitive thinking has drawbacks, however, as it relies upon past experiences, which may not always lead us in the right direction. Personal biases and assumptions may influence and cloud our judgment. As such, we must take time out from relying on intuition periodically and instead use conscious thought processes more deliberately when making decisions.

Example of Intuitive Thinking An example of a person using intuitive thinking to innovate can be seen in the story of Henry Ford and his development of the Model T automobile. Ford had a vision of making an affordable car that could be used by families, and he knew that he needed an innovative solution.

He began experimenting with different designs and materials until he eventually settled on mass-producing vehicles. However, it was not just the technical specifications that made this decision successful; Ford also relied on his intuition to ensure that what he was trying to achieve would be successful. He believed that people were looking for something new, reliable, and affordable, and he took a chance to create his product line – one that would revolutionize transportation as we know it today.

Ford trusted his gut instinct and went against industrial trends at the time, believing in himself and his vision despite the risks involved. His intuition guided him toward making the right decisions, such as choosing assembly lines over hand-building cars or inventing new tools like wheel molds instead of relying solely on manual labor. Ultimately, these decisions ushered in a new era for car manufacturing – one where efficient production could result in cost savings for consumers without sacrificing quality or reliability.

By trusting his intuition, Henry Ford created an innovative solution to a problem that had existed for years: how to make transportation more accessible and affordable without compromising quality or reliability. It was only after years of trial-and-error experimentation coupled with intuitive thinking that Ford succeeded with his Model T automobile design – leading to one of the greatest inventions of all time.

History of Intuition Intuitive thinking has been a part of human decision-making for centuries. It is the ability to make decisions based on instinct, insight, or gut feeling rather than relying solely on conscious thought processes, facts, and figures. While intuitive thinking has long been viewed as an innate trait that some people possess while others do not, recent research suggests otherwise; anyone can cultivate intuition through practice and experience.

The concept of intuitive thinking dates back to ancient Greece when philosophers such as Plato argued that all knowledge was already present within the soul and could be accessed if one were willing to trust their instincts. This idea spread throughout Europe during the Renaissance and gained popularity among scientists who saw its potential applications in fields like medicine.

In more modern times, intuitive thinking has become increasingly accepted by academics and business leaders alike due to its efficiency in helping us make quick decisions without being overwhelmed by too much information or analysis paralysis. As a result, many organizations have begun utilizing data visualization tools that allow them to analyze large datasets better while allowing room for intuitive thought processes when necessary.

Our brain programming allows for rational thought and intuitive insight, essential in decision-making processes like identifying growth opportunities or creating something new from scratch. While rational thought enables us to analyze data objectively, intuitive thinking gives us access to subconscious information, which may provide more creative answers than traditional methods alone.

Ultimately, this shows that with proper training and practice, anyone can develop their own unique decision-making style, which includes both conscious analytical and intuitive thinking. Combining the two makes it possible to make better decisions more quickly and efficiently than ever before.

Types of Intuition Three primary types of intuition exist: cognitive, emotional, and spiritual.

Cognitive intuition is the ability to draw on experiences and use them to identify patterns or trends to make more informed decisions. It involves making connections between facts, experiences, and observations quickly and accurately without spending time analyzing the data in detail.

Emotional intuition involves interpreting people's feelings and intentions and responding accordingly. Instinct, gut feeling, or intuition about how someone might behave in a specific situation forms the basis of it.

By understanding the emotional state of our customers, partners, or stakeholders, we can come up with more meaningful and impactful ideas. This type of intuition also helps us understand what our competitors may be doing, allowing us to stay ahead of the game and create something unique.

Spiritual intuition taps into our inner wisdom, connecting with a higher power or source of knowledge. It is about trusting our instincts and being open to new possibilities and ideas, even if they may seem far-fetched or unlikely to succeed at first glance. By connecting with a greater power, we can look beyond what is known and explore uncharted areas of thought to create something truly innovative.

Developing Your Intuition Developing intuition is essential in improving decision-making, problem-solving, and overall well-being. We can take several steps to nurture our intuitive skills, such as calming the mind, focusing on one goal at a time, trusting our gut feeling, and seeking expert advice.

Calming the mind is critical to developing intuition. We must clear away distractions and noise to listen more closely to our inner voice. Meditation and mindfulness exercises are great ways of achieving this, as they help us become aware of our thoughts and feelings without judgment or attachment. Taking time each day for introspection will help us gain greater insight into ourselves and our environment.

Focusing on one goal at a time also helps in harnessing intuition. When faced with tough decisions or looming tasks, it helps to narrow down our options and prioritize what needs to be done first. Making lists or breaking down complex tasks into smaller achievable goals helps us keep track of progress and focus on the task at hand.

Trusting your gut instinct can also be beneficial when trying to make sense of information or finding creative solutions to problems quickly. Intuition typically works faster than conscious thought, so learning when and how to trust our gut feelings can help us make decisions more efficiently and accurately.

Seeking advice from experts is another excellent way of boosting our intuitive powers. When faced with complex problems that require specialized knowledge or experience, talking to someone who has been through similar situations can give us valuable guidance about what might work best for us in any given case. They may also be able to provide insight into how others have approached similar dilemmas in the past, which could provide valuable lessons for us going forward.

Developing intuition takes practice, but it can be conducive when making difficult decisions or solving complex problems quickly and accurately. Achieving a state of calmness, clarity, focus, and trust in oneself is vital to honing this skill set over time.

When Should You Follow Your Intuition? Using intuition to make decisions versus more structured approaches has benefits and drawbacks. Intuition can be used in decisions when the situation is complex, abstract, or uncertain, when the decision-maker needs a "sixth sense" to interpret specific cues, or when speed is of the essence. Intuitive decision-making allows us to draw on our experience and knowledge, subconsciously process data, and act quickly in response to changing conditions.

However, there are also situations where more structured approaches are more beneficial. If a decision involves complex information that needs to be understood in detail, a methodical approach will likely result in a better outcome than relying on intuition alone.

For example, if you need to choose between two investments with complicated financial models attached, it would be wiser to take your time and analyze the underlying data rather than rely on instinctive feelings about which option is best. Structured approaches are also helpful when dealing with highly predictable tasks such as budgeting or task management—following a set plan makes it easier to stay on track.

Although intuition can help us make snap decisions in difficult situations, it pays off to reflect before committing ourselves. It's important to remember that intuition is not infallible. Sometimes we lack enough information or experience with the problem at hand for our intuitions to be accurate.

Conclusion Intuition allows us to use our experience, knowledge, and gut feelings to make snap judgments in difficult situations. The more experiences you have, the better your intuition will likely be, and vice versa. It also helps to learn from those with more experience than yourself by either working with them or having them mentor you.

However, intuitive thinking should always be supplemented with an objective analysis of facts and evidence before deciding. A balance between these two styles allows us to maximize our chances of success by combining instinctive reactions with rational thought processes.

Ultimately, the key to successfully using intuitive thinking is to remain aware of our biases and limitations. By taking a mindful approach to decision-making – considering multiple perspectives, sources of feedback, and potential risks – we can ensure that our decisions are based on sound evidence rather than relying solely on our intuition. Doing so can help us avoid misguided decisions and maximize the potential for successful innovation.

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Tom D'Eri, Co-Founder and COO of Rising Tide Car Wash, joins us to discuss the gap neurodivergent individuals face while entering the workforce and how to bridge that gap by changing hiring methods and implementing strategic operations that are inclusive to those with different skill sets.

Prospective job seekers with autism face a massive disparity in the job market. Unemployment rates of this group of individuals are between 60-80 percent. Taking that percentage of people out of the workforce when only 16 percent of autistic people face a significant intellectual disability is holding many businesses back and harming the economy. Tom D'Eri started Rising Tide Car Wash to help his brother with autism find employment rather than be a statistic in a rigid workforce not designed for those facing mental disabilities.

So many neurodivergent individuals are capable and have much to offer employers. A change in how businesses look at people and how teams function must take place for the future of the workforce to become more inclusive, diverse, and ultimately successful.

Barriers One significant barrier neurodivergent people face is the traditional hiring process. Most businesses are not designed to accurately assess the capabilities of individuals with autism during the hiring process. They don't see past external dissimilarities and can often overlook great talent simply by not realizing that the thought process of a neurodivergent person, though different, is not a handicap but can be an asset to a business. Employers need to reassess their methods to support neurodiversity better. Ensuring these individuals have the tools to be successful in the workplace will further ensure the business's success.

Benefits of Creating a Diverse Team To better support a nontraditional workforce, Tom believes you do not have to do anything structurally different; you need to do things better. Better communication, clear feedback, and managers who care enough about your employees to make a safe and trusting environment will help a nontraditional workplace thrive. Tom mentions how people with autism are extreme users of organizational systems, which is extremely beneficial to a team because it creates better management skills and processes and provides more communication clarity.

Those who are neurodivergent think differently. People with different thinking styles can help drive a good innovation strategy by bringing a different perspective. Tom believes having diversity of thought on your team is one of the most impactful ways diversity can influence an organization. Not being afraid to try unconventional approaches to problem-solving will push teams in new directions and promote learning and innovation.

Tom's groundbreaking book, The Power of Potential, focuses on how the unemployment of neurodivergent people is an issue that can be solved. There is a need for talent, and there are people who supply that talent in the neurodivergent community. By expanding past traditional systems that aren't built for the neurodivergent community and creating more inclusive and innovative business operations, businesses can unlock vast untapped potential and benefit the lives of those involved.

About our Guest: Tom D'Eri Tom D'Eri is the Co-Founder and COO of Rising Tide Car Wash, an organization that employs over 90 individuals with autism in a successful car wash business. His entrepreneurial success has led him to be listed on Forbes's 30 under 30 list, and most recently, he has authored a book, The Power of Potential, on the benefits of a nontraditional workforce.

Check out Tom D'Eri's Linkedin here and learn more about him and his work on his website here. For further information on his book, click here.

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Jim Kalbach, Head of Customer Experience at Mural, joins us to discuss innovation efforts in the world of visual collaboration.

Remote work was at nearly one hundred percent during the pandemic, creating a need for effective digital whiteboards. Not only did people need a working space, but also a space for visual collaboration to take place. Since the pandemic, new modes outside of remote work have arisen, such as in-person, asynchronous, synchronous, and hybrid. The challenge has been finding a happy medium these different modes can meet in. Jim Kalbach believes shifting the focus from getting teams remote to ensuring teams can work fluidly throughout these different modes will ensure that teams can collaborate to come up with innovative ideas.

Experimentation and Understanding Having an experimental mindset is key while concepts are developing. It can be a challenge while experimenting with new techniques and tools, but a willingness to experiment and try different things, along with having patience when concepts don’t work out, is crucial in improving visual collaboration.

As modes for digital whiteboards change, Jim says the key to understanding the new way how things work is having the proper mindset. You have to come in with the mindset that things start and end digitally. Understanding a digitally defined workplace is important because even if you are in person, other parts of your team could be remote. Therefore, it is vital to understand the platforms other team members are using so that things run smoothly.

Intentional Collaboration Making team collaboration intentional is vital in ensuring your team is productive, creative, and innovative. Coming at situations with collaborative intelligence will ensure your teams have all they need to thrive. Having a methodology that your team follows, facilitating a culture of transparent communication, and understanding that there is room for learning will help teams effectively collaborate while using digital whiteboards.

About the Author: Jim Kalbach Jim Kalbach is the Chief Evangelist at Mural, a collaborative intelligence company that offers a shared workspace for training on the LUMA System, the practical way to collaborate that anyone can learn and apply. Jim is an expert in the areas of experience design, visual methods, strategy, and remote facilitation. He is a world-renowned speaker, and author of the following books: the JTBD Playbook, Mapping Experiences and Designing Web Navigation.

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There's no question that business model innovation is a hot topic in today's business world. After all, who wouldn't want to be the next Uber or Airbnb? But what does it take to create a new and successful business model?

It turns out that business model innovation is not just about having a great idea but about execution and timing. It's also about being willing to take risks and experiment. And, of course, it helps if you have a bit of luck.

So, what does it take to create a new and successful business model? Let's take a closer look.

What is a Business Model? First, let's define what we mean by a business model. A business model is a way a company creates value for itself and its customers. It includes the company's value proposition (the unique selling point that differentiates it from competitors), the channels through which it reaches customers, the relationships it builds with them, the revenue streams it generates, and the costs it incurs.

In other words, a business model is a company's framework to generate revenue and profits.

To be successful, a business model must be viable, scalable, and sustainable. A viable business model can generate enough revenue to cover its costs and make a profit. A scalable business model can grow to meet demand. And a sustainable business model can be sustained over the long term.

Why Do Business Models Need Innovation? There are several reasons businesses need to innovate their models.

First, the market is constantly changing, so companies must evolve.

Second, technology is constantly changing and evolving, which means that the way businesses operate also needs to change.

And third, customers are constantly changing and evolving, so companies need to find new and innovative ways to meet their needs.

One will become irrelevant if a company doesn't innovate its business model. Its products and services will no longer be in demand, and it can no longer generate profits. So, it's essential for businesses to continuously experiment with new models to stay ahead of the competition.

How to Innovate a Business Model So how can a company go about innovating its business model? There is no one-size-fits-all answer to this question, as every company and industry is different. However, there are some general steps that companies can take to get started:

1. Define your value proposition. What makes your company unique? What do you offer that nobody else does? Figure out your unique selling point and focus on developing products and services that capitalize on that advantage.

2. Identify your channels of distribution. How do you reach your customers? Are there any new or innovative ways you can reach them? Can you use digital channels to reach a wider audience?

3. Build relationships with customers. How can you create loyalty among your customers? Can you create a community around your product or service? Can you find ways to delight your customers?

4. Generate revenue streams. What are the different ways you can make money from your products or services? Can you find new ways to monetize them?

5. Cut costs. How can you reduce the costs of running your business? Can you find ways to automate or streamline processes? Can you outsource tasks or functions that are not core to your business?

How Do You Test The New Business Model? Once a company has developed a new business model, it's crucial to test it to see if it's viable, scalable, and sustainable. There are several ways to do this:

1. Pilot the new model in a small market. Testing a new business model in a small market can help you determine if it's viable and scalable. This will help you determine if the new business model is feasible and if it has the potential to be scaled up.

2. Experiment with different pricing models. One way to test a new business model is to experiment with different pricing models. This will help you determine which pricing structures generate the most revenue. You can also try different promotional strategies to determine the most effective ones. And you can experiment with different combinations of pricing and delivery methods (e.g., free shipping) to see which ones are most popular with customers.

3. Use beta testers. Beta testers can be invaluable resources in testing a new business model. They can provide feedback on how well the new model works and offer suggestions for improvement.

To find beta testers, you can put out a call for volunteers on social media or your company website. You can also reach out to customers who have previously expressed an interest in your product or service.

Make sure to ask beta testers to provide feedback on various aspects, such as the overall feasibility of the model, the customer experience, and the impact on revenue. And be prepared to make changes based on their feedback.

1. Get feedback from stakeholders. When testing a new business model, getting stakeholders' feedback is essential. This includes employees, outside partners, and other key stakeholders.

Employees can offer valuable insights into how well the new model works and how it can be improved. They may also suggest how the new model can be adapted to meet the company's needs better.

Outside partners can provide feedback on how the new model affects their business and whether they see the potential for collaboration. They may also have ideas for marketing the new product or service.

Other stakeholders may have insights into how well the new model works and what changes (if any) need to be made. Gathering feedback from all these stakeholders will help you ensure that the new business model is successful.

1. Monitor results closely. When testing a new business model, it's important to track key metrics, such as sales, profits, customer satisfaction, and engagement. This will help you determine if the new model is successful, needs to be adapted, or should be scrapped altogether.

Barriers to Innovating the Business Model When it comes to innovating a business model, organizations face several common barriers. These include:

1. Lack of resources. Developing a new business model can be costly and time-consuming, and companies may not have the financial, human, or technological resources to invest in creating a new model.

This can be a significant obstacle for companies that want to stay competitive and keep up with the latest trends in their industry. Without the necessary resources, it can be challenging to come up with a new business model that's viable and scalable.

1. Resistance to change. An organization's resistance to change can be a significant barrier to business model innovation. This is because the new model may be very different from the old one and may not fit with the company's existing structure or culture.

If there is resistance to change from within the company, it can lead to conflict and delays in implementing the new model. It can also hamper the company's ability to take full advantage of the new business model's potential.

Organizations must embrace change to innovate their business model successfully. This includes being open to new ideas and willing to make changes.

1. Fear of failure. Many companies are reluctant to experiment with new models because they fear failing. They see it as a risk and are unwilling to take that risk. This fear can keep companies from exploring new opportunities and reaching their full potential.

There are a few ways to overcome this fear.

First, companies must understand that failure is a natural part of innovation.

Second, they need to create a culture of experimentation where it's okay to fail.

And third, they need to have a clear plan for how they will learn from their failures.

1. Lack of creativity/innovation. Some companies may not have the creativity or innovation skills to develop a new business model. This can make it difficult for them to create innovative solutions that will help them stay competitive in today's market. Without creativity and innovation, companies may be limited in developing new and innovative ideas.

If a company lacks creativity and innovation, it may need to invest in training or hiring new employees who have these skills. It's also crucial for companies to create an environment that encourages creativity and innovation. This includes open communication, inspiring new ideas, and allowing employees to experiment. One option is to consider securing the services of anInnovation Agency that can bring innovation skills and expertise to your efforts.

1. Complexity/overwhelming choice. Complexity and overwhelming choice can be a barrier to innovating the business model because it can be difficult for companies to stand out from the competition. To successfully innovate their business model, companies need to create a unique offering that is different from what their competitors offer. However, with so many choices available to consumers, it can be difficult for companies to stand out and attract customers with their new business model.

Another challenge that companies face is that the market is constantly changing. What may be popular today may not be popular tomorrow. So, to keep up with the latest trends and stay competitive, companies must continually innovate their business model. This can be daunting, especially if the company lacks creativity or innovation skills.

Examples of Business Model Innovation There are a few ways to innovate your business model. You can either pivot your existing model or create a new model altogether. Pivoting your model means changing your current model to make it more effective. On the other hand, a new model is an entirely new way of doing business and may not have anything in common with your current model.

Several factors contribute to the success or failure of innovating your business model. Below are a few examples of successful and unsuccessful business model innovations.

Successful Business Model Innovation 1. Apple Apple is a prime example of a company that has successfully innovated its business model. They've been so successful that they've created an entire industry around themselves. One reason for their success is that they've always been willing to experiment and take risks. For example, when they first introduced the iPhone, many skeptics didn't think it would be successful. However, Apple overcame these challenges and became one of the world's most popular smartphones.

1. Amazon Another successful company that has innovated its business model is Amazon. They were one of the first companies to introduce online retailing and change how consumers buy products. They've also successfully diversified their business into other areas, such as cloud computing and streaming media. Amazon has stayed competitive by continually innovating its business model and exploring new opportunities.

2. Southwest Airlines Southwest Airlines is another company that has successfully innovated its business model. When they first started, they faced many challenges, such as high operating costs and competition from other airlines. However, they overcame these challenges by introducing low-cost fares and becoming the first "no-frills" airline. This allowed them to compete with the more prominent airlines and eventually became one of the largest airlines in the United States.

Unsuccessful Business Model Innovation 1. Blockbuster Blockbuster is a perfect example of a company that failed to innovate its business model when it needed to most. Many don't know that Blockbuster was one of the first video streaming services. It launched in January 2002, but with limited consumer broadband, the market for this business model innovation was way too small to be sustainable, and they gave up on the service soon after its launch. When Netflix introduced online streaming, Blockbuster didn't react quickly enough, given its earlier attempt, and ended up going out of business altogether.

1. BlackBerry Another company that failed to innovate its business model is BlackBerry. When they first introduced the BlackBerry smartphone, it was a revolutionary product that changed how people communicate. However, they failed to keep up with the competition and eventually lost market share to companies like Apple and Samsung. BlackBerry could not adjust its business model quickly enough to keep up with the changing market, so it went out of business.

2. Toys "R" Us Toys "R" Us is another example of a company that failed to innovate its business model. They were the go-to store for toys and children's products when they first started. However, they could not keep up with the times and eventually lost market share to online retailers like Amazon. Toys "R" Us could not adapt its business model to the changing market, resulting in bankruptcy.

Surviving and Thriving Business model innovation is a critical component of success for any organization. However, it's not always easy to achieve success. A company must be willing to experiment and take risks to succeed. They must also be able to adapt quickly to changing market conditions.

While most organizations think they have the innovation skills and resources in the heat of competitive battle, some organizations cannot maintain the pace of change required to survive and succeed. This is often because they lack the agility to pivot their business model in response to market changes quickly. As a result, these companies find themselves at a significant disadvantage and eventually go out of business.

To avoid this fate, companies must continually invest in innovation and ensure they have the necessary resources and capabilities to succeed. Companies can survive and thrive in today's competitive marketplace by constantly pushing themselves to be better.

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Sandra Howe, an award-winning technology expert, joins us to discuss the effectiveness of pairing good timing with collaboration.

The need for innovators willing to work with each other rather than against is progressing. Thanks to the swiftly changing technology market. The necessity for broadband internet is ever-increasing, especially in recent years, due to people’s increased need for it during and since the COVID-19 pandemic. Due to the elasticity of the industry, Sandra stresses the importance of having a hub of innovators to discuss key aspects of leadership, standards, and new technologies.

Experimentation and Adaptability The difference between a good idea and a great idea is rarely the idea but rather the timing. Companies often choose the wrong time to release new products or services. Poor timing can be detrimental to a good idea. Paired with having the right timing is engaging in effective collaboration. Having a good team or partnership to discuss and adequately vet an idea or product through trials and experimentation is vital. Using these trials to learn what adjustments need to be made or how consumers react is critical for success.

Sandy says that the best way to prepare for the unexpected is to perform trials, listen to consumers, and make the necessary adjustments based on the findings. Being persistent and taking the time to listen goes a long way.

Being able to adapt quickly is critical in the changing market. With the constantly changing market, it is incredibly challenging for companies to stay ahead of the curve. Sandra advises innovators to keep things simple, listen to consumers, and be willing to adjust to their demands.

About our Guest: Sandra Howe Sandra Howe currently serves as an Independent Director on the Minim board of directors, as well as the Chair of The WICT Network Global Board, the board of directors for NCTA – The Internet & Television Association, and the board of the Society of Cable Telecommunications Engineers (SCTE) Foundation as an advisor on the investment committee. Sandra is also a former Technetix EVP. Sandy graduated from Pennsylvania State University and has received numerous industry awards: Cable TV Pioneers, Multichannel News’ Wonder Woman, CableFAX’s Top Women in Technology, The WICT Network Carolinas Carol A. Hevey Leadership Award, and NAMIC Carolinas EPIC in Technology.

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Benchmarking is the comparing of your organization to others to measure your performance and possibly identify areas for improvement. It has been common practice since the early 1900s. Frederick Taylor, an American mechanical engineer, is credited with coining the term “benchmarking” in his book, The Principles of Scientific Management. Benchmarking enables continuous learning and improvement by identifying those that are having an impact and change and following them. These learnings and improvements can nurture the innovation success of your organization. Benchmarking helps you understand how you compare to others in your industry, making it easier to identify the best practices. For example, benchmarking enables you to identify the companies that use the best technology, the fastest production time, or the lowest costs. Whatever the measurement of success you define in your benchmarking activities, a benchmarking study can help an organization's managers make strategic decisions. It may also provide some insights into where to allocate your corporate resources. A common part of the data that gets collected in benchmarking is headcount. All kinds of weird metrics come out of this, such as dollars per revenue. While this is all good, there are also some challenges that we're going to discuss.

In general, benchmarking could prove useful in business units where benchmarking data reveals which competitors are performing better than others. However, before benchmarking, you must first conduct research to know who to benchmark against. You want to benchmark peers that are similar to you. You don't want something unrelated, such as comparing a software company to a steel manufacturer. You want something similar. Similar peers could be in the same industry, have similar sizes, or they could be selling and servicing in a consistent geographic area. It can be tempting to say we want to be more like Silicon Valley. If a restaurant in Milwaukee benchmarked itself against the leading companies in Silicon Valley such as Apple, Google, or HP, that comparison would be meaningless.

Benchmarking Failures Benchmarking has been around for quite some time, and it has some strong benefits, but there are bad that can come from benchmarking as well. The key here is that benchmarking can have negative consequences if done wrong. For example, if you benchmark against peers who are poorly chosen, it is not going to work. This can lead to bad decision-making and can destroy organizations. Therefore, it is important to handpick your benchmark peers to get accurate insights. For example, in the late 90s and early 2000s, MCI WorldCom, a major telecom company in the United States, was reporting results far better than any of its peers. AT&T and others attempted to benchmark themselves to find out how MCI could have a such standout performance. This resulted in the industry changing its strategies and its investment models to chase the MCI WorldCom results. While their competitors tried to play catch up, MCI WorldCom continued to report surprising results. That is until authorities revealed that MCI WorldCom was practicing fraudulent accounting practices. They overshowed the revenue streams, and they misallocated expenses to make their results look good.

People had made decisions based on a benchmark against somebody who looked like they were performing outstandingly. To compete with how MCI was performing, they changed how they operated. MCI WorldCom eventually went bankrupt, but AT&T survived unscathed. They had size, scale, and all the capabilities. However, others in the industry got trapped in the benchmark. They made bad decisions, just like a company that I was at called Teligent. I was one of the original five founders of Teligent, and we got wrapped up in it. We were a competitive local exchange carrier, or what was called a CLEC at the time. We looked at MCI’s results and wondered how they were able to deliver those kinds of results. We made decisions to try to drive a performance level the same as MCI WorldCom. Eventually, Teligent ended up in bankruptcy, but I was long gone at this point. Because Wall Street was pounding on every telecom company in the industry to reach those same-level results, fast-paced innovation was essential. People made bad decisions because of a bad benchmark, and that bad benchmark was a result of fraud.

The Benchmark Trap As a leader, whatever your role may be, odds are one of the big four consulting firms have either approached you, your CEO, or your board of directors to do an innovation benchmark on your organization. If not, count yourself lucky. If you have done an innovation benchmark, you know the nightmare this can cause for your organization. These engagements are all about comparing how an organization's innovations compare to each other’s innovation processes, approach, culture, etc. But why has this become such a hot consulting offer? Leaders in most organizations are feeling very uncertain about innovation. This may be due to their lack of ability to come up with new ideas, or because of their historical inability to implement new ideas successfully. An organization may be able to come up with an idea, but most organizations historically struggle with making those ideas real. How big of a problem is this and what are the consultants zeroing in on? There was a study by the Economist Intelligence Unit that found that only 38% of executives said their organization was, “very good at turning innovative ideas into commercial success”. When these kinds of studies come out, consultants are all over it. They quickly create a consulting service to ‘fix the problem’.

The problem is that only 38% of executives feel very good about their ability to turn innovative ideas into commercial success. When leaders benchmark their innovative approach to others, they're trying to benchmark themselves out of uncertainty and into comfort. They're uncertain because they aren't doing very well. They want to see how other people do it which causes them to try to copy the 38% to be successful. This is part of what I refer to as the benchmark trap. A single organization’s benchmarking engagement does not stand on its own because you don't benchmark against yourself. If you benchmark your organization's ability to turn out new ideas into commercial success, you are also benchmarking the quality of your peers who have been benchmarked before. You have to have somebody to benchmark against. This is the service that consultants sell. If you’re company A, and consultants have done a benchmark for Company B or Company C, they’ll do a comparison so you can determine how well you stack up. Leaders are looking for ways to stack themselves up, so they feel comfortable. However, when you benchmark yourself against competitors or industry best practices, the results will be that you become exactly like them in terms of innovation performance.

When you benchmark, you're either trying to compare yourself or you're adopting what is viewed as their best practice to you. This drives everybody in the industry to converge towards the mean in results. You're not going to be the leader. You're going to be me too. It's one of the things I always hated when I was in one of the big six consulting firms. I used to run the telecom consulting practice at Computer Sciences Corporation back in the early 90s. One of the things that we sold was benchmarking, but we also did process reengineering, consulting work, etc. We pushed on this concept of benchmarking, and I traveled all around the world and did these benchmarks. While you're selling it to the leaders, the leaders, therefore, get comfortable because they've got a document they can put in front of their board of directors, investors, or shareholders to show they’re just as good or better. As more and more companies within an industry or area focus on benchmarking and adopting best practices, everybody starts to look the same. If Company A has a best practice on innovation, and everybody copies that best practice, assuming that you can copy someone's best practice and be just as effective, you all start to look the same. I think best practices are the stupidest concept ever invented. Over my years of talking companies into doing best practices, I've seen the impact. It makes everybody average, and everybody looks the same. There is no ability to have to stand-up performance when you've adopted the same practices, approach, and strategies as everybody else. No matter how high or how low your original benchmark is, you may have been an absolute leader in sales or innovation if you hadn’t followed other’s benchmarks.

The Dangers of Comparison and Comfort Innovation in benchmarking can be a powerful tool. It can bring benefits when done correctly. But it can also lead companies astray if it's not handled correctly. Let’s discuss some of the consequences of innovation benchmarking. Firstly, leaders run unnecessary risks trying to replicate the benchmark results exactly. We find areas where somebody else is better than us which causes us to want to replicate and adapt it. Why is this a problem? Because benchmarking typically involves leaders looking for insights and inspiration from benchmarking peers. The benchmarking experience is often oversimplified down to exactly what people did, how they did it, when they did it, etc. If they don't, it's a black box. It's oversimplified, and it's not enough detail to where you can duplicate it. We tend to focus on why they did all these different things. Firstly, you don't have all the details, because there are things inherently behind the scenes, and secondly, you’re thinking it's a formula. As a result, this can lead companies to take unwarranted financial, strategic, or organizational risks. When you're trying to replicate the benchmark experience of a peer, that experience is often unique to the peer. There's a lot of history in an organization that is not captured in the benchmarking activity. Be careful when leaders run unnecessary risks trying to capture the magic formula of a benchmark.

The second consequence is that leaders may benchmark themselves out of uncertainty and into comfort without realizing it. When leaders take benchmarking too far, it leads to what I call the comfort trap. Leaders can miss new opportunities and threats that emerge in the market when they unknowingly benchmark themselves into comfort. While you are looking for insights from your peers, it's important to keep in mind that what works for them, may not work best for your organization. You may have a unique value proposition, a different competitive environment, different costs, or brand equity. Be careful you don’t cherry-pick those things that either make you look the same or slightly better, but no worse than your competitors.

The third consequence is that leaders benchmark their competitors rather than taking a fresh look at their innovation approach. This is probably the one that frustrates me the most. I get calls all the time from people who read my book or who have taken the innovation bootcamp, asking why it's not working for them. Be careful, take, what somebody else is doing in the innovation approach is not something you can replicate. They failed to take a fresh look at their innovation approach. They fall into the trap of comparing themselves to others who are not their innovation peers. You want to understand and find people who are innovating, that are similar to you, and not to duplicate or replicate, but adapt to what would work for your organization and your culture. If you're just looking to copy somebody else's innovation process, it will lead to bad decision-making that can destroy your organization. When you benchmark your competition, whether, from other industries, geographies, size, scale, etc., you automatically compare yourself to others who have been successful in completely different strategies for innovation success than yours. Attempting to imitate them will lead to failure.

Example: Picking the Wrong Peer Here’s a personal example to drive the message home. When I was CTO at HP, the CEO, Mark Hurd, had a quote that was ingrained in everything the executive team did. “If you stare at the numbers long enough, they will eventually confess”. Mark established a culture he referred to as “extreme benchmarking”. This required every leader at HP to know the key benchmark metrics for each competitor and to have a plan to meet or beat the competitor's benchmark results. There was a lot of pressure from the benchmark numbers being compared to your competitors. If your numbers were not better than theirs, then you weren't running your part of the business appropriately. You had to be prepared to answer a question from Mark, walking down the hall asking, “what were the last quarter's benchmark results for XYZ competitor? And how and what is our current?” It was insane. The result was more than a few poor business decisions on the part of HP.

One example that I was directly involved in was the cutting of HP’s investment in innovation and R&D, to match the spending of our Asia Pacific-based competitors. Now, to give you some context, HP was spending roughly 3% of product revenue in the PC group on R&D. This included both consumer and commercial business products. To compare, Apple was spending about 9% of product revenue in the R&D group. The peer that Mark was forcing us to compare against, in our Asia Pacific base competitors, was spending 0.8% of product revenue on R&D. There was constant pressure to cut resources or move things like engineering offshore to get the benchmark closer to our peer. And let me tell you, the pressure was intense. This is the perfect example of picking the wrong peer. In the case of all my conversations with Mark Hurd, it was all about this Asia Pacific competitor. I wanted three times the R&D budget so that I could compete with Apple. That was my logical argument. Mark wanted 3% of my revenue on R&D spent down to less than 1%. I pushed back hard on this approach. My one regret was not pushing back even harder or finding a way to convince Mark and others of the folly of this approach.

Now you would think with my role and personal passion for innovation, I would have been able to figure this out. Nope, I failed, and it is one of the few regrets from my time as CTO at HP. Now, whenever someone says the word benchmark, my antenna goes up. Whenever you are thinking about doing any kind of comparison, understand the context of the information. Ask yourself if that somebody or thing is a good comparison. I spent almost 10 years in one of the big six consulting houses convincing others to do benchmarks. I've been on the other side of the table, and I'll be the first to admit, that was bad advice. Given it was the most popular advice, it was the advice everybody was giving at the time. In reality, you cannot just duplicate what somebody else is doing. You have to deeply understand the context behind what you are attempting to benchmark against.

Conclusion The best way to avoid falling into the innovation benchmark trap is not to benchmark for benchmark’s sake. Instead of getting caught in this trap, learn from your peers. Don't assume that what worked for them will work for you. You need to have some discernment as to what would work and what to ignore. If you follow blindly, your organization will become average, or worse, will be destroyed. Instead, look at what your peers are doing and ask yourself two questions: “Why are they innovating that way?” and “what can we learn from that approach?”.

It is critical to get inside the mind of your innovation peer that you've identified and understand their thought process and discern what of their approach is worth you're experimenting with. Don't adopt at wholesale, find the elements that work and experiment with them. Otherwise, your organization may drive itself right off the innovation cliff.

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Innovation is often lauded as the key to success in business. After all, staying ahead of the competition is hard if you're not constantly coming up with new ideas and ways to improve your products or services. But is every idea you come up with a good thing? Is there such a thing as being too innovative?

To keep yourself honest, you may consider appointing a devil's advocate.

The Devil's Advocate is a popular movie from the 1990s that tells the story of a lawyer hired to argue against a candidate for a high-ranking position in the Vatican. The lawyer's job is to poke holes in the candidate's qualifications and to find any dirt that might disqualify him. While the movie is fictional, the idea of a Devil's Advocate is accurate, and it's something that companies sometimes use when considering new ideas. The aim is to have someone whose job is to argue against the proposed idea, to improve the idea by making sure that all potential problems with it are discussed and addressed.

Definition of a Devil's Advocate The term "Devil's Advocate" comes from the Catholic Church. In canonization, the process of declaring someone a saint, there is a Devil's Advocate (advocatus diaboli) whose job is to argue against the candidate's sainthood. If the Devil's Advocate can't find anything wrong with the candidate, they probably deserve sainthood.

Why Companies Use Devil's Advocates There are a few reasons companies might use Devil's Advocates.

First, it can help to prevent groupthink. When people work on a project together, they quickly get caught up in thinking that their idea is great and should be implemented immediately. Devil's Advocates can help to forestall this by giving other people a chance to voice their objections and to point out any potential problems with an idea.

Second, it can help to ensure that all the stakeholders are on board with a decision. When considering a new idea, it's essential to get input from all affected by it. The Devil's Advocate can help ensure everyone's concerns are considered before a decision is made.

Third, it can help to ensure that a decision is well-reasoned and thought out. When you're considering a new idea, it's easy to get caught up in the excitement of it and start thinking about all of the ways that it could be successful. But it's also important to consider all of the ways that it could fail. The Devil's Advocate can help to make sure that you're thinking about both the potential positives and negatives of a decision before you make it.

The Drawbacks There are a few potential drawbacks to using Devil's Advocates, as well.

First, it can lead to decision paralysis. If you're considering a new idea and you have someone whose job it is to shoot it down, it's easy to get caught up in all the potential problems and never actually decide to go forward or kill it.

Second, it can frustrate the people who are working on the project. If you're constantly being shot down by someone whose job it is to find fault with your ideas, it can start feeling like your work is never good enough.

Third, it can lead to a negative work environment. If people feel like they can't share their ideas without being shot down, they may stop sharing them altogether. This can lead to a work environment where people are afraid to take risks and where new ideas never get a chance to be heard.

Overall, there are both positive and negative aspects to using Devil's Advocates. It's important to weigh the pros and cons carefully before deciding whether to use them on a project.

How To Properly Use a Devil's Advocate If you decide to use a Devil's Advocate on a project, there are a few things that you should keep in mind.

First, it's important to make sure that everyone understands the role of the Devil's Advocate. The person identified as playing this role should not be trying to kill the idea outright; their goal should be to make sure that all the potential problems with it are considered.

Second, it's important to give the Devil's Advocate enough time to do their job. If you're considering a new idea, you shouldn't just shoot it down as soon as someone objects. Take the time to consider all the objections and to see if any valid points need to be addressed.

Third, it's important to make sure that the decision-makers are the ones who ultimately decide. The Devil's Advocate can provide valuable input, but they shouldn't be the ones making the final decision. That should be left to the people who are responsible for implementing the idea.

Devil's Advocate as A Passive Aggressive Response When someone starts a statement with "I'm just playing Devil's Advocate," it is usually a sign that they are about to say something which they know is going to be controversial. It's a way of trying to distance themselves from the idea in a passive-aggressive way. The problem with this approach is that it rarely leads to productive discussion. The individual will raise objections to an idea but instead of providing constructive criticism, they will nitpick and try to find fault with everything. The effect is to shut down the conversation because people feel like they are being attacked. It can also make the person who is playing Devil's Advocate look like they are just trying to be difficult for the sake of it.

If you find yourself in a discussion with someone who is playing Devil's Advocate, remind them the role is a formal one and if they are volunteering for it, they need to play by the rules. If they are just trying to be contrarian, close down the conversation.

10 Rules for the Devil's Advocate Being the Devil's Advocate can feel like being on a debate team. In debate, you are given a position and you must argue for it, even if you don't agree with it. The same is true of being a Devil's Advocate; you have to be willing to take on the role and argue for the other side, even if you don't agree with it.

Here are ten rules that will help you be a better Devil's Advocate:

1. Present an argument against a proposal or idea, without necessarily believing in that argument.
2. Identify and explore potential problems and objections to a proposal or idea to improve it.
3. Provide alternative perspectives and challenge assumptions.
4. Force people to think about an issue from all sides and consider all options.
5. Encourage critical thinking and healthy debate.
6. Ensure that all ideas are given a fair hearing before a decision is made.
7. Act as a check against groupthink, where people go along with the majority opinion without question.
8. Be open-minded and objective, without being wedded to any particular position.
9. See both sides of an argument and understand different points of view.
10. Be willing to change their position if the evidence or arguments presented are compelling enough.

Examples of How Devil Advocates Are Used Over the years, many organizations have leveraged the idea of a devil's advocate to improve their decision-making processes.

For example, the U.S. military has long used Devil's Advocates to help improve their decision-making. Before a new policy is implemented, they assign someone the role of Devil's Advocate and their job is to find any potential problems with the policy. This helps to ensure that they consider the potential risks before they decide.

Another example of an industry that uses devil advocates is journalism. They are used to making sure that they consider all sides of a story before it is published. This helps to ensure accuracy and avoid any potential libel issues.

The legal profession also uses devil advocates. Lawyers will use them to consider all the potential arguments that could be made against their case. This helps to ensure that they are prepared for anything that could happen in court.

Final Thoughts

Just as a church provides a place for people to come together to learn, discuss, debate, and think, so too does the Devil's Advocate provide a space to discuss, debate, and critically think about an idea. The Devil's Advocate can help improve the efforts of an organization by ensuring that all options are considered before any decisions are made.

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Here is the last interview from my time at the Cable Tec-Expo Show in Philadelphia. Collin Howlett, the CTO of Vecima, joins us to discuss the acceleration of innovation in the cable industry.

Collin Howlett of Vecima on the Pace and Sources of Innovation

Predicting the future grows more challenging as the pace of innovation accelerates. Customers are deploying innovations at faster speeds than ever. Most cable operators are now mobile operators, with their focus fixed on fiber. At CableLabs, we are showing coherent optics at 50,000 gigs over a single strand. While this mind-blowing capacity may not be needed now, it will no doubt be needed in the future.

Hardware to Software With the pace of the broadband industry increasing, necessary transitions are occurring. As the network transitions from hardware to software, engineers must develop a different skill set. This is leading to a shortage of people who understand both software and hardware. Collin emphasized the importance of knowing where to put certain parts of the technology while understanding the software and hardware division.

Some hardware has been out there for 30 years, and the companies that created it are now gone. Its valuable to build hardware that is generic and can be developed over time. It’s vital to build software from a modular perspective.

Many of the technologies deployed today will greatly affect our predecessors. We must think about the unintended consequences of our innovations. Collin believes organizations must think of their innovation’s effects at least 10-15 years into the future.

Innovation Culture Collin’s team at Vecima likes to follow what’s happening in other industries and identify what they can take from those industries and apply to their own. Due to the pace of innovation, concepts and prototypes need to be spun out a lot faster than in the past. Decisions need to be made quickly. Collin said it is also important not to get emotionally tied to what you are working on. Being able to quickly pivot to the next innovation is vital.

Automation and AI Many brilliant engineers of our day are retiring, and the question becomes, “How do you capture that expertise?” Collin believes there is value in automating the development of technologies, and low-level work through machine learning and AI. While we can capture everything, this could be a way to help bridge the skills gap going forward. The bottom line is, if innovators are not applying machine learning today, they will be left behind.

About our Guest: Collin Howlett Colin Howlett is the Chief Technology Officer, joining Vecima in 1997. He is responsible for defining the overall technology strategy at Vecima and leads a group of product architects who work directly with customers to define the next generation of Vecima products. Colin has been an active participant in industry standards development within CableLabs and the WiMAX Forum and is currently actively involved in D3.1 and D4.40 initiatives at CableLabs. He holds multiple patents related to his work in cable broadband access systems at Vecima. Colin holds a Bachelor of Electrical Engineering degree and a Bachelor of Computer Science degree from the University of Saskatchewan.

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A few weeks back, I wrote an opinion piece for The Innovators Network titled,Innovation Hero Worship: FTX, Theranos, and the Media. The core of the article is my belief that the media has a responsibility to not feed into the hero worship of innovation leaders. But there is more to the recent high-profile innovation failures than just the hero worship of founders and CEOs. The announcement of the bankruptcy of FTX and the sentencing of the founder and CEO of Theranos to over 11 years in jail for fraud begs us to look more deeply at the underlying issue of irresponsible innovation.

What do I mean by irresponsible innovation? The definition is a bit nebulous and open to interpretation, but generally, it is an innovation that is done with little or no concern for the potential negative consequences of the innovation. In a recent study, most leaders and informed citizens believe that the potential negative impact of an innovation is not something that is ever considered. In their minds, most innovation is irresponsible innovation.

There are 5 key contributors to irresponsible innovation: First, there is a failure to consider and improve upon the consequences of an innovation.

With innovation, it's important to consider all aspects of the consequences. This includes the positive and negative effects that innovation will have on society. By failing to consider and improve upon the consequences of an innovation, businesses and governments can inadvertently cause more harm than good.

Second, there is a lack of accountability and responsibility in the innovation process. Businesses and governments must be accountable for their actions. This means that they must be willing to take responsibility for the negative impacts their innovations may have on society. Without this level of accountability and responsibility, businesses and governments are failing to act in a socially responsible manner. This accountability also needs to include the executives involved.

Third, ethical standards are absent when it comes to innovation. Ethics are important in any field, but it is quickly becoming increasingly important in innovation. Businesses and governments must set ethical standards and adhere to them. Without these standards, there is a risk that innovation will lead to greater negative outcomes.

Fourth, there is often a lack of transparency and communication about the risks and benefits of innovation.

Innovators and entrepreneurs must be transparent and honest about the risks and benefits of their innovations. This includes providing realistic information about how innovation may affect society, as well as any potential solutions for mitigating negative effects.

Fifth, there is often a focus on the financial returns of innovation rather than on balancing its societal impact.

It's important for businesses, governments, and investors (e.g. venture capitalists) to consider the broader societal impact of their innovations. This means that financial returns should not be the sole focus. We should evaluate both the financial return and impact based on the innovations' potential to improve or harm society.

"Just as a car needs both the accelerator and the brake, responsible innovation requires both pushing boundaries and considering the consequences."

Intentional Versus Accidental Not all negative effects are intentional. Sometimes, innovation can hurt society as a result of unintended consequences.

Intentional irresponsible innovation happens when companies knowingly take risks and create negative social outcomes. A recent example is Facebook’s conscious decision to prioritize engagement and growth over user privacy.

Accidental irresponsible innovation occurs when companies lack the necessary knowledge or resources to fully consider the consequences of an innovation. Unfortunately, these types of mistakes can lead to serious consequences. A recent example is the Uber driverless car that killed a pedestrian.

Consequences of Irresponsible Innovation The consequences of irresponsible innovation can be severe and far-reaching. Organizations that fail to consider the potential social impacts of their innovations risk creating serious problems. These could include financial losses, public distrust, and even legal liability.

Financial Financial losses due to irresponsible innovation are not just limited to shareholders and investors but can also have consequences on the wider economy. For example, when FTX went bankrupt, it hurt the entire market.

Legal and Ethical We must also consider that irresponsible innovation can have serious legal and ethical implications, as seen in the case of Theranos. In this scenario, both investors and consumers were misled about the efficacy of a product and the company, along with the founder, was found guilty of fraud.

Public Distrust of Innovation Finally, we must consider that irresponsible innovation can lead to public distrust of innovation. This could mean that people are less likely to embrace new technologies and products, leading to slower economic growth and development.

What Can You Do? We must all work together to create a framework for responsible innovation that considers the potential consequences of our innovations and work towards creating a better future for everyone.

This will require a firm commitment from all stakeholders to consider the potential consequences of their work. This includes companies, governments, citizens, and the media.

Companies Companies must be proactive in identifying and mitigating any negative impacts of their innovations. They must also be willing to take responsibility for these impacts, even if they are not directly responsible for them. How?

1. Articulate the goals and values that will guide responsible innovation
2. Educate the entire team on responsible innovation
3. Invest in tools and processes to measure, monitor, and mitigate the risks of irresponsible innovation
4. Gather input from stakeholders to ensure their perspectives are taken into account
5. Identify potential negative effects of the innovation and develop plans to mitigate them
6. Communicate the plans to stakeholders, customers, and citizens with transparency

Governments Governments must create a framework for responsible innovation that considers the potential societal consequences of new technologies and products. This framework should encourage others to act responsibly and provide guidance on how to do so. How?

1. Make responsible innovation part of government policy
2. Consult stakeholders to ensure their perspectives are taken into account
3. Develop policies and regulations that promote responsible innovation
4. Provide incentives for companies to act responsibly and penalize those who don't
5. Monitor compliance with the framework

Citizens Citizens must be willing to ask questions about the consequences of innovations and hold all stakeholders accountable for their actions. We must also be open to change, accepting that not all innovations are good and that we need to weigh the costs and benefits of each carefully. How?

1. Ask questions about the expected pacts from an innovation
2. Educate yourself on responsible innovation and be aware of potential negative consequences
3. Advocate for responsible innovation where possible
4. Take part in dialogues with stakeholders to ensure your perspective is considered
5. Support companies, governments, and other stakeholders that are making positive strides toward responsible innovation

Media And let's not leave out the role of the media. The press needs to provide accurate, objective reporting on the consequences and impacts of innovations. This is essential for informing citizens and holding companies and governments accountable. How?

1. Provide accurate, objective, and completereporting on innovations
2. Investigate potential negative impacts of new technologies and products
3. Highlight companies or governments that are making positive strides toward responsible innovation
4. Ask questions to ensure all stakeholders are taking responsibility for the consequences of their work
5. Give a voice to citizens who are being affected by irresponsible innovation

Examples of Irresponsible Innovations Here are some recent examples of high-profile failures from irresponsible innovations and the lessons learned from each.

• Facebook’s Cambridge Analytica data scandal: This incident highlighted the importance of data privacy and security, as well as the need for companies to be transparent about how they use customer data.
• Volkswagen’s emissions-cheating scandal: This case showed how important it is for governments to have strong policies and regulations in place to ensure companies are following the law.
• Uber’s surge pricing during disasters: This incident showed the need for companies to be aware of their social responsibility when setting prices, and to consider their impact on citizens who are already in vulnerable circumstances.

Conclusion Irresponsible innovation can have serious consequences. It's important to take steps toward creating a more responsible system of innovation to avoid potential negative outcomes in the future.

Responsible innovation is becoming an essential part of creating a positive future for everyone. If we make sure that businesses and governments take the time to consider the outcomes of their actions, are held accountable for them, and stick to ethical standards when coming up with new ideas, it will be possible to build a more dependable system of innovation.

To put it simply, responsible innovation is about considering the human implications of any innovation advancement and striving to make sure that those implications are understood, communicated, and addressed.

If we want to make a real difference in the world, responsible innovation must be a priority for everyone.

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This is the third interview from my time at the Cable Tec-Expo Show in Philadelphia. Asaf Matatyaou, the VP of Solutions and Product Management for the Cable Access Business at Harmonic, joins us to discuss AI, data, and innovation culture.

Consumer expectations have considerably shifted due to the impact of COVID-19. As a result, the reliability of network connectivity has become paramount. Power usage is another area brought to the forefront of innovation. The cable industry is heavily focused on reducing power usage while improving speed. Green initiatives and power saving, especially with the rising electricity costs, have become motivating areas for today's innovators.

Network Virtualization The network is moving from traditional proprietary silicone and hardware stacks into software. As a result, running the network now requires different capabilities. As the cable industry steps into this transition, it is essential to get those with experience comfortable while also allowing them to utilize the newest technologies.

AI Automation and the Value Creation of Data Finding the role of AI within networks to create reliability tends to be tricky. One group thinks AI is the most significant new thing, while others think it's evil and dangerous. Asaf believes that there is an excellent opportunity for implementing AI in terms of scale. To unlock this opportunity, organizations must be confident and prove they are getting the correct data. Secondly, they need the right actions for that data. Lastly, they need to train that data continuously. Many organizations overlook the quality of the data they are capturing. When Harmonic started, they put money into every bit of data they could. Over time, they realized the importance of filtering out non-valuable data. It is key to figuring out what data you need, what you can do with it, and how frequently you need it. I believe that if organizations are not thinking of applying AI to their innovations, they will be left behind.

Innovation Culture & Collaboration Harmonic collaborates with its customers to pinpoint their desired focus areas and provide actionable solutions. Internally, Harmonic prioritizes having an innovation culture. The organization's leaders encourage experimentation at every level and don't shy away from failure. Every year, they host a two-day 'Hackathon,' allowing anyone in the organization to develop new ideas. They offer prizes for the top ideas and even implement some ideas into their solutions. To those who have an idea and don't know what to do with it, Asaf has a simple message: Don't waste time talking about it. Just do it, and then learn from it. Fail and then achieve.

Check out Asaf's LinkedIn here.

Check out Harmonic's website here.

About our Guest: Asaf Matatyaou Asaf Matatyaou is Vice President of Solutions and Product Management for the Cable Access Business at Harmonic. Asaf is responsible for product management, strategy, and solution architectures in this role, including Harmonic's virtual cable access solution, CableOS®. Asaf has 20+ years of experience as an engineer and executive in the cable industry, including roles where he led the development of CMTS products and helped drive industry specifications. Asaf earned his BS degree in Computer Science and Engineering from the University of California, Davis.

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Humans have always been thinkers. From the time early humans began to communicate, they used their brains to figure out how to survive and thrive. Over the years, humans have continued to use their brains to solve problems and create new things. To do this, humans have had to learn to think differently.

Interestingly, humans are not the only animals that think. Ravens, for example, are known for being very clever birds. They can solve problems and even use tools. However, humans still outrank all other animals regarding their thinking ability. This is mainly because humans can think abstractly. We can imagine things that don't exist and come up with solutions to problems that don't have straightforward answers.

Human versus Computers With thinking, humans and computers have similarities and significant differences. Both humans and computers can solve problems. Although humans are better at abstract thinking, computers are better at logical thinking.

Computers can come up with ideas based on logic and data, but they cannot come up with totally new and original ideas. One thing that will always set humans apart from machines is our ability to think creatively and come up with new solutions to problems.

Thinking Styles There are two fundamental ways humans think: convergent and divergent thinking.

Convergent thinking is focused and goal-oriented. It is suitable for solving problems that have a single correct answer. Most people think in a convergent way most of the time because our schools and workplaces reward people who come up with the one right answer. However, to innovate and create, we need people who can think in divergent ways.

Divergent thinking is more open-ended and exploratory. It is good for solving problems that have multiple correct answers. We often use this thinking in creative professions, where people are encouraged to develop new and innovative ideas.

Both convergent and divergent thinking are essential. The best way to solve a problem is to use both types of thinking together. Start by using divergent thinking to explore different possibilities to develop new and innovative ideas. Then, by using convergent thinking, you can narrow down your options and find the best solution.

Convergent Thinking Convergent thinking is a problem-solving approach that involves generating one correct solution to a problem and creating action plans.

Characteristics of Convergent Thinking There are several characteristics of convergent thinking. First, it is logical and systematic. This means that convergent thinkers approach problems step-by-step, analyzing all the data before coming to a conclusion. Second, they are analytical. They like to break down problems into smaller parts so that they can understand them better. Third, they are objective. They make decisions based on facts and data, not emotions or personal opinions. Finally, they are decisive. They know what they want, and they go after it aggressively.

Limitations of Convergent Thinking While convergent thinking is an important skill, it has some limitations. First, it can be rigid and inflexible. They often have trouble adapting to new situations or changing their minds once they have made a decision. Second, it can be restrictive. They often focus too much on the details and lose sight of the bigger picture. And finally, it can be boring. It can be repetitive and unchallenging, leading to stagnation and a lack of creativity.

Divergent Thinking Humans need people with divergent thinking skills to create and innovate. Divergents think outside of the box and come up with many possible solutions for a problem instead of one good idea like convergent thinkers do; they explore all angles to find something new or different about any given situation which can lead them down paths not taken by others before - essential if we want our world's progress made quickly enough!

Characteristics of Divergent Thinking There are several characteristics of divergent thinking. First, it is creative. Divergent thinkers think outside the box and come up with ideas that no one else has thought of before. Second, it is flexible. Divergent thinkers can adapt quickly to new situations and change their minds when necessary. Third, it is open-minded. Divergent thinkers are willing to consider different points of view and explore alternate solutions. And fourth, it is challenging. Divergent thinking can be frustrating because it involves taking risks and stepping out of your comfort zone.

Limitations of Divergent Thinking While divergent thinking is essential for innovation, it has its own set of limitations. First, it can be disorganized. Divergent thinkers often have trouble staying focused on one task or goal. Second, it can be undisciplined. Divergent thinkers may start projects but never finish them because they get sidetracked easily. And finally, it can be chaotic. Divergent thinking can lead to confusion and may not always result in a clear solution.

Need More Divergent Thinkers Since convergent thinking is the most common form of thinking, we need to expand our thinking styles by building up divergent thinkers.

The first step in improving your divergent thinking skills is understanding the different types of divergent thinking. There are ideators, connectors, and analogizers. Ideators come up with a lot of ideas, connectors connect ideas, and analogizers see similarities between ideas.

You need to practice and be proficient in all three types to improve your divergent thinking skills.

The Ideator To be a successful divergent thinker, you need to be an ideator — the ability to generate new ideas constantly. The best way to do this is to have a tool or method that you can use to stimulate your creativity. It can be any process, approach, aid (e.g., card decks), or tool you find helpful in getting your creative juices flowing.

The key is to use the tools to be creative regularly. Don't just use it to develop new ideas for work or school projects. Use it to come up with new ideas for anything and everything. The more you use your ideator skills, the better your divergent thinking skills will become.

There are so many ways that you can improve your ideator skills. One way is to practice brainstorming by identifying a daily object like a ballpoint pen and setting an idea quote (e.g., 25) for how many ways you could improve it. The idea quota forces you to brainstorm various ideas, some of which may be far-fetched and beyond the obvious. Still, the important part is that it gets you into the habit of generating new ideas regularly.

The Connector The connector skill takes two seemingly unrelated ideas and finds the link. Divergent thinkers need to see the world in terms of connections and can come up with new ideas by linking together different concepts. This results in taking a lot of disparate ideas and finding the common thread that ties them together. The result is ideas that wouldn't have been possible if the thinking was linear.

One exercise is to take a problem you are trying to solve and break it down into different fundamental parts. Then, find as many evident and non-obvious connections between those parts. Then take those connections and use your ideator skills to brainstorm more ideas.

This will force you to see the problem differently and come up with new ideas that might seem random but could lead to an unexpected solution.

The Analogizer The Analogizer is the skill where someone can see the similarities between wildly different ideas. They can take two seemingly unrelated concepts and mash them up. The result is the ability to come up with new and innovative ideas by finding connections between ideas that don't seem to be related.

For example, it can take two different industries, companies, products, or services and find as many non-obvious similarities and differences as possible. Then take those and use your ideator skills to brainstorm more ideas.

Divergent Thinkers Win The world is full of convergent thinkers. They are the people who work in corporations, follow the rules, and arrive at a single solution. They are good at following instructions and are often praised for their ability to "stay within the lines." The world also has its fair share of divergent thinkers. They are the people who start businesses, push boundaries, and come up with new ideas. They are often praised for their creativity and innovation.

Divergent thinkers are critical to innovation and progress. Corporations rely on convergent thinkers to maintain efficiency and consistency, but divergent thinkers drive innovation and change. Divergent thinkers can see beyond the status quo and develop new ways of doing things. They challenge the rules and find solutions to problems nobody else has thought of.

Divergent thinkers help businesses stay ahead of the competition by coming up with new ideas that no one has ever thought of before. They help businesses remain innovative and relevant in today's constantly changing world. As a result, businesses that want to succeed must embrace divergence and encourage their employees to think creatively.

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Jordi Fernandez, Founder and CEO of BeneTalk, joins the show to discuss the mobile app that provides a community for people who stutter.

Jordi is a person who stutters and growing up, his parents and teachers didn’t understand how to approach it. At a young age, he engaged in various forms of speech therapy. When he moved from Spain to the UK, his therapy took an alternative approach. It focused on getting him out of his comfort zone and provided him with a community to be a part of. This community focus greatly helped Jordi and inspired him to eventually found BeneTalk.

The Importance of Community People who stutter often struggle with social anxiety and other mental health issues. As a result, many choose to limit their speech. In the realm of speech therapy, this is called ‘masking’. Because of this, Jordi says there are a lot more people who stutter than the studies typically show. Having a community that shows it is all right to stutter can make a world of difference. It allows people to embrace their stuttering, instead of running away from it. This is where the BeneTalk app comes into play. The focus is not all on fixing the stutter, but rather on enabling those who stutter to feel more comfortable speaking. This allows them to build confidence and improve their speech over time.

The BeneTalk app Jordi's vision for BeneTalk was to build a stuttering device similar to how a Fitbit operates. The hardware would be placed on the user’s chest and used daily. When COVID-19 broke out, Jordi and his team decided to pivot to a mobile app. The BeneTalk app allows users to learn about themselves, connect with others who stutter and track their speech progress. The app contains courses on stuttering and teaches speech techniques. The team is currently working on creating personalized speech therapy programs. Additionally, they are building a separate app for parents to help their children. Today, they have around 2,000 monthly users, from 165 different countries. In the future, Jordi hopes BeneTalk can be a digital therapeutics platform utilized by all those who stutter around the world.

Check out Jordi’s LinkedIn here.

Check out BeneTalk’s website here.

About our Guest: Jordi Fernandez is the founder and CEO of BeneTalk: a mobile app that combines digital speech therapy and community to help people who stutter, and their families, reduce the negative impact stuttering has on lives. Jordi was born in Barcelona, Spain, and worked as a Chartered Mechanical Engineer in multi-billion-dollar deepwater projects for 15 years in the UK. Jordi is a person who stutters, and in 2021, he quit his job to help millions like himself through BeneTalk.

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Whenever I'm speaking outside of California, I can usually expect an audience question about Silicon Valley. Such as — "What's the secret to Silicon Valley's success?"

After all, this region is home to some of the world's most successful and innovative companies. People want to know what about Silicon Valley makes it so successful, and they're eager to learn any tips or tricks they can use to bring that success to their businesses and regions.

If it were only that easy! The truth is, there's no one secret to Silicon Valley's success. Rather, it's a combination of factors that have come together to create the perfect environment for innovation and entrepreneurship.

History of Silicon Valley The history of Silicon Valley is fascinating. Before there was Silicon in Northern California, there was agriculture. The first settlers in the area were farmers, and the region was known for its fruit orchards. In the early 1900s, the Santa Clara Valley was nicknamed "The Valley of Heart's Delight" because of its abundant fruit production.

As the century progressed, the Santa Clara Valley became increasingly industrialized. During World War II, the region's companies produced materials for the war effort. After the war, the area's economy shifted to a focus on high-tech. This change was partly due to the presence of Stanford University, which attracted talented scientists and engineers to the area.

Silicon Valley got its name from the silicon chip manufacturers once based there. Several major technology companies in the 1950s and 1960s were founded in Silicon Valley, including Hewlett-Packard. At that time, the area was known for its "startup culture" of risk-taking and innovation, and the region's many venture capitalists fostered it.

In recent years, Silicon Valley has faced some challenges. Economic recession, cost of living, and competition from other regions have led to a decline in the proportional number of startups being founded in Silicon Valley. There have also been several cornerstonecompanies that have moved their headquarters out of the valley, including; SpaceX, Oracle, and Hewlett-Packard Enterprise. However, the region's culture and philosophy remain strong, and it continues to be a leader in technological innovation, albeit a shrinking leader.

Innovation Culture of Silicon Valley Silicon Valley is known for creating a regional culture and environment for breakthrough and radical innovations. What are the elements of this regional culture?

Here, failure is seen as an opportunity to learn and grow. The region's many venture capitalists are willing to take risks with new and innovative ideas, and the region's entrepreneurs are eager to experiment and take risks to achieve success. In the valley, securing funding for your next idea after a failure is easier than getting your first round of funding. Why? You learned.

The region is also known for its culture of openness and collaboration. Unlike other business regions where companies compete fiercely with one another and keep everything confidential, in Silicon Valley, it is common for companies to share ideas and resources to create the best products and services possible.

In addition, Silicon Valley is home to some of the world's best universities, which are a source of critical talent and innovation.

Examples of Famous Inventions That Came From Silicon Valley Over the years, Silicon Valley has produced some of the most groundbreaking commercially successful inventions in history. While most did not originate in Silicon Valley, the willingness to innovate beyond what others are doing has made the region so successful. Here are some examples of famous inventions that came from Silicon Valley:

The personal computer The personal computer is one of the most famous inventions to come out of Silicon Valley. It was first developed in the early 1970s by a team at Xerox PARC, and it quickly became popular in Silicon Valley thanks to its ability to help people work faster and more efficiently. In the 1980s, Steve Jobs and Steve Wozniak helped to bring the personal computer to the mainstream, and they helped make it into the essential tool that it is today.

GPS The global positioning system is a technology that has revolutionized how people navigate. Bradford Parkinson, professor of aeronautics and astronautics at Stanford University,conceived the present satellite-based system in the early 1960s and developed it with the U.S. Air Force.

The GPS works by using a network of satellites that orbit the earth. These satellites emit radio signals picked up by receivers on the ground. By triangulating these signals, the receiver can determine its location on earth.

The consumer commercialization of GPS started with Hewlett-Packard's Charlie Trimble. Trimble was an engineer who became interested in using GPS for navigation after getting lost on a hike. Trimble Navigation was founded in November 1978 by Charlie Trimble and two partners from Hewlett-Packard, initially operating above a movie theatre in Los Altos, California.

In the 1980s, the U.S. government allowed civilians to use GPS for navigation, and the technology quickly caught on. Trimble Navigation was one of the first companies to develop consumer GPS receivers.

Over the years, GPS has become increasingly accurate and widespread. It is now used for everything from guiding planes and ships to finding our way around unfamiliar cities. GPS has even found its way into our pockets.

Smart Phones The first smartphones were developed in the early 1990s. They were large, clunky devices that were not very popular. The Nokia 9300i was one of the first smartphones that gained some traction in the market. It was released in 2003, and it ran on Symbian OS.

In 2007, Apple Inc. introduced the iPhone, which was a game-changer in the smartphone

It was the first smartphone to become a mainstream hit. The iPhone was a revolutionary device because it combined the features of a phone, a computer, and a camera into one small package.

The iPhone was made possible by Silicon Valley's love of innovation and its focus on integrating new technologies with the early failed concepts of others.

Online Search Engines Given the birth of the internet, the need to organize the explosion of information became critically important. This led to the development of search engines.

While there were many early attempts at organizing the web, the first true search engine was Archie, developed in 1990 byAlan Emtage, then a postgraduate student at McGill University in Montreal, Canada. Archie allowed users to search for files on anonymous FTP sites.

In 1996, Larry Page and Sergey Brin invented a new search engine called "BackRub." BackRub differed from Archie because it used links (backlinks, thus the name BackRub) between websites to measure importance. This algorithm would later become the basis for Google's search engine algorithm.

Google's dominance is because of its superior search engine algorithm, which ranks websites based on their importance and relevance.

Portability of Silicon Valley's Innovation Culture The secrets to Silicon Valley's success are not that secret. Each element can be easily understood and applied, but what is unique is the combination of all these factors.

What five actions other regions and businesses can and should take away as learnings?

An Attitude of Innovation Cultivating a culture of innovation with a strong belief that innovations can change the world for the better is essential. This mindset encourages people to dream big.

Encourage creativity and risk-taking One way to encourage creativity and risk-taking is to create an environment where it not only tolerates failure but embraces and encouraged it. In Silicon Valley, entrepreneurs can experiment with new ideas without fear of reprisal. This allows them to take on risks no other entrepreneur would dream of taking and develop innovative solutions.

Fund and support early-stage startups One of the critical reasons that Silicon Valley has been so successful is the amount of funding and support available for early-stage startups. This allows entrepreneurs to develop their ideas without fear of financial insecurity.

In addition, several organizations in Silicon Valley provide mentorship, networking opportunities, and funding assistance.

Encourage collaboration The culture of collaboration is vital in Silicon Valley. Startups help one another by sharing resources and ideas, contributing to their growth and success.

Establishing co-working spaces and incubators is an excellent way to promote collaboration. Co-working spaces allow entrepreneurs to collaborate and share ideas, while incubators provide support and direction for startup businesses.

Develop a strong workforce Silicon Valley has developed a strong workforce because it has located itself amid leading research universities such as Stanford and the University of California Berkeley. These universities help to cultivate the skills that workers need for jobs in the tech industry.

Businesses and regions can replicate Silicon Valley's success by investing in education and training programs. They should also focus on developing relevant programs for the local economy.

Not All Good As with any region or industry, Silicon Valley has its share of pros and cons. While it is home to some of the world's most innovative companies and has produced countless technological advancements, some things need to change.

For one, Silicon Valley is incredibly expensive. The cost of living in the area is astronomical, and it is becoming increasingly difficult for young people to afford to live there. In addition, the high cost of housing is causing many people who grew up in the area to be displaced.

Another issue that needs to be addressed is the lack of diversity in Silicon Valley. The tech industry is overwhelmingly white and male, and this needs to change if Silicon Valley continues to thrive.

Finally, Silicon Valley has an attitude of elitist thinking regarding innovation that is not invented there — "Real innovation only happens in Silicon Valley." Innovation with global impact requires collaboration that extends beyond any geographic area. This silicon valley thinking must change if it is going to maintain its position as a world leader in technology and innovation.

Conclusion The innovation secrets of Silicon Valley aren't that secret. The region has been thriving because it has cultivated a culture of innovation, encouraged creativity and risk-taking, supported early-stage startups, and encouraged collaboration. These are all things that businesses and regions can replicate to achieve similar levels of success.

However, there are some areas where Silicon Valley needs to improve. The region is becoming increasingly expensive and challenging to live in, and it needs to do more to foster diversity within the tech industry. Additionally, Silicon Valley must learn to embrace collaboration with other regions to maintain its position as a world leader in technology.

The first step a region or organization should take is to identify the unique strengths and resources that it has to offer. Once these assets have been identified, a plan can be developed to encourage innovation and entrepreneurship. Any region or organization can achieve Silicon Valley-level success by following these steps.

While I spent most of my career in Silicon Valley, I firmly believe that innovation success can be achieved anywhere in the world. The steps above are not meant to be prescriptive but rather provide a general framework for how any region or organization can encourage innovation. With the right mix of ingredients, any place can experience innovation success.

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This is the second interview from my time at the Cable Tec-Expo Show in Philadelphia. Jan Ariesen, the CTO of Technetix, joins us to discuss how his organization’s prioritization of innovation, paired with the right team, helps them solve tomorrow’s problems.

Jan Ariesen of Technetix on Prioritizing Innovation Engineers typically focus on solving today’s problems but don’t take time to think about tomorrow. Technetix has a reputation for solving tomorrow’s problems that others in the broadband industry don’t think of. Predicting the future is not simple, as you will almost always be wrong. Technetix empowers its employees by giving them the freedom to predict the future without fearing failure. Jan said that most of their ideas at Technetix fail, and only a few succeed. This is simply the nature of innovation. For example, it took the engineers at Technetix five years to develop a new style of broadband amplifier. While everyone told them it was impossible, they are now building amplifiers that can do 1.8 gigahertz. Technetix pushes its people to “make decisions” from the top down. People in the innovation space often get hung up on analysis and allow the fear of failure to overcome them. Organizations with a heavy experimentation culture give their people the tools they need to make game-changing innovations.

Hiring the Right Team When Jan is conducting interviews for engineers, he looks for two key attributes. He always asks specific questions to those he interviews. “If your bike got a flat tire, would you go to the shop or fix it yourself?”. If the interviewee says they would take their bike to the shop, then he says they are not an engineer. True engineers want to understand things and desire to solve them. They have an unconventional way of thinking that others do not possess. Jan also looks to hire those that are team players. These people will help others and learn from them along the way. People often overlook the importance of collaboration and cooperation and overemphasize technical skills. You can always teach the technical, but you can’t teach the attitude and mindset.

Check out Jan’s LinkedIn here.

Check out Technetix’s website here.

About Our Guest: Jan Ariesen Jan Ariesen is an experienced engineer with 30+ years of broadband cable TV design experience. He leads the CTO, Marketing, R&D, and QA teams at Technetix. Before 2008, Jan was the VP of Engineering, leading teams in the UK, Belgium, and the Netherlands. His teams were responsible for researching, developing, and inventing new products and technologies. Jan joined the Technetix board in 2018.

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What is future literacy? Future literacy is the ability to look at the world and understand how it will change in the future. This can be a valuable skill that historically has not been on most people's radar screen.

Most people don't think about the future much. We focus on the present, and when we think about the future, it is usually what we want it to be. However, if we want to be ready for the future and take advantage of its opportunities, we need to start with our future literacy.

Future literacy is about imagining the world 25, 50, or even 100 years from now and then looking back (backcasting) to today and making decisions accordingly. It is not about predicting the future but understanding the trends and influencers shaping it.

What Changes Should We Watch? The world is constantly changing. New technologies, economic shifts, and social movements are just a few of the things that can cause dramatic change. By paying attention to them, we can get a glimpse into the future and start planning for what's to come.

Some areas that are worth researching include:

Technology: What new technologies are on the horizon? How will they change the world around us?

We are seeing new technologies emerging all the time, impacting our lives. For example, the internet has completely transformed how we play, live, and work. It has enabled us to connect with people worldwide and given us access to the information we would never have had before.

New technologies are also changing the way we interact with each other. Social media platforms like Facebook and Twitter are giving us new ways to communicate and connect with others. We are also seeing new technologies that are changing the way we live our lives, such as driverless cars and robots.

As these technologies continue to develop, they will significantly impact our lives. It is crucial to stay up-to-date with the latest developments to understand how they will affect the world around you.

Social Change: What social changes are happening now that will impact the future?

It is essential to be aware of the social changes that are happening so that you can adapt to them—for example, the rise of the gig economy and automation.

The gig economy is a new way of working that is becoming increasingly popular. People are increasingly choosing to work freelance or on a contract basis instead of full-time.

The rise of automation is another. With advances in artificial intelligence and robotics, we are seeing more and more jobs being replaced by machines. This is having a growing impact on the way we will work in the future.

Economic Change: What economic changes are happening now that will impact the future?

Economic changes will have a significant impact on the future. For example, the rise of nationalism and protectionism is already impacting the global economy.

As countries and regions close their borders to immigration and limit trade, the global economy becomes increasingly fragmented. This will negatively impact the global economy, slowing economic growth and leading to more conflict.

Environmental Change: What environmental changes are happening now that will impact the future?

Several environmental changes are happening. For example, climate change already has a significant environmental impact and is expected to cause even more damage.

Other environmental changes include biodiversity loss, air pollution, and water shortages. These issues will have a significant impact on the environment and the way we live our lives.

Taking Action It is crucial to be proactive about the future and not be a passive participant in it. We need to take action now to make sure that we not only adapt to the changes happening but also decide to influence the future we will leave behind. If we don't, we risk letting the future be dictated to us.

One way that we can take action is by improving our future literacy. This means staying up-to-date with the latest technological developments, social change, economic change, and other areas of influence that will impact our future. By understanding these changes, we can ensure that we are prepared for the future.

Another way we can take action is by ensuring that we are involved in shaping the future. This is a role that is made for innovators like you and me. We can do this by voting, campaigning, and speaking out about the issues that matter to us. We need to make our voices heard so that we can shape the world.

The future is happening now, and we must ensure we are prepared for it. By taking action now, we can ensure that we have a bright future to look forward to.

Step 1 is to improve your innovation literacy.

The Benefits of Improving Future Literacy There are many reasons it is vital to improving your future literacy. Some of the most important are:

1. It can help you make better decisions today. Making decisions today is critical to shaping your future. By thinking ahead and considering the possible implications of your decisions, you can make choices today that are more likely to lead to a desirable outcome. Future literacy can help you make better decisions by enabling you to understand, think critically about, and respond to future challenges and opportunities.

2. It can help you identify potential opportunities and challenges that may arise in the future. Future literacy enables you to identify potential futures and assess the associated risks and opportunities. This information can be helpful when making important decisions, such as what career to pursue or products to buy. When you have a better understanding of the potential consequences of your actions, you are more likely to make informed decisions today that will benefit you in the long run.

3. Help you develop a more global perspective. When you have a better understanding of the consequences of your actions, you can make informed decisions that consider the needs of people from all corners of the world. This expanded perspective better equips you to understand the tradeoffs of each decision and its effect on people from all over the world.

4. Equip you to communicate better about future-related topics. Having a sound foundation in future literacy can help you communicate more effectively when discussing future-related topics. You better understand the concepts being discussed and can ask questions that will help clarify any uncertainties. By having a solid understanding of future-related topics, you can share your knowledge and expertise with others and help educate them about the potential implications of the decisions being made.

5. Improve collaboration with others to create better future solutions. When you can think about the future and understand the implications of decisions made today, you are in a better position to collaborate with others to create solutions. You can bring your unique perspective to the table and contribute to finding creative solutions that consider the needs of all involved. Additionally, by being future literate, you can help others to see the potential implications of their actions and encourage them to consider the long-term impact of their decisions.

6. Help you make the world a better place. When you have a strong understanding of future literacy, you can think about the long-term implications of decisions. This helps you make informed choices that consider not only your own needs but the needs of others. Additionally, you can help to educate others about the importance of thinking about the future and making decisions that will benefit us all in the long run. When everyone makes choices with the future in mind, it can help create a brighter future for all.

5 Habits to Improve Your Future Literacy Several habits will improve your future literacy. These include:

1. Reading articles and books about the future. Reading articles and books about the future gives you a deeper understanding of the concepts involved. This will help you apply future literacy in your life.

2. Watching documentaries about the future. Watching documentaries about the future can help improve your understanding of what life could be like. By seeing how experts think about the future and what they believe may happen, you can gain a better perspective on the range of potential futures.

3. Taking online courses about future literacy. There are many online courses available that can help you learn more about future literacy. These courses often provide a more in-depth look at the concepts involved.

4. Participating in discussion forums about the future. Discussion forums are a great way to connect with others interested in discussing the future. You can better understand different perspectives by sharing your thoughts and ideas with others.

5. Researching specific topics related to the future. If there is a specific topic related to the future that interests you, research it! This can be helpful when discussing future topics with others or applying them to your work.

What Should You Monitor? When thinking about the future, there are a few key things that you should pay attention to. I use tools like Google Alerts and Feedly to help me keep track of essential topics, companies, and industries I want to know more about. You can also use social media to follow experts in the field and get their take on current events.

The three areas I would recommend you start monitoring immediately include the following:

The accelerating pace of change:

It is hard to overstate how fast the world is changing. We are seeing exponential growth in many areas, including population, technology, and information. This growth is causing unprecedented change and upheaval.

Increased global interconnectedness:

The world is becoming more connected every day. This interconnectedness is causing new problems and opportunities. With the internet and social media rise, we are seeing a global village emerge.

The rise of artificial intelligence:

AI is poised to change the world in ways we can't imagine. It is already starting to transform industries and will soon impact our economy and way of life.

Conclusion Future literacy is essential because it helps you to understand and make decisions about the future. It can be challenging to keep up with the rapidly changing world, but by monitoring key areas and staying informed, you can improve your chances of success. The future is unpredictable, so always preparing for anything is essential. With a solid future literacy foundation, you can face whatever comes your way head-on!

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Matt Greeley, the Founder and CEO of Brightidea, joins The Killer Innovations Show to discuss the launch of their new idea incubation tool, BrightIdea Memo.

Matt has been involved in idea management systems (IMS) since their early days. In 2005, BrightIdea launched the first-ever online innovation platform. During my time at HP, I worked with Matt on the earlier versions of Brightidea while they serviced us. At CableLabs, where I am now CEO, we have been utilizing Brightidea for almost a decade. Brightidea acts as an innovation pipeline platform, similar to how Salesforce is a sales pipeline platform. The platform’s goal is to improve the efficiency and effectiveness of an organization’s innovation process, leading to financial impact. Since innovation tends to be messy, having a non-restrictive tool at your disposal is essential.

Executives and IMS In the past, most executives did not understand the true value of a tool for ideas. With today’s fast innovation pace, leaders are tasked with even more challenges. Due to constant disruption, many executives are now recognizing the importance of innovation. Idea Management Systems (IMS) have transformed from simply capturing ideas to helping organizations find ideas with the highest value. It’s all about taking an idea and identifying how to mature it.

Long-form Narrative Ideas Amazon no longer uses PowerPoint to present ideas to executives. Jeff Bezos swapped out PowerPoint for six-page memos. These memos get sent out to the executives before each planning meeting. At CableLabs, we have also banned PowerPoint. This helps executives avoid wasting time learning about ideas during meetings. Narrative writing utilizes a process I like to call backcasting. You write things backward, starting with the launch date, using a press release. The press release puts the customer first by focusing on how they would view the solution. A core benefit of this practice is organizational alignment. Long-form narrative writing gets the entire organization involved in the visioning exercise from the start. This provides a much broader ecosystem of input.

The Launch of BrightIdea Memo BrightIdea Memo is a tool that sets up teams for long-form narrative writing around an idea. The platform acts as a home for outside-the-box projects that still need to incubate. You can start with a blank document or use a press release template. The tool allows for collaboration, has AI writing software, and sports a peer review function. Brightidea Memo guides users to get their 6-page memo actionable and ready for executives.

Check out Brightidea Memo at Brightidea’s website here.

About our Guest: Matt Greeley Matt Greeley is the Founder & CEO of Brightidea, the global leader in On-Demand Innovation Pipeline Management (IPM) software. Previously, Matt consulted for Wrenchead.com and co-founded Silicon Valley enterprise software provider Alyanza Software, which Niku acquired. Matt has a Degree in Computer Engineering from Stevens Institute of Technology and studied Creativity and Marketing at Stanford University.

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We kick off a new series of interviews from my time at the Cable Tec-Expo Show in Philadelphia. Hanno Narjus, the SVP of Video and Broadband Solutions at Teleste, joins us to discuss innovation efforts from the European to the U.S market.

Cable Tec-Expo Show Due to COVID-19, many of us missed out on various events. It was great to experience the high energy levels at the expo as everyone was finally in 3D. Seeing cable products coming to life, especially around 10G, brought excitement to everyone in attendance.

Hanno Narjus of Teleste on European Innovation and Nokia Hanno is based out of Helsinki, Finland. Helsinki has an excellent reputation as a hub of European innovation, specifically through the impact of companies like Nokia. When Nokia shut down, hundreds of thousands of people spread to different companies and industries across Finland. The country's innovation culture was transformed as people brought their global perspectives and experiences to various places.

The Cable Industry's Secret Weapon As Hanno brings his innovations from Europe to the U.S, he faces many challenges. Throughout history, many of the greatest innovations have come from the U.S. While challenges exist, the cable industry's culture has bridged many gaps. From Hanno's perspective, the U.S has a welcoming and appreciative culture around innovation and ideas. There is an open culture of sharing ideas and innovations in the cable industry, which Hanno loves. This collaborative environment is truly the secret weapon of the cable industry.

The Importance of Innovation Processes Hanno says his organization has a process of innovation while still encouraging people to think outside the box. I would argue that having an innovation process is essential. While the process is necessary, it is vital to avoid locking that process. You must constantly innovate the way you innovate, just as you innovate your business processes and services.

Hanno's Advice for the listeners For those who have ideas within their organization, be passionate and patient. Believe in what you have, but don't immediately go to the top with your idea. Build a group around you who can be opinion leaders that will back you up once you gain some momentum and have created a support system. Run with it.

About our Guest: Hanno Narjus Hanno Narjus is the Senior Vice President of Video and Broadband Solutions at Teleste Networks. He has more than 30 years of experience in the ICT sector, including mobile communications, fixed broadband, and cable networks. Hanno has held several managerial positions in the telecommunications industry and spent ten years of his career at Nokia. He holds a Master's degree in economics from the University of Tampere in Finland.

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In an age where the latest and greatest technology is just a click away, it's easy to become an imitator. We see something new and want it without considering whether we really need it. We buy into the hype without stopping to think about the implications of our purchase. Before we know it, our homes are cluttered with gadgets and devices that we never use and don't need.

But there's another side to this story. Some people see the world around them and find ways to improve on what they see. They are innovators—always looking for new ways to solve old problems, to make things faster, easier, and more efficient. Trends or popular opinion do not sway them; instead, they rely on their intuition and creativity to drive their innovation.

What is the difference between an innovator and an imitator? There is a big difference between innovators and imitators. Innovators are people who see the world around them and find ways to improve on what they see. They come up with new ideas and solutions to old problems. Imitators follow the trends and popular opinions of the day. They are not creative or intuitive; instead, they rely on others to tell them what to do.

Innovation is key to progress. It is innovators who come up with new technologies, new products, and new ways of doing things. Without innovators, we would still be living in the Dark Ages. Imitation may be the sincerest form of flattery, but it will never lead to progress. If we all followed the trends, we would never make any real advancements as a society.

How can you tell if you are more of an innovator or imitator yourself? The truth is, everyone is a mix of both innovators and imitators. We all have our moments of creativity and our moments of imitation. But some people are more inclined to be innovators, while others are more inclined to be imitators.

So how can you tell if you are more of an innovator or more of an imitator? The best way to figure this out is to look at the different areas of your life. Are you more creative and intuitive in your professional life, or are you more likely to follow your boss's lead? Are you more adventurous and daring in your personal life, or do you prefer to stick to the status quo?

I've built my career around innovation and focused it on my professional life. For those that know me, my personal life is very uncreative and traditional. I'm not an innovator in my personal life, which surprises people because of my high-profile innovation work. It's not that I can't be creative in my personal life. It's just that I don't have the same focus on innovation.

Do you have to be an innovator in all areas of your life to be successful? No, you don't have to be an innovator in all areas of your life to be successful. You can be successful as either an innovator or an imitator. It all depends on what you want to achieve in life.

Understanding whether you are more of an innovator or more of an imitator can help you become a more well-rounded person. It can also help you better understand your strengths and weaknesses.

What are some examples of famous innovators and imitators throughout history? Innovation and imitation are two essential aspects of success in any field. Both approaches have advantages and disadvantages, and both can be successful.

Famous innovators throughout history include Thomas Edison, who invented the lightbulb, and Alexander Graham Bell, who created the telephone. These men were able to change the world with their inventions, and they opened up new possibilities for everyone. They were innovators because they came up with new ideas and worked hard to make them a reality.

There have also been many famous imitators throughout history. One example is Johannes Gutenberg, who invented the printing press. He was not the first person to come up with the idea of printing books, but he improved the process and made it more efficient. This made it possible for books to be printed on a large scale, which helped spread knowledge around the world.

Another famous imitator is Leonardo da Vinci, an expert painter, sculptor, and architect. He copied the work of other artists and improved upon it, making his paintings and sculptures some of the most famous in history. He learned from others and became one of the most accomplished artists of all time.

Both innovators and imitators have had a significant impact on society. Innovators have changed how we live our lives, while imitators have helped spread knowledge worldwide. Neither approach is better than the other; both contribute to progress.

How do you think the world would be different if there were more innovators and fewer imitators? The world would be very different if there were more innovators and fewer imitators. We would see a lot more creativity and progress if there were more innovators. Innovation drives change; without it, the world would be stuck in a rut.

Imitation is the sincerest form of flattery but can also hold back progress. There is no incentive to develop new ideas when everyone is copying each other. This can lead to stagnation rather than growth. Imitators may be happy with the status quo, but innovators always look for ways to improve things.

The world needs innovators and imitators, but we need more innovators to see real progress. We need people willing to take risks and think outside the box. We need people who are not afraid to challenge the status quo and develop new ideas.

A Society of Imitators In today's society, it is easy to be an imitator. With the internet at our fingertips, all it takes is a quick Google search to find out what others are doing and how they are doing it. This has led to a society of people who are quick to imitate others without putting in the time and effort to develop their ideas.

One example of this is the way that we consume media. We are quick to watch the latest movie or TV show that is popular without taking the time to see if there are any other options out there. We also tend to follow the latest trends without asking ourselves if they suit us. This can be seen in the way that we dress, the way that we eat, and even the way that we spend our free time.

Another example of this is the way that we do business. We are quick to adopt new technologies and methods without taking the time to see if they will actually work for us. We also tend to copy the business models of others without putting in the time and effort to come up with our ideas. This can be seen in the number of businesses started every day that are copies of what others are doing, many of which fail within their first year.

The bottom line is that, in today's society, we are too quick to imitate others. We need to take the time to come up with our ideas and put in the effort to make them work.

So what? Imitation may be easy, but being an innovator is not. It takes hard work and dedication to develop new ideas and solutions. Innovators are the ones who change the world, and they are the ones who we should look up to.

So why should you be an innovator? First, innovation is essential for growth. If you want your business to thrive, you need to be constantly coming up with new ideas and solutions. Second, innovation is necessary for progress. Without innovators, our world would be a far less advanced place.

So how can you become an innovator? The first step is to start thinking for yourself. Don't just imitate what others are doing; come up with your ideas and solutions. The second step is to be creative. Allow yourself to be open to new possibilities and think outside the box. The third step is to be persistent. Please don't give up on your ideas; see them through until the end. And finally, the fourth step is to be passionate. Be passionate about your work and about changing the world for the better.

Final Word Innovation and imitation are two sides of the same coin; they both have their place in the world. Just as a coin has two sides, so does innovation have its imitators and vice versa. As an innovator, you should be proud of your work, knowing that you are adding value to the world. And as an imitator, you should be humble, knowing that you are building on the work of others. Both innovators and imitators are necessary for progress. So which one are you?

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The statement "what is now proved and commonplace was once just imagined" is powerful. It speaks to the idea that anything is possible if we put our minds to it. And it's true - many things we now take for granted were once just ideas or dreams.

For example, consider the internet. It's hard to imagine our world without it, but it was once just a concept that people talked about in science fiction novels. Or consider the airplane - that too was once just an idea. People laughed at the thought of flying through the air.

So what does this mean for us? Some would say that we can make something happen if we can imagine something.

The question I want to dig in on is the idea of the imagination of others inspiring innovation. Do we ever truly have ideas that are not inspired by others?

It seems that every idea we have is in some way influenced or inspired by something or someone else. We take information from the world around us and process it in our minds to develop new ideas. But where do those ideas come from? Are they truly original?

It's an interesting question to ponder. And it does not have a clear answer. But I think it's important to consider because it shows how interconnected we are. We may not realize it, but the people and things around us are constantly influencing us. And in turn, we influence others with our ideas.

What is Inspiration? When most people think of the word "inspiration," they probably think of artists or musicians. Someone who is inspired is filled with ideas and creativity and can bring those ideas to life.

But inspiration can come from anywhere. It can come from a painting, a song, a movie, or even just a conversation. Anything that touches our hearts or minds can spark inspiration in some way.

And that's what makes it so special - inspiration is personal and unique to each individual. What inspires one person may not inspire another person at all.

So what exactly is inspiration? I like to think of it as a lightbulb moment. It's that moment when an idea pops your head, and you suddenly see things differently. You have the power to change things, to create something new and amazing.

For me, inspiration is about the possibility. It's about seeing the potential in everything and believing that anything is possible. When I'm inspired, I feel like I can do anything. And that feeling is incredibly empowering.

Is Imagination The Same As Inspiration? What is the difference between imagination and inspiration? Imagination seems more about creativity and dreaming, while inspiration seems more about bringing those dreams to life. Imagination is about possibilities, while inspiration is about actualization.

Imagination can be a powerful tool, but it must be combined with hard work and determination to become a reality. Inspiration is what gives us the motivation to turn our imaginations into reality.

I think of inspiration as the light that guides us from imagination to reality. It's that voice inside us that tells us we can do it, encouraging us to keep going when we feel like giving up. And it's a force that can't be denied - once we're inspired, nothing can stop us from achieving our goals.

So what is inspiration? I like to think of it as the bridge between imagination and reality. It's the thing that makes our dreams a reality. And it's a power we all have inside us - we need to learn how to access it.

The Imagination of Others as Inspiration Our world is constantly changing and evolving. Much of that change is due to the innovations of today's generation. But where do those innovations come from? Many of them come from the imagination of others.

The imagination of others has been an inspiration for centuries. It has led to the creation of new technologies, medicines, and even entire civilizations. And it's a power we all have access to - we must learn how to tap into it.

The people who have inspired me most are the ones who never gave up on their dreams, even when things were tough. They were the ones who refused to let their imaginations die. And their passion and determination were infectious - they encouraged me to keep going no matter what.

So what is imagination? I like to think of it as the gateway to possibility. When we tap into our imaginations, anything is possible. We can create anything we want - our imaginations only limit it.

And that's why imagination is so important - because it allows us to dream big, to see the world in a new way. To imagine a future that does not yet exist.

The Imagination of Science Fiction Writers Science fiction writers help us to see the world in a new way and dream big. They have always been at the forefront of imagining new worlds and technologies. From early works like Mary Shelley's Frankenstein to modern classics like 1984 or Minority Report, science fiction has given us a glimpse into the future. And while some of their predictions have come true, others still seem like far-off dreams.

But that's the beauty of science fiction—it allows us to stretch our imaginations and explore what could be. It helps us to question the status quo.

For example:

· Scuba was predicted in "20,000 Leagues Under The Sea" By Jules Verne in 1875

· Aldous Huxley described test-tube Babies in "Brave New World" in 1932

· Robots were first mentioned in "Rossum's Universal Robot" By Karel Capek in 1920

· Cable TV was predicted in George Orwell's book, "1984"

· The internet was predicted in 1898 in a Mark Twain story, "London Times of 1904"

Science fiction is more than just entertainment; it's a way of viewing the world differently. It challenges us to think about what could be and inspires us to turn those dreams into reality. So the next time you feel stuck, pick up a science fiction book and let your imagination take off. Who knows—you might just come up with the next big thing.

The Imagination of Children Children are some of the most imaginative creatures on earth. They see the world in a completely different way from adults. And their imaginations are always running wild.

In many ways, children are the perfect inspiration for us. They remind us to dream big and never give up on our goals. They show us that anything is possible.

I am always amazed by how many ways a child can turn a toilet paper roll into a toy. Or how they can turn a cardboard box into a fort. And their creativity is not just limited to physical objects - they can also create entire worlds in their minds.

When we were children, our imaginations were unlimited. We saw the world as a place of possibilities. But as we grow older, we start to lose that childlike imagination. We become more realistic and grounded in our thinking.

It's not that we stop dreaming altogether - it's just that our dreams become smaller and more attainable. We no longer believe that we can achieve anything we set our minds to.

But what if we could recapture that childlike imagination? What if we could learn to dream big again?

It's not as impossible as it sounds. We can all learn to tap into our imaginations again with a little effort and practice.

How? By hanging out with children and letting their imagination inspire us. And while their imaginations might seem silly or far-fetched to us, they often contain the seeds of great ideas.

The Bottom Line Imagination is a powerful tool we can all use to achieve our goals. It's the bridge between our dreams and reality. And it's a force that can change the world. So never let your imagination die - keep dreaming big and never give up.

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Most people would consider random events a nuisance that gets in the way of their productivity and disrupts their carefully planned lives. However, looking closely, you'll see that random events can be a source of inspiration and innovation.

For example, consider the story of how Facebook was created. According to legend, Facebook was born out of a random event - when Mark Zuckerberg was working on a project for his fraternity, he needed to find a way to get online access for all the members.

Another famous example is the story of Apple co-founder Steve Wozniak. While working at Hewlett-Packard in the 1970s, Wozniak came up with the idea of what eventually became the Apple computer after he attended a random seminar.

So why are random events so inspiring? Part of it concerns that they're unexpected - they catch us off guard and force us to devise new solutions. They also give us a fresh perspective, allowing us to see old problems in a new light. Finally, random events can help us break out of our comfort zone and spark creativity and innovation in ways we never thought possible.

Are Random Events Random? Are random events random? This question has puzzled philosophers, scientists, and mathematicians for centuries. Some people believe everything in the universe is random, while others believe there is a hidden order behind random events.

Interestingly, recent research has shown that random events may not be as random as think. In a study published in Nature journal, scientists found that random events follow specific patterns and are not entirely random.

This discovery is important because it also opens up new possibilities for using what we think of as random events to inspire creativity and innovation. How? That's still something that scientists are trying to figure out.

The bottom line is that random events are still a mystery - no one knows what causes them or what they mean for innovation. However, they remain an essential source of inspiration and creativity, and scientists will continue to explore their mysteries in the hopes of unlocking their secrets.

Being Aware of Random Events Random events can be a great source of inspiration for innovators, but it's essential to be aware of them and understand their potential. Here are some tips for how to do that:

1. Be open to new ideas.

When it comes to random events, you never know what might happen. That's why being open to new ideas and possibilities is so important. You'll miss many opportunities if you're permanently closed off to new experiences.

Being open to new ideas means being open to change. It can be scary, but embracing change can lead to amazing things. When you're open to new ideas, you're also more open to new experiences, which can only lead to good things.

So don't be afraid to try something new. Open your mind and see what happens. You might be surprised at what you find.

1. Stay curious.

Curiosity is the lifeblood of creativity and innovation. By staying curious, we keep our minds open to new possibilities and allow random events to lead to new insights and perspectives. Staying curious also breeds a sense of exploration and excitement, which are essential for keeping our creative juices flowing. So if you want to be more creative, stay curious!

1. Pay attention to your surroundings.

When we pay attention to our surroundings, we open ourselves up to random events and their possibilities. Knowing the people and environment around us can create opportunities for new experiences and friendships. In addition, paying attention to our surroundings allows us to be more present at the moment and appreciate all that is happening around us.

1. Be patient.

Being patient is key when waiting for random events to happen. Sometimes they happen right away, but other times they take time to develop. You never know when the perfect opportunity will come along, so it's essential to be patient and wait for the right moment. When inspiration comes randomly, it's often the most powerful and meaningful. So don't be discouraged if things don't happen immediately - keep waiting and be patient for the next great spark of inspiration.

1. Be creative.

Random events can offer limitless opportunities for creativity and inspiration if you look for them. When something random happens, it's often a sign that something new is also about to happen. Be open to the possibilities and see where the random event takes you. Don't be afraid to experiment or try something new - that's where the real magic of random events can be found. Let your creativity run wild, and see what amazing things you can come up with. The sky is the limit!

Warning: Random Events Are Not Signs Some people might see random events as signs or omens.

Some will use a random event to confirm an idea or innovation they are working on.

This confirmation bias is the tendency only to believe information that confirms our preexisting beliefs or desires. This can be dangerous when it comes to random events and innovation, as it may tempt us to ignore or misinterpret random events that don't conform to our preconceived notions.

This can lead to faulty ideas and solutions and lead us down blind alleys. It's important to be aware of confirmation bias and its dangers and always to be open to new information - even if it contradicts our existing beliefs.

The Internet Was Born Out of Randomness In the early 1990s, Silicon Valley was amidst a major random event - the rise of the internet. This unexpected event led to the development of countless new products and services, including some of the most well-known and successful companies.

The internet was born out of random chance - a series of random events coinciding at the right moment. These random events included the invention of the World Wide Web, the spread of personal computers, and the growth of digital networks.

These random events came together at just the right time to create something extraordinary - a new way for people to connect and share information. The internet has since changed the world, and there's no telling what else it might bring us in the future.

Like Chocolate? Random events are like a box of chocolates - you never know what you're going to get.

When it comes to random events, you never quite know what will happen. They can be exciting and full of surprises, or they can be unpredictable and frustrating. But that's part of the fun - random events are always an adventure. So go ahead and take the plunge. Life is more interesting when we experience random events.

Next time you encounter a random event, don't be annoyed - embrace it! See it as an opportunity to think outside the box and develop something new and innovative. Who knows - your next big idea might just come from a random event!

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Innovation can be classified into two main types: disruptive innovation and radical innovation. Disruptive innovation is an idea that improves upon an existing market by exceeding the needs of a customer base, eventually displacing the old market. Radical innovation destroys the current market and value network, creating an entirely new one.

Another way to think about it is that radical innovations challenge the status quo and create something new. Disruptive innovations are those that make an existing product or service obsolete.

Many believe that both disruptive and radical innovation result from chance or luck. However, there is a lot of evidence to suggest that they result from a specific mindset and approach to problem-solving.

So, what is the secret to consistently creating disruptive and radical innovations?

What is Disruptive Innovation? There are a few key things to keep in mind when creating disruptive innovations. First, it's essential to understand the existing market and value network. Next, you need to identify gaps or shortcomings in the current market. And finally, you need to create something that fills that gap and provides more value than is currently available.

Several famous examples of disruptive innovations, such as the iPhone, disrupted the existing smartphone market by offering a better user experience and more features than the competition. Uber also disrupted the taxi industry by providing a better and more convenient alternative to traditional taxis.

Creating Disruptive Innovation So how can you create your disruptive innovation? Here are a few tips:

1. Study the existing market and identify any gaps or shortcomings. It's no secret that to create disruptive innovation, and you need to do your research and understand the marketplace inside and out. By doing so, you can identify any gaps or shortcomings and work to fill them with your new product or service. Only then will you be able to identify any opportunities for change and capitalize on them.

2. Identify any potential opportunities or weaknesses in the current market. Opportunities and weaknesses can lead to disruptive innovation in a variety of ways. For example, an opportunity may present itself for a new type of business to enter the market, disrupting the status quo. Alternatively, a weakness in one market area may open a new competitor to emerge and take market share.

Either way, it's essential to keep an eye out for opportunities and weaknesses to be prepared to capitalize on them (or defend against them) if they arise. Doing so can help you stay ahead of the competition and achieve disruptive innovation.

1. Prototype your idea and get feedback from potential users or customers. Prototyping is essential to creating disruptive innovation. By testing out your idea and getting feedback from potential users or customers, you can determine whether there is demand for your product or service and make necessary adjustments before investing too much time and money into development.

Feedback from early adopters can be especially valuable in helping you gauge interest and determine what features or aspects of your prototype are most appealing (or not).

1. Launch your product or service and continue to improve and refine it based on feedback from users/customers. Launching your product or service is one of the most critical steps. It allows you to get feedback from users and customers, which can help you improve and refine your product or service. This process enables you to create a product or service that meets the needs of your target market, which can lead to tremendous success.

Of course, there is no guaranteed formula for success, and it's possible that your innovation may not be as successful as you hope. However, following these tips increases your chances of creating a disruptive innovation that could change the world.

What Is Radical Innovation? Radical innovation is about doing things differently to create something new and better. It can be a change to how you do things or a completely novel approach no one has ever tried. Whatever it is, it needs to be something that makes a real difference.

There are countless examples of radical innovation. Here are three:

Google's Search Engine When Google launched its search engine in 1998, it was a radically new way to find information online. Before Google, the only way to find information online was by using directories such as Yahoo! or browsing through websites. Google's search engine changed that by allowing users to type in keywords and find relevant results instantly. This breakthrough helped make Google the world's most popular search engine.

Tesla's Electric Cars Electric cars have been around for a long time, but Tesla's Model S was a game-changer. It was the first all-electric luxury car, showing that electric vehicles could be just as good—if not better — than gasoline-powered cars. Tesla's electric cars have helped change people's thoughts about transportation and spurred other companies to develop their electric car models.

SpaceX's Reusable Rockets SpaceX, a private space company, founded by Elon Musk, has developed a new type of rocket that can be reused. This is a breakthrough because it significantly reduces the cost of space travel. SpaceX's rockets are helping to make space exploration more affordable and accessible, which could lead to significant advances in the field.

As you can see, radical innovation can come in many forms. All these examples have in common that they represent a significant change from the status quo. If you want to create radical innovation, you need to think about ways to do things differently and make a real difference.

Creating a radical innovation is no easy feat, but it's possible. Just look at the examples above. If they can do it, so can you.

Creating Radical Innovation So how do you create radical innovations? Here are a few insider secrets to creating radical innovations:

1. Embrace Failure One of the most important things you need to do to create a radical innovation is to embrace failure. Failure is inevitable when you're doing something new and different. You're going to make mistakes, and that's okay. What's important is that you learn from those mistakes and keep moving forward.

2. Start with a clean slate. That means forgetting everything you know about the status quo and imagining something new. It means having the courage to think big and challenge the status quo. It means having the humility to listen to others and learn from them. And it means recognizing that no one has all the answers but that we can find them together if we're willing to continue learning and growing.

3. Have a vision for what could be. This vision needs to be so compelling that it inspires people to take action and make the vision a reality. A good vision should be clear, achievable, and inspiring. It should also be specific enough to guide the actions of those working to achieve it.

Once you have a clear vision for what you want to achieve, you can start putting together a plan to make it happen. This plan should outline the steps you need to take to achieve your vision.

1. Be Willing to Take Risks To create a radical innovation, you must be willing to take risks. This means being okay with the possibility of failure. You need to be comfortable with uncertainty and not be afraid to try something new.

2. Apply Box Thinking To succeed at creating a radical innovation, you must apply box thinking (inside and outside of the box). This thinking means looking at things from a different perspective and seeing things in a new light. It's about thinking of new ways to create something unique.

3. Be Passionate Creating a radical innovation takes a lot of hard work and dedication. It would be best if you were passionate about what you're doing to see it through. If you're not passionate about your idea, it won't be easy to succeed.

4. Believe in Yourself Creating a radical innovation is not easy. There will be times when you doubt yourself and your ability to succeed. It's essential to believe in yourself and your idea. Remember why you're doing this, and don't give up.

Conclusion Of course, not every radical innovation is a success. Many startups and businesses have tried something new, only to fail miserably. But that's okay — it's part of the process. Those who are willing to take risks and push boundaries ultimately create the most significant changes and make the biggest impact.

So if you're feeling adventurous, don't be afraid to try something new. There's no guarantee of success, but you may create something incredible.

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Science is a powerful tool. It can change the world, improve our understanding of our universe, and help us find new and innovative ways to solve problems. But science is only as good as the data it uses, and bad science can lead us astray.

Over the last few years, I've written several articles and recorded a similar number of podcasts on ethics related to innovation. Just as this is titled Bad Science, we could have titled it Bad Innovation.

In this episode, we explore how to determine whether the science you are reading is accurate or not.

The inspiration for this episode came from an infographic created by Compound Interest (compoundchem.com). I've taken the list of ways to spot bad science and created my descriptions with examples — but all credit goes to @compoundchem.

12 Ways To Spot Bad Science There are many ways to identify bad science studies and articles that publish the results, but here are twelve of the most common. You can protect yourself from being misled by being aware of these red flags.

1) Sensationalised Headlines Sensationalized headlines can be incredibly misleading. They often over-simplify the findings or, worse, misrepresent them entirely. Misinterpretation can lead to bad decision-making on the reader's part and ultimately negatively impact.

It's essential to be discerning when reading science articles and always to consider the source of information. Reputable sources always aim to present accurate information, while less reputable sources may sensationalize information to get more readers/viewers. In the long run, this can muddy the waters and make it more difficult for people to discern what is true.

An example of a misleading sensationalized headline would be the article "A New Drug Can Cure Alcoholism," published by The Sun. The report claims that a new drug called Selincro can "cure" alcoholism, but this is not the case. Selincro is for alcohol dependence, not alcoholism, and it does not cure addiction.

2) Misinterpreted Results Misinterpreted results can often lead to bad science and innovation. Research in the media can be sensationalized or simplified in a way that distorts the actual findings. Simplification can lead to poor decisions being made based on inaccurate information. Therefore, reading the original research to understand what was studied is essential. Only then can informed decisions be made about whether the findings apply to your work.

One example of misinterpreted results would be the oft-cited study that claimed eating chocolate can help you lose weight. Later found to be flawed, and the author had to retract his findings.

3) Conflict of Interest Science often thought of as a purely objective pursuit, is unaffected by the biases and motivations of the people involved. However, scientists are people, and their interests and agendas can influence them. Their agenda is a conflict of interest.

A conflict of interest can distort scientific research and make poor decisions. For example, scientists might be more likely to publish results that support their theory or downplay negative results.

Conflicts of interest can also hurt innovation. Innovators seeking patents or commercial opportunities are less likely to share their findings with others. Lack of information sharing can stifle innovation and prevent the development of new ideas.

Ultimately, it is crucial to recognize that conflicts of interest exist, and we must consider them when evaluating discoveries. It is also essential to have transparent and accountable systems to manage conflicts of interest.

A recent example of a conflict of interest that impacted innovation is the Volkswagen emissions scandal. In 2015, reports surfaced that Volkswagen had been cheating on emissions tests for its diesel cars. Cheating was possible because Volkswagen had developed software to turn off the emissions controls during car testing. The software allowed the cars to pass the emissions tests, but when they were on the road, they emitted more pollutants than allowed.

This scandal highlighted the importance of managing conflicts of interest and showed how bad decisions could happen when scientists are not impartial.

4) Correlation and Causation Science can be misused and abused by exploiting people's confusion between correlation and causation.

Correlation is when two things happen together more often than would be expected by chance. For example, there is a correlation between ice cream sales and murders — when ice cream sales go up, so do murders. But that doesn't mean that eating ice cream causes people to murder others. There could be any number of other factors at work.

Causation, on the other hand, means that one thing causes another. When we say that A causes B, it means that A always comes before B— and that changing A will change B. For example, we know that smoking causes cancer because smokers are more likely to get cancer than non-smokers. Changing the amount of smoking will change the amount of cancer.

When two things appear correlated, it's important not to jump to conclusions and assume that one thing is causing the other. Without doing proper research and testing, bad science can result. So next time you hear about some scientific study that seems too good to be true, be skeptical!

Using scientific studies to sell products is one commercial example where correlation and causation can mislead the public. A study that shows a correlation between a product and a positive outcome can persuade people to buy the product. But without knowing the full details of the study, it's hard to tell if the product caused the correlation.

For example, numerous studies show a correlation between eating breakfast and being thinner. So, many companies have started selling breakfast foods to help people lose weight. But does eating breakfast make you thinner? It's hard to say because there are many other factors at work. Maybe people who eat breakfast are more likely to be thinner overall or more likely to exercise in the morning. It's difficult to say for sure what's causing the correlation.

5) Unsupported Conclusions Bad science can often come from unsupported conclusions. When a study jumps to a conclusion without proper evidence, it can be misleading and cause further bad science. This is because people may get the wrong idea about the study and try to build on that misconception. In some cases, this can even lead to injury lawsuits by bad information based on bad science.

Therefore, studies must be very clear on what their evidence shows and what conclusions are still speculative. Clear studies allow people to understand the research better and prevent bad science from spreading further.

One recent example of bad science based on unsupported conclusions is the case of Theranos. This company claimed to have developed a new way to test blood requiring much less than traditional methods. However, after multiple retractions of their studies, revealing that their technology didn't work. The revelation led to massive financial losses for investors and patients who trusted the company.

Others attempting to follow in their footsteps found themselves back at the drawing board, wasting time and resources on something that wasn't possible. This is just one example of how bad science can have far-reaching consequences.

6) Problem with Sample Size Small sample sizes can lead to bad science for several reasons.

First and foremost, when the sample size is small, it's more likely that the data will not represent the population. This means that any conclusions drawn from that data may be inaccurate.

Additionally, small samples have less statistical power, meaning they're less likely to detect differences between groups or to identify significant results. This can lead to bad science in two ways: if researchers incorrectly conclude that there is no difference between groups and falsely deem a result statistically significant when it's not.

Finally, small sample sizes can increase the chances of type II errors (false negatives), which means publishing bad science because of a missed true effect due to the small sample size. These issues caused by small sample sizes can lead to faulty conclusions and bad science.

One recent example of a research study based on a small sample size that leads to bad science is a study on the effect of fluoride on children's intelligence. The study had a very small sample size, and as a result, the authors could not detect any significant difference between the fluoride and placebo groups. This led to bad science, as the authors incorrectly concluded that fluoride does not have an impact on children's intelligence.

7) Unrepresentative Samples Used Unrepresentative samples are often used in bad science experiments, leading to faulty conclusions.

Using a non-representative sample makes it much easier to obtain the results you're looking for because the data is guaranteed to be biased. Bad science perpetuates itself when this happens, and we often can't trust any scientific findings. For example, a study that claims salt is terrible for your health might be from 1a sample of people who already have health problems. The study would give the impression that salt is bad for everyone when it might only harm people with certain conditions.

If we rely on these studies to make decisions about our health, we could be doing ourselves a disservice. It's, therefore, important to always look at the methodology of a study before accepting its conclusions as fact. Only by doing so can we avoid being misled by bad science.

8) No Control Group Used The lack of a control group might doubt the results of an experiment. It's critical to compare the outcomes from test participants who received the tested substance to a control group that didn't receive it in clinical trials. This process allows researchers to see whether the drug made any difference.

Random allocation of groups is also crucial to minimize bias. In experiments, it's important to have a control test for controlled variables, allowing researchers to isolate the effects of a single variable.

Perhaps the most famous example of bad science without a control group is the case of thalidomide. The marketed sedative for pregnant women in the 1950s and 1960s revealed that the drug caused severe congenital disabilities in thousands of children.

9) No Blind Testing Used By not blinding the test, researchers can introduce bias into the study. Lack of blind testing can happen in different ways, such as researcher bias, subject bias, and observer bias.

Researcher bias happens when the researcher has a preconceived notion about the study's outcome and influences how it is conducted or analyzed.

Subject bias is when the subject knows which group they are in and alters their behavior. For example, if someone knows they are in a test group using a new drug treatment and feels better than those in the control group, they may believe that the drug worked when it didn't.

Observer bias is when someone not involved in the study (e.g., a friend or family member of one of the participants) knows which group a participant is in and reports on their behavior differently based on that information.

These biases can lead to inaccurate findings and conclusions in scientific studies. This can have far-reaching consequences, using bad science to make recommendations or decisions about treatments, policies, etc. It's, therefore, important that scientists use a blind test whenever possible.

One example of not using a blind test that caused future bad science is the Tuskegee syphilis study. In this study, 399 black men with syphilis were left untreated so researchers could study the progression of the disease. Even after it was discovered that penicillin could cure the disease, the study continued for another two years. This study's lack of a blind test led to biased results and further bad science.

10)Selective Reporting of Data Regarding scientific research, the data collected should be unbiased and interpreted relatively. However, sometimes bad science is caused by researchers selectively reporting data. They review the data that supports their conclusion and ignore any information that does not. This can cause incorrect judgments and assertions.

One way to avoid this issue is always to present all the data collected, regardless of whether it supports your findings. This will help ensure that other researchers can interpret and analyze the data and reach their conclusions. It is essential to be open and transparent about your research methods and results so that others can evaluate them for themselves.

A recent example of bad science caused by selective data reporting is the paper "The Mismeasure of Man" by Stephen Jay Gould. In this paper, Gould argues that intelligence tests are biased against certain groups of people, such as women and minorities. However, later research has shown that Gould selectively reported data to support his conclusions. For example, he ignored evidence that showed no significant difference in test scores between men and women.

11)Unreproducible Results When research is not reproducible, it becomes difficult to verify the findings, which can create doubt about the entire study. This can lead to bad science, as scientists may accept bad data as fact. In short, reproducible research is essential for good science, and when research is not reproducible, it can lead to a variety of problems.

One recent example of a retracted study that could not be reproduced is the infamous "South Korean stem cell study." Researchers claimed to have created stem cells in this study using a new method, but other scientists could not reproduce the results. As a result, the journal that originally published the study retracted it.

12)Non-Peer Reviewed Material The importance of using peer-reviewed studies cannot be overstated. Using these studies, researchers can be sure that the information they are getting is accurate and reliable. Studies that have not been peer-reviewed may be flawed and thus unreliable. This can lead to bad science and inaccurate information being spread. Peer review is a critical step in the scientific process and helps to ensure that only the best, most accurate information is published.

There has been a recent rash of peer-reviewed studies and later retracted. It is not a perfect system, but it is our best. To avoid bad science, researchers should always look for peer-reviewed studies.

One example of a study that was peer-reviewed but later retracted is the infamous study on climate change by Dr. Michael Mann. The study, published in 1999, purported to show a correlation between climate change and the increase in global temperatures. However, the study was later retracted after it was revealed that the data had been manipulated.

These kinds of retractions of peer-reviewed studies put all other studies into question. It is hard to know which studies to trust when bad science like this makes its way into the peer-reviewed process.

Good Science versus Bad Science Science is a process of exploration and discovery. When bad science occurs, it can cast doubt on all the findings of that study and the entire scientific process. However, we can avoid being misled by these studies by being aware of the signs of bad science. We can also help to ensure that good science is not tainted by bad data.

It is important to remember that science is an ever-evolving process. The retracted "South Korean stem cell study," for example, may have been flawed, but it led to discoveries about stem cells that could not have been made otherwise. In this way, even bad science can be valuable in helping us learn more about the world.

We should not give up on science just because of bad science; instead, we should use bad science as a learning experience and continue to explore and discover new truths about the world around us.

Let's work together to recognize and reward good science while calling out bad science so that we can ensure the best information in which to make informed decisions.

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No one can predict the future, but that doesn't mean we can't prepare for it.

We'll explore the concept of black swan innovation and discuss how leaders can respond to these events when they occur. We will also look at some examples of black swan innovations that have profoundly impacted society. Leaders can minimize the negative consequences of these unpredictable occurrences by understanding what a black swan event is and how to prepare for it.

So, What is a Black Swan Innovation? A Black Swan innovation is an unpredictable event or occurrence that changes the course of an industry or business. It is something that no one could have ever predicted and can completely overturn the status quo.

The term "black swan" comes from the idea that black swans are events or occurrences that are so rare that they are almost impossible to predict. The black swan was given its name because all other swans were white before being discovered in Australia. Consequently, the bird was thought of as an impossibility.

The Black Swan Nassim Taleb popularized the term in his book, The Black Swan: The Impact of the Highly Improbable. In his book, Nassim discusses the idea of black swan events and how they can majorly impact businesses and industries. He argues we should not focus on predicting these events but be prepared for them when they occur.

Taleb believes we should not prioritize past data when making predictions, as this data may not indicate future outcomes. Instead, it is crucial to focus on the present and future rather than the past.

Hindsight Risk Hindsight claims of having seen a black swan can be misleading because they can lead to inaccurate assessments of the probability of an event. For example, if someone says they saw a black swan before it happened, it could give a false impression that the event was more likely than it was. The event could lead to people making decisions based on inaccurate information.

How To Prepare for Black Swan Events Leaders should always be prepared for the unexpected, including being ready for black swan events. Before a black swan occurs, leaders should ensure accurate information about the probability of a range of events happening. This information can help them make sound decisions in the face of a black swan when it happens.

Leaders should have a plan in place for how to respond to a black swan. This plan should include contingencies for various potential scenarios. By being prepared, leaders can minimize the negative consequences of a black swan event.

Leaders should be prepared for many different types of black swan events. Some examples include:

Natural Disasters A natural disaster is a catastrophic event caused by natural phenomena such as floods, hurricanes, earthquakes, or tornadoes.

Financial Crises A financial crisis is when the value of financial assets collapses, leading to a liquidity crisis and often a recession.

Political Unrest Political unrest is when social order is disrupted due to protests or civil unrest.

Technological and Innovation Disruptions A technological disruption is an event that occurs when a new technology is introduced that disrupts or replaces the status quo entirely.

By being prepared for these and other types of black swan events, leaders can minimize the negative consequences that these events can have on their organizations.

Examples of Black Swan Events Some past examples of black swan innovation include:

Printing Press Before the printing press, books were hand-copied by scribes, which was a slow and expensive process. The printing press allowed for books to be printed in large quantities, which made them more affordable and allowed for more people to access them. The printing press led to a period of rapid intellectual growth and helped to spread knowledge throughout the world.

Electricity Before the discovery of electricity, people relied on candles and other forms of light. Electricity allowed the development of new technologies such as light bulbs, radios, and televisions. The discovery led to a period of rapid technological growth and helped improve many people's quality of life.

Internet The internet has allowed for the exchange of information and ideas on a previously unimaginable scale. It has also allowed for the development of new technologies, such as social media, which has revolutionized how people interact. Additionally, the internet has made it easier for people to access information and has led to a period of rapid economic growth. By allowing for the exchange of information and ideas on a global scale, the internet has had a far-reaching impact on society that is difficult to overestimate.

Each of these inventions was a game-changer that completely disrupted the status quo. They were all considered impossible until they happened, and they each profoundly impacted society.

Responding To A Black Swan Event If a leader is suddenly faced with a black swan event they did not prepare for, there are several steps they can take to minimize the negative consequences.

1. Assess the situation and gather as much information as possible. This information can help make informed decisions about responding to the event.

2. Develop a plan for how to respond to the event. This plan should include contingencies for various potential scenarios. By being prepared, leaders can minimize the negative consequences of a black swan event.

3. Communicate with their team and stakeholders. Open communication is essential during a crisis. Leaders should keep everyone updated on the situation and let them know what steps to address the issue.

4. Focus on maintaining calm and order, which can be difficult during a chaotic event, but it is essential to maintain control. Leaders should provide clear instructions and expectations to their team and be available to answer questions and address concerns.

5. Take the time to review the situation after it has passed. Reviewing can help one learn from experience and adjust plans for future events.

While there is no way to predict or prepare for every possible black swan event, leaders can minimize the adverse effects of these events by being prepared and taking quick, decisive action when they occur.

Not If But When It is not if a black swan event will occur, but when.

Black swan innovation is like a tidal wave — it is unpredictable, but it can cause a lot of damage when it hits. However, leaders can minimize the negative consequences if they are prepared for black swan events. By being proactive and staying calm under pressure, leaders can help their team weather the storm. In the aftermath, taking the time to review what happened and learn from the experience is crucial.

As Nelson Mandela once said, "I never lose. I either win or learn."

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Previously on the show, we discussed the failure of innovation journalism in the modern day. To combat the failure of innovation journalism, we are launching The Innovators Network (TIN).

Founded upon the belief that innovation is essential to addressing the world’s most pressing problems, The Innovators Network wants to empower readers and inspire them to become agents of change. We will provide them with the information needed to make informed decisions around innovations.

Innovation Journalism We believe that excellent innovation journalism should be three things:

• Solution-oriented - Telling the whole story behind an innovation while sharing the problem the solution will solve.
• Human-centered - Focused on the people behind the innovation and how it affects their lives.
• Actionable - Providing readers with the information they can use to make decisions in their own lives.

What’s New? The Innovators Network’s content will sport a variety of topics, including but not limited to: health care, transportation, energy, education, food, manufacturing, and information technology.To ensure the quality of our content, we have already attracted support from leading contributors such as Emmy Award-winning journalist Kym McNicholas. All my content will now be available on The Innovators Network. Our network of external contributors will now include journalists, analysts, industry experts, and thought leaders from various organizations. This change allows us to provide comprehensive and accurate innovation coverage.

TIN Digital Content Platform The digital content platform has three main components:

1. The Innovators Networkwebsite features original and syndicated articles, interviews, videos, and podcasts on innovation.
2. A weekly newsletter will bring the best innovation content to your inbox.
3. Social media accounts such as Twitter, Facebook, Instagram, and LinkedInwill provide essential updates on innovations.

The TIN website launches today, so check it out! Watch out for the weekly newsletter sent out in the following weeks. You can sign up at the bottom of the TIN website. The social media accounts are already active.

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You need to be known as an inventor to attract the industry and make money from your ideas. The more successful you are as an inventor, the more people want to do business with you. I’ve discovered that submitting ideas to competitions and sharing work on social media are the best ways to build your reputation.

Submitting your ideas to competitions exposes you to a broad audience while showing them you are a serious inventor. Sharing your work on social media gives you credibility in the eyes of potential customers and clients. Making money from your ideas can be daunting, but it is possible. You can increase your chances of success by following the steps outlined below.

Common Inventor’s Mistakes 1. Not Taking Action Ideas are worthless unless you execute them.

1. Not Protecting Your Ideas File for a patent or copyright for your idea before sharing it, so no one else claims it.

2. Not Marketing Your Idea Create a website, write a blog, and use social media to increase the chances of monetizing your idea.

3. Not Being Persistent Successful monetization of your idea requires persistence.

4 Steps to Idea Monetization 1. Validate that there is a market for your idea. Research companies that produce similar products or services to identify if there is demand for your idea.

1. Talk to people in your chosen market. Ask for feedback on your idea.

At this point, you have two choices:

Work with a company specializing in licensing and monetizing ideas or create a company around your idea.

If you choose to create a company around your ideas, then:

1. Create a prototype. Prototyping will help you further validate your idea and give you something to show potential investors.

2. Find investors. Negotiate a deal and start working on making your idea a reality.

Using an Invention Firm Invention firms can help you protect your idea, market it, find investors, and turn it into a reality. If you choose to work with an invention firm, ensure you do the following:

1. Make sure you understand the terms of the agreement. 2. Be cautious of companies that require upfront fees. 3. Do your research. 4. Get everything in writing. 5. Be prepared to give up some control. InventRight is a reputable firm that has helped many inventors get started with making money from their ideas. They also have a robust YouTube channel for inventors. We had Stephen Key, the founder, and CEO of InventRight, on the show back in April.

Note: This is not a sponsorship or endorsement. I have not used their services for any of my ideas. They have impressed me with the breadth and depth of the ideas they have monetized.

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Procrastination is a thief of potential, time, happiness, and success. Innovators often don't realize they are procrastinating because of how many projects they start. While innovators start innovations, they fail to launch them.

Failure to launch is one of the most insidious forms of procrastination. In innovation, you will get your next position or project based on your portfolio, not your resume. It's all about the execution. If you are interested in looking at a small sample of my portfolio, you can hop over to Techtrend.

FIRE - Execution Stage The FIRE innovation framework is a great way to avoid the trap of starting but not completing.

The key is to move from stage to stage in the framework until you've launched your innovation.

People procrastinate the most in the execution stage.

In the execution stage, things can get messy, but avoiding it is no excuse. As innovators, we tend to compare our ideas to others and want to launch something perfect. Perfectionism is one of the biggest roadblocks to creative output. Don't let the fear of failure block your chances of success.

Anti-Procrastination Tips for Innovators 1. Focus on one innovation. Your focus will increase overall productivity as you will unlock the room for more innovations.

1. Set a deadline. Setting intermediate deadlines for each task allows you to reach goals effectively. "The difference between a dream and a goal is a deadline." - Harvey Mackay

2. Find an accountability partner. A partner should be someone who keeps you on track and is supportive while offering honest feedback.

3. Break it down into smaller steps. Consider using an agile innovation process that breaks down a project into short iterative cycles.

Check out our podcast on The 7 Essential Ingredients of Agile Innovation.

1. Focus on your why. Your why is the reason or your motivation for working on a particular project. If you can keep this in mind, it will help you push through the difficult times.

2. Celebrate your wins. Celebrating each accomplishment will help you keep your focus and motivation high.

Achieving Innovation Success Regarding innovation, it's important to remember that Rome wasn't built in one day.

Your first try will probably fail, and that is ok. It takes hard work, focus, and determination to be successful. If you follow the steps outlined, you'll be well on achieving your innovation goals.

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Innovation journalism is one of the essential types of journalism in the modern world. Journalists must explain and communicate these changes when innovations and ideas emerge to the public. Innovation journalism is currently in a state of crisis, as science and technology reporters only make up a small percentage of reporters in American newspapers. Despite this fact, according to a Pew Research Center survey, more than half of Americans say they want more news about science and technology. To truly understand and grapple with our changing world, we need journalists willing to provide real insight into emerging innovations.

The Problem: Lack of Innovation Understanding Journalists and media platforms often sensationalize innovations to increase traffic while showing prejudice towards ones they don't like. Sensationalism can distort public understanding of potentially transformative innovations, promote misinformation, and distort policymaking. Innovation journalism should be about exploring the implications of innovations and ideas while shining a light on the people making them happen.

Theranos: An Innovation Journalism Failure The media hailed Theranos as an exciting new technology that could revolutionize the blood testing industry. Theranos' CEO, Elizabeth Holmes, was often described as the "youngest self-made billionaire," Time Magazine referred to her as "The next Steve Jobs." Eventually, The Wall Street Journal revealed that Theranos was misleading investors and patients about its technology.

Forced to shut down, Elizabeth Holmes was convicted on multiple counts of fraud. The lesson from the Theranos story is that innovation journalism needs to be more than just positive coverage of new technologies. It needs to be willing to ask tough questions and investigate claims made.

Guidelines of Good Innovation Journalism Here are eight guidelines of good innovation journalism discussed in the podcast:

1. Avoid Hype
2. Seek Diverse Perspectives
3. Consider the Implications
4. Go Beyond the Press Release
5. Verify The Claims
6. Be Transparent About Your Sources
7. Disclose Conflicts of Interest
8. Label Opinions as Such

The Future of Innovation Journalism If innovation journalism is to have a future, it must do several things.

1. It must move away from its current focus on gadgetry and startups.
2. It must embrace its role as a critical and informative force in society.
3. It must also provide context and analysis, not just hype.
4. It must ask hard questions and hold those in power accountable.

Only then will it be able to fulfill its potential truly. Otherwise, it risks becoming nothing more than a buzzword or an empty promise. Having accurate, transparent, and unbiased reporting on innovation can empower individuals, organizations, governments, and society to bring about positive change.

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Joy is a feeling of great pleasure and happiness. Many things can prevent us from enjoying our lives and our work. Finding ways to deal with these challenges is crucial, so they don't take away our happiness. Innovation is all about creating new things and solving problems.

Being a part of successful innovation adds joy to your life. That joy has motivated me for 40 years of my career in innovation. It can be gratifying if you're able to make a difference in the world through innovation.

What Brought Me Joy of Innovation In 1986, I led the development of one of the first biometric security devices, a fingerprint reader for a company called ThumbScan. Eventually, a company out of Stockholm acquired ThumbScan. Delivering something nobody thought could ever invent excited me and made me want to repeat it.

Next, I worked on a supercomputer project at the University of Illinois at Urbana Champaign. There was a researcher that had developed the concept of massively parallel supercomputers. The processing architecture was called MISC, which drove a lot of interest when we developed it. Ultimately, it got acquired by Atmel. It was exciting to see something we'd worked on for so long and so hard become real. The excitement gave others also brought me joy. Again, this joy motivated me to continue the process.

Finding Joy of Innovation At Work Many things can take the joy out of innovation. While finding joy in your work is hard, making a few changes in your mindset is possible. Here are a few tips that I've applied over my career:

1. Make a list of things you love at your job

A list can help you remember why you chose this career in the first place

1. Set small goals for yourself and celebrate when you reach them

Goals can help give you a sense of accomplishment rather than waiting for the big win. I believe in utilizing Objectives and Key Results (OKRs).

1. Find a mentor or role model who loves their work

A mentor can give you a different perspective and encourage you

1. Take a break when you're feeling overwhelmed

Breaks can help you clear your head and come back to your work refreshed

1. Talk to your friends and family about your work.

Get those close friends and families who will tell you the truth and have your back when you need them.

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Innovating with Nanobots - What You Need to Know S18 Ep21

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Process innovation is the implementation of new or significantly improved processes to achieve tangible outcomes. There are two types of processes: operational and managerial. Operational processes seek to improve efficiency through streamlining activities and eliminating production waste. Managerial processes strive to enhance the effectiveness of a process by improving coordination and decision-making. Redesigning the process’s structure or improving its activities can help in both process types.

Increasing departmental collaboration, creating a culture of experimentation, and utilizing data analytics help improve it. Constantly monitoring and refining an innovation process ensures businesses are always at the forefront of market trends and can create successful products.

Why is Process Innovation Challenging? Process innovation involves change, which people don’t typically like. It also requires a clear understanding of the process and areas of improvement. To achieve this, try breaking down the process into small parts, diagraming it, reordering it, or seeking help from an expert such as Techtrend. An implementation plan is needed to implement a business process innovation successfully.

5 Benefits of Process Innovation 1. Reduced waste and costs Businesses can reduce waste by developing new methods or technologies to carry out activities more effectively.

1. Improved efficiency Process innovation allows organizations to carry out activities more effectively, which reduces the time required to complete those activities.

2. Increased production capacity The creation of more efficient processes can result in higher work handling.

3. More affordable products or services Increasing efficiency can lead to lower costs and passed on to consumers at lower prices.

4. Greater customer satisfaction When products or services meet the customer’s needs, customer satisfaction and loyalty also increase.

Example: The Ford Assembly Line The Ford assembly line increased efficiency and allowed for mass production. It also helped to reduce the cost of manufacturing cars, making them more affordable for consumers. Some call this a product and process innovation in a highly competitive business environment.

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Chunka is passionate about changing the world by thinking through future problems. He loves to ponder what is possible in the future, given the exponential growth we are experiencing now. As innovators, we forget to consider our innovations' unintended consequences.

Chunka says innovators also don't think enough about the intended consequences. His latest book, A Brief History of a Perfect Future, asks what would be crazy not to have, given the current capabilities. It goes on to share how society can work to design a better future intentionally. It's a different way to look at how we innovate, not just for social good but for business good as well.

A Brief History of a Perfect Future Much of Chunka's new book is helping people think outside of the box. The book does a great job of actively motivating people to think differently to make a better future. We have incredible tools that act as amplifiers to our choices. Advanced solar and renewable energy, transportation, etc., act as building blocks. We can use these capabilities to help with problems such as healthcare and poverty. So much more can be done, but it all starts with a long-term mindset.

Pressing Problems According to Chunka, the climate is one of the most pressing issues. With the available capabilities, it would be crazy if we didn't mitigate the worst effects of climate change by 2050. To do this will require a combination of individual, corporate, and government action.

How You Can Make a Difference Leaders can look for business opportunities that address long-term problems. Consumers can make an impact through what they buy and don't buy. Investors can enable companies to make significant impacts. Employees can bring their talent to impactful organizations. We can all play an active role in designing a perfect future where real change happens. Aim for the future and treat it as an opportunity.

About our Guest: Chunka Mui Chunka Mui is a popular guest speaker, futurist, and innovation advisor. He is the author of 5 books on strategy and innovation, including, most recently, "A Brief History of a Perfect Future: Inventing the World We Can Proudly Leave Our Kids by 2050."

Check out Chunka's Linkedin here and his website here.

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Outsourcing innovation is an exciting way to increase innovation competitiveness. Utilizing organizations like an innovation agency can allow firms to focus on other business areas. The results are increased efficiency, improved quality, faster innovation implementation, reduced innovation risk, and increased flexibility.

Outsourcing innovation can be a powerful tool to help companies speed up their growth. By understanding the risks and challenges, companies can set themselves up for success.

5 Outsourcing Models 1. Project-Based Innovation Useful for specific projects, specialized skills, or testing out new relationships.

1. Joint Venture for Innovation This collaboration can benefit companies wanting to share the risks and rewards associated with innovation.

2. Innovation Strategic Alliance. Beneficial for companies wanting to combine resources and ideation expertise to create a competitive advantage.

3. Innovation Licensing Agreement. Agreements allow access to another company's technology or expertise.

4. Innovation by Acquisition. Allows companies to add innovation capabilities or enter a new market quickly.

Innovation Outsourcing: Successes and Failures In Apple's work with Foxconn, it outsourced its product manufacturing. The outsourcing allowed Apple to focus on design and development, while Foxconn created innovations to produce the products. As a result, Apple could bring new products to market quickly and efficiently.

On the flip side, BlackBerry's work with TAT failed. TAT was supposed to take over UI/UX development, helping recapture market share from Apple and Android. TAT and Blackberry could not develop an operating system fast enough to keep up with the competition. BlackBerry lost market share, and both companies had to fire staff.

Keys to Successfully Outsourcing Innovation 1. Have a clear understanding of what the company wants to achieve. 2. Have a strong relationship and be able to work together effectively. 3. Ensure companies can trust each other. 4. Ensure both parties are willing to invest the necessary time and resources. 5. Look for companies with a proven track record of innovation. 6. Understand the company's business model and how it aligns with yours. 7. Understand their capabilities, including strengths, weaknesses, tools, and processes. 8. Understand their team's culture and skills.

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Design plays a vital role in our lives and is ever-evolving. In the past, it meant designing or planning something. In the early 1800s, the term was synonymous with art, and in the late 1900s, it referred to creating products or services. Over time, design has gone from being a specialized field tied to specific design movements to a more holistic approach. Now, it's a way of thinking that considers the entire design process from start to finish. In today's rapid and ever-changing world, businesses need constant innovation. This is where design thinking shines through.

What is Design Thinking, and Why is it Important? Design thinking is a process that allows the design of products, services, and environments to be developed in an iterative design cycle with continuous feedback. It helps designers create innovative solutions by applying constraints like time and money.

Solving for constraints is an iterative process of design, testing, and refinement called the "design thinking cycle." Innovators use this process to create solutions no matter the constraint. It focuses on a user-centric approach used in many fields. Design thinking is an adaptable process that can design for changing needs.

5 Skills Needed for The Design Thinking Process 1. Creativity Creativity allows designers to develop new ideas and find innovative solutions to problems.

1. Problem-Solving The design thinking approach, based on the idea that there is no one right solution to a problem, is vital to come up with multiple possible solutions.

2. Critical Thinking In design thinking, designers need to think critically to determine great ideas with practical solutions.

3. Collaboration Designers need to collaborate to brainstorm and come up with the best possible solutions.

4. Communication Designers must communicate effectively to share ideas, get feedback, collaborate, and explain ideas to management and stakeholders.

The Future of Design Thinking and Innovation 1. Healthcare: Healthcare design can improve patient safety, increase access to care, and reduce costs.

1. Education: Design can improve student learning by making it more accessible, enjoyable, and affordable.

2. Transportation: Design innovation in transportation can improve safety, reduce congestion, and increase efficiency.

3. Technology: One of the main goals of design in technology should be a human-centered design to improve usability.

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The science of creativity has many theories and ideas that seek to explain it. New approaches and models are constantly emerging, which provide some insight but are not exhaustive. One theory suggests that creativity combines cognitive processes, including knowledge, imagination, etc. However, proof shows that experts and those with fresh eyes can often be creative in the same area.

Creativity Models The four-phase model comprises the following phases: preparation, incubation, illumination, and verification. The preparation consists of gathering information and materials, developing a plan, and finding inspiration. Incubation is utilizing deep thought and focus on developing the idea. Illumination is where the idea's potential is visible, and the execution around it is understood.Verification consists of evaluating the worth of the idea to those working on it and those it will impact.

The creative abilities model outlines five creative abilities: fluency, flexibility, originality, elaboration, and synthesis. Fluency (ideation) is the ability to produce several rapid ideas, allowing for exploration and experimentation. Flexibilityallows people to adapt to new situations and environments. To measure originality, compare your idea to existing ideas, research patents, etc. Elaboration is taking an initial idea and making it more comprehensive and complex. Synthesis is taking ideas and concepts from different sources and combining them into something new.

AI and Creativity Some people believe that AI could eventually become creative. Because there is no absolute definition of creativity, it's difficult if this will come true. In the meantime, researchers are working on ways to make AI more creative, such as by developing algorithms that can better identify and combine novelty and usefulness.

Creativity and Mental Illness People correlate creativity with mental illness because many creatives have spoken about their mental illness struggles. Some studies have found links between specific mental illnesses and increased levels of creativity. The currently available evidence does not support the myth that creativity and mental illness are linked.

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Chronic innovation critics are people and processes that kill new ideas before they can thrive. They prevent you from trying new things and learning from failures. The criticisms may result in your organization getting stuck in its current state. Innovation critics love to point out why an idea will fail. These people are often the ones who have been with the organization the longest and are the most resistant to change. All organizations need people to push back and challenge ideas because it improves them. The key is to combat them with specific, objective, and actionable criticism.

Four Reasons Innovation Critics Kill Ideas 1. The Ego Response “Oh, I already thought of that a long time ago.”

“Somebody else has already come up with that idea.”

Your idea makes these people feel threatened, but you can strategically turn things around. Appeal to their ego by infusing any feedback they give into your idea pitch to gain their support.

1. The Fatigued Response “You’ll never get approval.”

“We tried that before.”

Innovation critics are often burned out from having their innovations rejected. The key is to find a way to demonstrate that your idea will not play out their worst fears about repeating past experiences.

1. The No-Risk Response “Not enough return on investment.”

“We can’t afford that.”

Some innovation critics fear risk as it can negatively affect their careers. Get them comfortable with risk by breaking your innovation into smaller steps.

1. The Comfort Response “We’ve always done it this way.”

“Our customer likes it this way.”

These critics may have outdated thinking about what success looks like. It’s up to you to convince them that what makes up success may well have changed.

The Intent of The Criticism With each of the four responses to your ideas, these critics can be constructive or destructive. These will be dependent on their intent and how feedback is received. Identify which of these responses you typically get, and then try to understand their motivations. If people tend to dismiss your ideas, try to explain your vision in more detail or share data supporting your case.

To overcome chronic innovation critics, encourage a diversity of perspectives, make it safe to fail, and reward innovation. This action will help to create a culture of innovation within an organization.

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Innovation storytelling helps capture people’s attention and connect with them on an emotional level. This connection is what allows you to get your message across in a way that is both memorable and meaningful, leading to lasting change.

In an organization storytelling can help build an innovation culture, inspiring people to ideate and take action. Additionally, it can help create a sense of community and collaboration. Storytelling can also attract support such as funding or partnerships. There are two types of storytelling: origin stories and innovation stories. An origin story typically tells the story of how a company or product came to be, while an innovation story focuses on a specific new idea or invention.

At Techtrend, innovation storytelling is an integral part of the innovation process. Teams use storytelling to prototype and test new ideas with customers and users, and to communicate innovation results internally. As a result, people get excited and are more likely to be committed to the innovation’s success.

7 Tips for Successful Innovation Storytelling 1. Finding a great story that highlights the innovation Identify key points of the story and write in a way that hooks readers from beginning to end.

1. Make sure the story is interesting and engaging To do this, you need to find an interesting story that highlights the innovation and is done so authentically.

2. Communicating the story clearly and concisely To do this, you must understand the different elements that make up the story. Present drafts, early versions, and the final draft to test audiences, colleagues, and friends, to collect feedback.

3. Make sure the story is relevant to your audience To keep things relevant, you must understand the audience’s interests, concerns, fears, and hopes. Once you know that, you can frame the story in a relevant and interesting way.

4. Create authentic stories Authentic storytelling needs to be true to the storyteller’s or audience’s current and future experiences.

5. Keep the story concise Keeping things concise gets your point across quickly and effectively.

6. Using innovation storytelling is just one part of a larger communications strategy Successful companies know that storytelling is one of the most powerful ways to connect with customers and inspire their teams. Storytelling can help your company stand out from the competition and be seen as a leader in your field.

Techtrend has years of experience creating successful storytelling campaigns for a wide range of clients, as well as tools and resources to distribute the story. If you’re looking for a company that can help you with your innovation storytelling in a powerful and impactful way, contact us at hello@techtrend.com.

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We are joined by Craig Leddy of Interactive TV Works to discuss innovation in the media industry.

Innovation in Media and Entertainment Most people don’t think of the media industry as a driver for innovation. People tend to overlook the fact things like cable TV took decades to get to where it is today. In the media and cable industries, the process behind the technologies tends to get overlooked. People look at pioneers such as Ted Turner and think they were overnight successes. These things took time and tons of effort, and there were many unsung heroes along the way. While there are big players such as Comcast, Spectrum, etc., there are still many small cable operators out there. These companies are building out fiber and working hard to close the digital divide. Although not as large as before, the entrepreneurial spirit is still alive and well in the cable industry.

The Two Dimensions of The Digital Divide COVID-19 opened people’s eyes to the two dimensions of the digital divide: availability and affordability. Major companies, along with the Whitehouse and SEC, just agreed to create a broadband offer at an affordable price. While these companies in the cable industry compete, they collaborate when it is the right thing to do. For eleven years, Craig has run the Interactive Case Competition with graduate-level students. The competition presents real-world challenges to students and brings in industry experts to guide and coach them. The last competition focused on figuring out how to motivate people to connect once broadband is widely available and affordable. The winning team from Drexel University created a plan where households with students could get more broadband at an affordable price. This competition, along with the CableLabs 10G Challenge, is a great way for innovators to help improve impactful technologies.

Consumer Security and Privacy Concerns Security and privacy are key issues in the tech world today, for individuals and corporations alike. Many companies have no choice but to put up big safety walls to keep them protected. Whether you are a large or small company, security is a problem you must deal with. On the other hand, individuals have more freedom to ignore these worries. With all the ransomware headlines popping up these days, some people feel safer offline. There will no doubt be people who aren’t trusting of broadband once it is widely available. It will be interesting to see how companies present broadband to those who have never been online.

About Our Guest: Craig Leddy Craig is a leading authority, writer, lecturer, research analyst, and historian on the cable industry, broadband, interactive media, television, digital technology, and wireless. Craig serves as the Founder, President, and Senior Market Analyst at Interactive TV Works, a consultancy based outside New York City. Craig has more than 30 years of business and tech writing experience, previously including top editor positions with Electronic Media and Cablevision Magazine and columnist for Multichannel News. He was inducted into Cable Pioneers in 2020.

To connect with Craig, check out his LinkedIn here.

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Today’s show will be a commencement speech I virtually gave on the biggest barrier to innovation.

What is the Biggest Barrier to Innovation? Fear is defined as an unpleasant emotion caused by the belief that someone or something is dangerous and likely to cause pain or a threat. For humans, fear tends to build on itself. Fear stands for false evidence that appears. Our brains can take "false evidence" and twist it into the worst potential outcome, making it "appear real". This occurs as we strive for perfection, whether as an employee, spouse, leader, parent, or in this case, a student. The reality is that nobody is perfect, and failure is an unavoidable part of life. The most successful people have become "comfortable" with the education failure brings.

Avoiding the Conformity Trap The real problem is conformity, which is thinking and acting the same as everybody else. No matter how much you conform to what others are doing, you can’t avoid failure. Taking what we think is the "safe" approach puts us at more risk. It takes bravery to step out and leave the warm space of conformity to try something new. Because the world is rapidly changing, what constitutes success in the future won’t be the same as in the past. When I started my career, success was defined as doing the tasks that my boss assigned to me. In the new creative economy that we are moving towards, the definition of success is creating valuable ideas that solve problems. In a recent study, only 25% of the population believe they are creative and offer value through their creativity. So why do 75% of the population think they are not able to contribute to the creative economy? They don't see being creative as normal and fear the uncomfortable risks innovation brings. Society needs your human ingenuity and creativity to solve some of our biggest problems and create opportunities for the future. Welcome failures and step out to unleash your creativity today!

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An innovation strategy is a plan outlining how a business will create, develop, and bring new products or services to market to gain a competitive advantage. A strategy guides the efforts of individual employees or entire teams and tailored to the organization's unique needs. It also helps ensure the organizations' innovation initiatives remain competitive and relevant. Businesses without innovation strategies lose to competitors.

What's in an Innovation Strategy? 1. A definition of innovation This definition includes things like creativity, risk-taking, and newness. Understanding these terms ensures everybody is on the same page when brainstorming and developing new ideas.

1. A description of the organization's innovation process This description helps team members understand how new ideas are developed within the organization and provides a framework for brainstorming and ideation. The description tells how ideas are generated, evaluated, and implemented and explains the overall innovation management approach.

2. Identification of the organization's innovation goals Goals should be specific, measurable, achievable, relevant, time-bound, and aligned with the organization's overall business strategy. A goal example is to develop a new product that will generate a specific dollar amount within a particular timeframe.

3. Identification of the organization's key stakeholders Key stakeholders could be the CEO, senior management, marketing department, and R&D department. It's essential to identify and consult with them when developing the innovation strategy plan so they can provide input and help to ensure success.

4. Identification of resources needed to support the innovation strategy It's crucial to identify financial and non-financial resources to support the plan, such as funding for R&D, marketing, employee training, office space, equipment, and software.

5. A timeline for implementation An implementation timeline helps team members stay on track and ensures meeting the plan's goals within the set timeframe. The timeline should be specific, including milestones to meet the goal.

6. A plan for assessing the success of the innovation strategy This assessment plan should include the number of new ideas generated, the number of ideas implemented, and their level of impact. It should also have feedback from employees, customers, and stakeholders, which can be used to adjust the innovation strategy.

7. A system for documenting and sharing best practices To ensure best practices are shared and implemented, organizations should have a system for documenting and sharing them accessible to all employees. This could be a database of best practices, a wiki page, or a blog.

8. Guidelines for evaluating new technologies The evaluation should include a review of the technology itself and its feasibility for implementation. The team should also assess the risks and benefits of using the technology and whether it aligns with its innovation goals.

9. Procedures for handling intellectual property rights This section is essential because it outlines procedures for protecting and managing the organization's intellectual property and should include a plan for dealing with intellectual property disputes.

10. A policy for innovation training and development This policy should outline the types of innovation training and development programs available to employees. It should also include a plan for assessing the effectiveness of the programs and provide guidelines for how employees can access them.

11. A budget for implementation The budget should include funds for R&D, marketing, employee training, and a fund for unexpected expenses. It's essential to regularly review and update the budget and consult with team members to ensure everyone is on the same page.

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Today, we continue our series on innovation agencies and will explore why organizations hire them.

Why Do Organizations Hire an Innovation Agency? 1. To help with creative problem-solving.

An innovation agency can help organizations find new solutions to their problems. These agencies bring new perspectives and stimulate creativity, allowing companies to overcome roadblocks and generate new ideas.

1. To help with product development.

An agency can help organizations develop new products that meet customers’ needs. By working with an agency, companies can access the creativity and ingenuity of the team that can help them create innovative and commercially viable products.

1. To help with business model innovation.

An innovative agency can help organizations innovate next-generation business models and test them in live settings. This process accelerates adoption.

1. To get access to creative talent.

An agency has a diverse team of highly skilled and creative professionals. Creativity is a skill that can be taught and learned, but it’s usually not something you’re born with. Thankfully, there are plenty of ways to cultivate creativity in yourself or your team. One way to do this is to hire an innovative agency!

1. To get access to resources.

Innovative agencies typically have a wide range of resources, including funding, mentorship programs, outsourced manufacturing, channel partners, and workspace. These resources can reduce the time it takes to bring products or services to market.

1. To accelerate commercialization.

Agencies can also help organizations with the commercialization process. They can help identify and assess marketing trends and opportunities, develop testing plans, and create channel partnerships to get products and services onto the market.

1. To help drive business growth.

An innovative agency can also help organizations create and execute their growth strategies. This process includes helping to identify new markets and the latest products and services for these new markets.

1. Access to new technologies.

Many agencies have strong relationships with technology providers. These relationships can be helpful for organizations looking to stay competitive in their industry. Through access to technological advancements, agencies can bring their clients the most up-to-date and innovative technology for their innovation efforts.

1. Expert advice.

Innovation agencies have significant experience with ideation, product development, business model innovation, and commercialization. Companies can access this expertise and learn from the agency’s experience.

1. To outsource innovation.

Innovation agencies can also help companies outsource their innovation efforts. Outsourcing can be helpful for organizations that don’t have the time or resources to do everything themselves.

The Benefits of Working with an Innovation Agency 1. Access to creative talent.

Creative agencies typically have a team of highly skilled and creative professionals and connections with other organizations, such as designers, marketing agency leaders, and PR experts.

1. Specialized expertise.

Innovation agencies can help you turn your idea into a reality, whether you’re a young startup or an established business. Their expertise can help you ideate, brainstorm, conduct research, create prototypes, and launch products.

1. Faster turnaround times.

Innovation agencies can often turn around projects faster than consulting companies. Their team of experienced professionals and network of contacts can help you get your idea into the market more quickly than you can do individually.

1. Lower costs.

Innovation agencies typically offer lower costs because of their deep expertise and experience. They also have access to a broader pool of creative talent, which drives down the cost of services.

1. Greater focus on innovation.

An innovation agency is focused exclusively on helping clients achieve innovation goals. In contrast, a consulting company may have other priorities that can distract it from providing the best possible service to its clients.

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Let us explore what an innovation agency is and how it can help bring you more success in the challenging innovation process.

Why Hire An Innovation Agency? Innovation Agency is a term created to distinguish agencies that specialize in innovation from the agencies such as advertising, design, marketing, and PR agencies.

An innovation agency specializes in helping businesses create, market, and sell new products and services. They utilize a team of experts to help your business with everything from ideation to execution. An innovation consulting company allows companies to improve their innovation processes. They typically don’t have expertise in ideation, prototyping, product development, and launching. However, they can help you develop a better process for coming up with new ideas and bringing them to market. The crucial difference here is that an innovation agency specializes in assisting clients in creating new products, services, or business models. In contrast, innovation consultants typically advise improving existing products, services, or business models.

Characteristics Of An Innovative Agency Agencies have innovative staff with access to creative resources such as design studios and marketing agencies. They have a track record of helping clients successfully innovate. Innovation agencies can help clients innovate in several ways. Firstly, they help identify and define problems that need solving. Secondly, they provide access to creative resources like innovators, design studios, prototyping experts, engineering expertise, and product launch expertise. Lastly, they guide and support clients through the challenging innovation process.

An innovative agency specializes in taking ideas and turning them into new products, services, and business models. They can help clients overcome challenges that many organizations experience in translating an idea into an innovation. They help clients identify and assess opportunities, understand the customer and their needs, and develop a strong business case. Innovation agencies also create prototypes and test them with customers. They specialize in scaling innovations, protecting and commercializing them, managing risk, and making innovations sustainable.

Using an agency with a deep track record of helping clients achieve success is an excellent way to increase your chances of success with your innovation efforts. When you choose the right innovation agency, they bring together expertise you don’t have to improve what you do have. They have the experience and knowledge to help you navigate the challenges during the innovation process. This can be extremely helpful in ensuring that your innovation efforts are successful.

Innovation Agency Resources If you want to learn more about innovation agencies and what is involved, start with a quick Google search of innovation agencies. There are several of them that specialize in different industries. Secondly, stay tuned as I will be sharing more about innovation agencies and why and how to leverage them to your benefit. Lastly, check out Techtrend Group attechtrend.com. Full Disclosure — Techtrend is the innovation agency I started in 1996 and am now the Chairman. That said, I’m not that involved in the day-to-day at Techtrend. They just recently relaunched their site and updated their portfolio. They specialize in tech, consumer electronics, architecture, and digital immersive media experiences. Techtrend will give you a good view of an innovation agency.

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Stephen Key joins us to discuss how inventors can successfully license their most valued ideas.

Stephen Key and Licensing Inventions Stephen has an extensive following on YouTube, where he coaches, mentors, and advises inventors. His channel focuses on those who have ideas but don’t want to start a business. Creative people want to do what they are good at but don’t always want to do the heavy lifting. This is where the licensing business model comes into play.

The first part of the process is recognizing that companies must keep innovating to stay alive. Then you need to deeply understand a specific company’s culture, business model, etc., and sell them an invention that fits what they are looking for. Licensing is all about finding that perfect partner that has everything in place today. If you come up with an idea, it is not copy-proof. When you market your product to an established leader, they can get it to market fast, protecting you.

Where Inventors Go Wrong Most inventors who approached HP didn’t understand our product lines, strategies, customer segments, etc. If an inventor who had done their research came to me, the conversations would have been different. Product developers need to understand the company’s mission, vision, supply chain, costs, etc. Most inventors look at things only from their perspective, resulting in failure. Inventors need to invest time with potential licensees. In my ten years at HP, the winners at this were the ones who knew our mission, technologies, and competitors and had a plan of attack.

The 10G Challenge, InventRight TV and inventYes There are many contests and programs to help inventors win. CableLabs is hosting a contest called the 10G Challenge, based on new services that will run on multi-gigabyte broadband networks. The prize is $50,000 in four different categories: Health, education, work, and entertainment. The best overall idea wins $100,000. At the end of it all, the inventor keeps their idea.

Stephen started his YouTube channel, InventRight TV, to give people a roadmap on how they can license their inventions. He also created inventYes, a free program that teaches kids how to license their inventions. It’s all about giving people the opportunity to see how they can change the world.

Check out Stephen’s YouTube channel here.

Check out his LinkedIn page here.

About our Guest: Stephen Key Stephen Key is an author, writer, and leading expert in licensing consumer product ideas. The innovative packaging solution he brought to market has more than 20 patents and received 15 industry awards, including two Edisons. InventRight, the coaching program he cofounded in 1999, has helped people from more than 60 countries license their product ideas. Stephen has a popular YouTube channel inventRight TV, and writers for Forbes, Inc., and Entrepreneur.

In 2017, he cofounded Inventors Groups of America to educate and empower inventors and inventing group leaders. He is also the co-founder of inventYES, a free program for high school students worldwide. In 2020, he became a founding member of the United States Intellectual Property Alliance to help educate entrepreneurs and inventors on intellectual property.

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Greg Shepard of BOSS Capital Partners joins us to discuss autism, neurodiversity, and entrepreneurship.

The School System and Learning Styles Growing up, Greg struggled with learning in school and communicating. He had a different style of learning that schools did not teach. He scored very high in some areas but struggled in others. Greg’s kids go to the Winston School, which specialize in neurodiverse students. The school teaches students their learning styles before they do anything else. Once the kids understand how they learn, they can know which type best fits them.

My three kids also had different learning styles when they were growing up. My wife and I homeschooled each of them through different curriculums. The school system fails students when they don’t match teaching styles to learning styles.

Autism, Neurodiversity, and Entrepreneurship Greg says starting a business is like a GPS. When using a GPS, you must know your current location and where you’re going. He connects that way of thinking to the acquiring of businesses. Most people jump into things before knowing where they are going and end up in the wrong place. Greg chooses to define the destination ahead of time and plan accordingly.

It is not a matter of intelligence but rather the lens you see things through. Most people learn things one way and look at things that way. Neurodivergent people look between and around, seeing things differently naturally. This ability has greatly attributed to Greg’s career success.

Organizations and Neurodiverse Employees In most organizations, neurodivergent people cannot get through the application process. To change this, organizations need to get rid of certain obstacles. Job applications often ask the wrong questions to those with different ways of thinking. Interviewers need to focus on areas these people are passionate about. This process will highlight their capabilities rather than getting overlooked. Additionally, neurodivergent people do not operate well with things that are not direct and specific. They need targeted things, and many interviewers fail to provide direct questions.

About our Guest: Greg Shepard Greg is a 20-year startup veteran and serial entrepreneur with 14 liquidity events— selling two as part of a $925M transaction that won 4 PE awards for transactions between $250M-$1B. He is a ForbesBooks author and has written over 100 articles published in 25 national and international publications. Hie is also a TEDx speaker and keynote speaker for universities, associations, and conferences worldwide. He is the Host of Meet The BOSS Forbes Radio show and guested on over 25 popular podcasts and numerous network TV and radio shows.

Greg co-founded BOSS Capital Partners, a global syndicate for investing in tech startups worldwide. He also Co-Founded BOSSStartupScience, the learning center based on Greg’s Business Operating Support System (BOSS). BOSS is an open-source methodology developed to empower entrepreneurs while increasing startup success rates.

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Rob Tiffany joins us to discuss innovations around digital twins and where the technology is making an impact.

Rob Tiffany of Digital Insights on Digital Twins Rob is an industry analyst working around wireless communications, IoT, digital twins, etc. Digital twins are digital representations of a physical object. Digital twins arose with NASA when they used them as digital models of spacecraft. GE started using them for aircraft engines in the early 2000s. As the pace of innovation accelerates, things become more complicated. Rob likes to think of digital twins as “asset avatars.”

For example, if you have a 2018 Ford F-150, you build the digital twin to have the same properties as the car (oil, PSI in tires, engine, etc.). The digital twin holds all the elements that make up the object. Digital twins change the whole process of building products and improving them. Rob believes digital twin technology is in the early days because of low fidelity. The first person out of the gate usually doesn’t win with any innovation. Google was not the first search engine, for example.

Electric Vehicle and Train Innovations One current issue affecting digital twins is the amount of data that an electric vehicle generates. Data is collected when the vehicle reacts to traffic, changing signs, the weather, etc. When people plug their cars in, a lot of data is jammed in and sent to the digital twins, stressing data servers.

While at Hitachi, Rob’s team had a platform called Lumada, which held their digital twins and analytics. In 2016 the UK government put out an RFP as they were looking to replace all the inter-city trains in the country. Hitachi had no footprint in Europe at the time but ran Lumada on Hitachi bullet trains. They won the deal. The digital twin technology was put into a real-life situation.

About Our Guest: Rob Tiffany Rob Tiffany is Founder and Managing Director at Digital Insights. Rob served as Vice President and Head of IoT Strategy at Ericsson, driving 5G connection management for IoT devices. As CTO and Global Product Manager at Hitachi, he received the Presidential “Product of the Year” award for designing the Lumada Industrial IoT platform, which landed in Gartner’s “Leaders” Magic Quadrant. Spending most of his career at Microsoft, Rob was Global Technology Lead for the Azure IoT cloud platform and co-authored its reference architecture. Before Microsoft, he co-founded NetPerceptor developing one of the industry’s earliest Mobile Device Management (MDM/EMM) platforms for smartphones.

A bestselling author and frequent keynote speaker, Rob serves on multiple boards. He is routinely ranked as one of the top IoT experts and influencers globally by Inc Magazine, Onalytica and others.

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Scott Crowder of IBM joins us to discuss quantum computing and its potential to change the world of technology.

Quantum Computing and Its Impact Scott leads the quantum computing efforts at IBM. Quantum computing is an entirely different information science than what is considered classical computing. Quantum scales exponentially, whereas classical scales linearly. Data with structure, especially machine learning, and simulating quantum mechanics can't be done on a classical computer. Because of advances in technology, energy efficiency has dramatically increased over the last 70 years but still isn't linear. With quantum computing, every time a cubit is added to a system, the space that can be explored is doubled. This means that computing power is immensely more significant and more efficient. As Scott put it, it's "sci-fi come to life."

Areas of focus To win in the quantum space, several things need to be done. The technology needs developing, as there is a ton of innovation required. Quantum computing needs to be simplified, which is one of IBM's goals. They also want to make the technology available to as many people as possible. IBM believes they will be the first to market quantum computers as doing more than classical computers.

IBM and Collaboration IBM has one of the largest userbases of people exploring quantum computing. There are over twenty quantum computers available on the cloud today, with systems worldwide. They have a more open-access platform for exploration. They also have a platform with higher quality and capacity systems they provide to their partners for more profound research. They collaborate with over 175 industry, academic, and research institutions to identify ways to leverage the technology. IBM has adopted the attitude of "not doing everything on their own." Scott says if they understand the problem better, they will create better technologies.

About our Guest: Scott Crowder Scott crowder is the Vice president of IBM Quantum and the CTO of IBM Systems, Technical Strategy & Transformation. Scott has his Ph.D. in Electrical Engineering from Stanford University.

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Alan Proithis of Capstone Partners joins us to discuss private 5G networks and the importance of innovation collaboration.

5G Innovation Allen and I have worked together at different companies since the mid-90s. He is currently focused on private 5G networks. There is an unprecedented amount of investment and interest in the mobile space. People want to apply 5G to some crazy areas. The consumer market around it has created some misconceptions about the technology. Allen believes consumers won't benefit from it in the short term. Enterprises, on the other hand, can potentially benefit significantly from it. While public networks are still needed, 5G brings in a new dynamic. You can tune virtual slices of a private network to do exactly what you want, where you want, all on-demand. This process can all be done securely, which is appealing to many.

Innovation collaboration Allen's firm, Capstone Partners, was part of a team that delivered the first private 5G network for the Department of Defense. Cisco, Federated Wireless, JMA Wireless, the Marine Corps customers, and various smaller partners played a vital role in the project. There was a high level of collaboration, and this project wouldn't have worked without it. Collaborating with the right set of partners is key to reaching end goals. Innovation without collaboration is doomed for failure.

Defining the Problem Within the practice of collaboration lies the critical task of defining the problem. Understanding the problem is a lot harder than most people think. Allen says understanding the problem requires getting your hands dirty. If you don't take the time to do this, you'll never understand the customer's problem deeply enough. As a result, you will not adequately solve their problem. No matter what the innovation is, it is vital to define the problem you are trying deeply

About our Guest: Allen Proithis Allen Proithisis the CEO of Capstone Partners, a strategic advisory firm for clients in the mobile, IoT, software, and technology industries. Before Capstone, Allen was the President of Sigfox, North America. He created a high-performance team that built an Internet of Things business with top enterprise companies and verticals while providing wireless coverage for over 70M people in the US.

Before Sigfox, he created a $155M IoT joint venture (Convida Wireless) with Sony, InterDigital, and Stephens Capital and served as Chairman. In 2014, Allen raised $15M to launch an Internet of Things spinout focused on accelerating value produced by the data generated by IoT. At InterDigital, Allen oversaw all market development activities, including commercializing IoT, Wi-Fi, shared spectrum, and video content management solutions. Allen has been on/recognized by: CNBC, Fortune, Forbes, Wall Street Journal, Fierce Wireless, MWC, and CES.

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Peter Lierni of Solutioneering joins us on the second episode of Season 18. The Solution Engineering Tool (SET) is a framework that takes an engineering-based approach to win competitive deals.

The Solution Engineering Tool As a Navy officer, Peter lived on a ship, which he described as a system of systems. After leaving the Navy, he started consulting in the Pentagon, assessing complex weapons systems. Peter connected building a complex system and doing business development and capture and proposal planning. Peter began using different mental models he developed from his experiences to win deals. He was eventually encouraged to develop this into a framework, and the Solution Engineering Tool (SET) was born. SET is a tool of tools, holding sixty-one tools that companies of all sizes can use and for deals of all sizes and timeframes.

The Importance of Critical Thinking Innovators often fail to think enough about their innovation's value critically. This critical thinking failure is where SET comes into play. SET starts with an issue and key factor analysis. The goal is to understand the problem, why it's a problem, and identify the critical problems and why they are problems. After that, it's a matter of showing the value your innovation offers.

The Engineering Behind the Framework When SET is used, it stores a data lake of competitive intelligence. SET provides a digital and visual blueprint that federates all the thinking behind how you got to a win. Many companies can't repeat successes because they didn't document the process behind them. SET collects strategies behind wins to be built upon and repeated in the future. SET's root cause analysis helps identify areas of success and areas that need improvement. In the case of a loss, the compiled data can see where things went wrong. Peter says no matter what innovation tool you use, it's not the tool that makes you successful. It is how you use it. SET is meant to facilitate collaborative analysis to help you make decisions on strategies you apply, potential teams to partner with, who you should hire, and give reasons as to why your company should win a deal.

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Welcome to season 18 of the Killer Innovations podcast! We are thrilled to kick off the 18th year of Killer Innovations. Today's show is dedicated to answering your questions about the podcast.

Ask Me Anything Q&A What was the original impetus for the podcast? My mentor Bob Davis, who I attribute much of my success to, inspired me to pay it forward

What was your inspiration for the format and structure of the podcast? I used to listen to a motivational speaker, Earl Nightingale's Insight Audio Magazine cassette tapes.

How did you produce the first podcast? I recorded it in a Marriott bathroom, using a $5 microphone attached to my laptop.

How did the podcast get traction? Adam Curry, an MTV VJ who had a podcast called Daily Source Code, promoted my show.

What would be some surprising "podcast history" that others would find interesting? Odeo was a podcast directory that promoted my podcast on their show. Not too long after, the Apple podcast came out, killing Odeo. Odeo pivoted and eventually became Twitter.

What was the original audience for the podcast? – The original audience consisted of mostly tech people.

Has the target audience for the podcast changed over time? Yes, most early listeners were podcasters. Now people from all sorts of backgrounds are listening.

What makes your show different from other podcasts? Longevity (averaged 40-45 episodes a year for seventeen years) and staying consistent with the content.

How have you produced the show over such a long period? This show is my creative outlet.

What are some of your favorite episodes? Geoffrey Moore or Peter Guber.

What has been the biggest challenge with the podcast? Dealing with personal issues that impact getting a show out and maintaining consistency

What is your advice to today's podcasters? Don't chase the numbers. Focus on your content, be consistent, and collaborate with other podcasters who you like.

How can someone who listens to the podcast benefit from it? The podcast is encouraging and holds timeless content with a long/deep archive of episodes - take advantage of it.

What would you say is your most significant achievement with the podcast? Inspiring others to podcast, inspiring creatives to create, and inspiring innovators to invent

Is there something you experienced that was unexpected about your podcast? Fans were becoming friends – Woody, Seth (designer), and many others.

What was the most incredible experience with fans of the podcast? The listeners of the show threw me a party in London.

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COVID-19 greatly impacted technology efforts and continues to do so rapidly. Tim Bajarin joins us from Silicon Valley to discuss work from home shifts and the newest innovations from Apple.

Work From Home (WFH) Shifts Over the last eighteen months, businesses have realized that bringing everybody back to the office isn’t realistic. People are comfortable with the flexibility that working from home provides. Creative Strategies did several studies on this topic and discovered that people establish sophisticated work from home set-ups. Because people want consistency with their office and work from home, IT directors face new challenges. Even when in-office, people are still connecting with clients and colleagues virtually.

Because people now want studios in their homes for work, homeschooling kids, etc., the housing demand has skyrocketed. Architects are currently designing new custom homes that include studios. We are moving towards the hybrid environment being the norm. Large and small companies have been investing in sprucing up their offices for their employees to match their WFH settings.

Shifts in Technology COVID has opened room for more innovative technologies. People want better cameras, pushing laptop makers and other tech companies to make heavy improvements. Intel competitors have evolved, such as AMD and Qualcomm. Apple’s introduction of the M1 Chip has immensely shaken things up in the valley. The demand for Macs has increased immensely as well. Apple is innovating on so many fronts and has the patience to stay in it for the long run.

Regulatory Pressures Government regulation has become more prevalent, specifically with the European Union, as it attempts to harness the growth of companies like Apple and Facebook. Tim says that Washington D.C does not understand technology, which has caused some issues. While they talk significantly about clamping down on things, the reality is that great economic challenges will arise if governing bodies step in.

About our Guest: Tim Bajarin Tim Bajarin is one of the most recognized and sought-after global technology analysts, futurists, and consultants. His fifty years in Silicon Valley have made him a voice that moves the market.

“With his writing and analysis being at the forefront of the digital revolution, Tim was one of the first to cover the personal computer industry and is considered one of the leading experts in the field of technology adoption life cycles. He is president of a technology-focused company, Creative Strategies, and a regular podcaster on Tech.Pinions (also broadcasted on The Innovators Network). He is a futurist and credited with predicting the desktop publishing revolution three years before it reached the market and multimedia.

Been with Creative Strategies since 1981, Tim has served as a consultant to most of the leading hardware and software vendors in the industry (IBM, Apple, Microsoft, Nvidia, AMD, HP, Xerox, Compaq, Dell, AT&T, Microsoft, Polaroid, Lotus, Epson, Qualcomm, Toshiba, and numerous others).

Tim Bajarin is on the technology advisory boards of IBM, Compaq, and Dell. (from Wikipedia)”

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It's no mystery that COVID-19 disrupted the technology industry. Today, Bob O'Donnell joins us to discuss the innovation impacts of broadband and 5G.

Innovation Impacts of Remote Work COVID-19 dramatically changed how we communicate, increasing the need for fast, consistent broadband. The broadband industry globally builds around two and a half years of capacity ahead of time. High internet usage spikes from COVID resulted in broadband capacity exhaustion 14 days after March 1, 2020. The spikes were due to people working from home and kids being home from school. Zoom, WebEx, Microsoft, etc., all came together to improve the problems.

A strong work-from-home environment is the byproduct of the shift from in-person to remote. To build out their mobile workstations, people invest in high-quality PCs, monitors, cameras, platforms, etc. Bob believes there will continue to be an "explosion of installs" of different video calling platforms.

The Accelerated Pace of Technology Innovation Competition in the tech world has seen accelerated growth since COVID-19 started. There are four or five video conferencing platforms most people are currently using. Zoom, for instance, released 320 new features last year. When it comes to microchips, things have never been more competitive. Intel and AMD are working with global governments on semiconductor and supply chain issues. Technological innovations are continuously rolling out.

5G Innovation Growth When it comes to 5G innovation, most of the world started out using mid-band frequencies. The U.S started with low and high-band frequencies. Mid-band turned out to be the fastest, leaving U.S 5G efforts off to a slow start. Like Y2K, everybody knew 5G was coming but did not plan for it properly. However, things are now starting to pick up.

The world's leading proponents on 5G private networks, Vodafone Germany recently unveiled a private network at Porsche's main factory. Everything at the factory runs on a 5G network, which does real-time tuning on the car while it's on a test track. Bob is currently working on a study of private 5G and how companies are implementing it. Everybody is talking about private 5G and its potential impacts from chip manufacturers to software, devices, and networks.

About our Guest: Bob O'Donnell Bob O'Donnell is the President, Founder, and Chief Analyst of TECHnalysis Research. The firm's research and O'Donnell's opinions are also regularly used by major media outlets, including Bloomberg TV, CNBC, CNN, Investor's Business Daily, the Wall Street Journal, Yahoo Finance, and more.

O'Donnell writes regular columns for USAToday and Forbes and a weekly blog for Tech.pinions.com published on TechSpot, SeekingAlpha, and LinkedIn. Before founding TECHnalysis Research, Bob served as Program Vice President, Clients, and Displays for industry research firm IDC. He is a graduate of the University of Notre Dame.

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Many businesses find their innovations fail, often at great expense and strenuous effort. These innovation failures surprise and frustrate them. They are then left wondering as to what caused their innovations to fail.

Innovation Preparedness Many causes result in innovation efforts failing. While many causes of innovation failure are within your control, some are not. Understanding the most common causes of innovation failure is essential to prepare yourself better to address them. When you are prepared to face the inevitable, you increase your chances of success.

10 Most Common Cause for Innovations to Fail 1. Lack of Problem Identification:Often, innovators are so excited about their new idea that they don't take the time to identify the problem they're trying to solve. This leads to a lot of wasted time and resources. 2. Lack of Ideation or Inability to Generate Good Ideas: Lack of ideationis a reason for many failed processes, and the inability to develop good ideas is close behind. 3. Poor Execution of the Idea:If you can't successfully execute an idea, it will go nowhere. 4. Lack of Funding or Support: Many promising innovations get canceled due to lack of funding. Dollars, time, and people are all critical parts of successful innovations. 5. Lack of a Clear Roadmap/Plan: Without a rational plan, it's nearly impossible to remain focused and motivated when those inevitable roadblocks arise. 6. Implementation Challenges:Implementation challenges can include anything from tech issues to employee pushback. 7. Cultural Barriers: Cultural barriers, whether on an individual, team or organizational level, can prevent the successful implementation of new ideas. 8. Naysayers (innovation antibodies): Every organization has people who refuse to accept change or even consider it. 9. Poor Timing: Several factors can lead to poor timing, such as market or technology changes, shifts in customer needs or preferences, and changes in the current political climate. 10. Customer Disinterest: No matter how great your innovation is, they won't buy it if customers aren't interested.

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Innovation tools allow us to do things we naturally can’t, which unleashes our creative potential. It can be hard to pinpoint the right one for your organization with thousands of options out there. Let’s explore several innovation tool categories that will help improve performance.

9 Types of Innovation Tools 1. Idea sketching tools: Idea sketching tools can be extremely helpful in speeding up the innovation process. They act as time savers, and all you to better communicate your ideas visually. 2. Idea Generation tools: Tools like mind maps, freewriting, or ideation exercises speed up the ideation process, allowing you to generate more ideas. These tools are powerful because they can be used individually or in groups in a way that is free of distractions and deadlines. 3. Creativity tool: Creativity tools improve innovation speed and fall into three main categories. The ideation category includes brainstorming sessions, and the collaboration category includes techniques like facilitated team exercises. The evaluation category contains methods like ranking ideas and project priorities that lead to the best solution. 4. Prototyping tools: Prototyping tools offer a quick and easy way to create a mock-up of ideas, get feedback, and then improve ideas. Prototyping tools can also help save time and money by avoiding future mistakes. 5. Visualization tools: Visualization tools accelerate innovation success by giving access to different perspectives and starting points for creativity. Flow charts or process maps are tools that create more efficiency and effectiveness by indicating the path from start to finish. 6. Market research tools: These tools help innovators identify customer needs, problems, and potential solutions. The top tools provide quantitative data about the general population and specific demographics that aid in product development. They simplify the process of determining idea popularity, best launch time, and areas of improvement. 7. Trend analysis tools: These tools help identify social media, news, and consumer trends. Trend analyses give users opportunities to jump on new ideas before their competition. 8. Technology scouting tools: These tools help you quickly identify and assess new useful technologies. They can also help you ensure you are aware of technologies that might benefit your organization. Properly utilizing these tools allows companies to compete in their market more effectively. 9. Business model generation tools: These tools help you explore and analyze a wide range of business models for your product or service. Business model generation enables you to select the best model for your innovation project. Popular tools include the Business Model Canvas, the Value Proposition Canvas, and The Lean Startup Methodology.

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Creativity is one of the most important skills you can have. It unlocks the door to game-changing ideas. Although some people have it naturally, some exercises help in improving creativity.

10 Exercises That Will Improve Your Creativity 1. Take a walk outside: Breaking free of your work, moving around, and observing your surroundings can give you mental clarity and boost creativity. 2. Write a list of things that annoy you: You can identify new patterns by identifying these things. This exercise can lead to new ideas previously unseen. 3. Play with the lyrics to your favorite song: Playing with the lyrics of your favorite song opens your mind to new possibilities and breaks you out of your comfort zone. 4. Create a video montage of your day: This can be a fun way to document your life and see how your creativity manifests itself. Trying different techniques and making edits will improve your creativity skills. 5. Write about what scares you and why it scares you: Some creatives sharpen creativity muscles by writing about what scares them and why (or writing about what doesn't scare them). Exploring scary things can open new avenues that would otherwise be closed. 6. Play games that require creativity: Many creatives play games such as chess or scrabble. These games sharpen the mind and improve problem-solving. 7. Do something that makes you laugh:If you're struggling with a creativity block, you can watch funny videos or do other things that release endorphins. 8. Draw something you see every day but don't pay attention to: When we see the same things repeatedly, they become mundane. If we examined the objects and scenes that make up our everyday lives, we'd be surprised at how much creativity hides in plain sight. 9. Exercise your brain with a puzzle:Puzzles exercise the creative side of your brain by forcing you to come up with new ideas and solutions. Doing this can help you break out of a rut. 10. Make crafts out of old things lying around the house: Crafts helps you tap into your creativity and improves your ideation.

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Benchmarking compares your organization to others to measure your performance and identify areas for improvement. When done correctly, benchmarking can help you learn from your peers and identify areas for improvement. However, benchmarking can also have negative consequences if done incorrectly. How do you escape the innovation benchmark trap?

Good Vs. Bad Benchmarking Proper benchmarking helps you understand how you compare to others in your industry and makes it easier to identify best practices. It can also help with planning strategic initiatives and resource allocation. An example of bad benchmarking comes from the story of MCI WorldCom in the late 90s and early 2000s. MCI WorldCom was involved in fraud which inflated their assets. Ultimately, many companies benchmarking themselves with MCI WorldCom went bankrupt.

Innovation Benchmark Uncertainty Innovation benchmarking, which compares how an organization innovates to others, is becoming more popular. This is growing because leaders are feeling more uncertain about innovation. This uncertainty comes from a lack of confidence in their ability to generate new ideas.

Some consequences of innovation benchmarking include:

Leaders -

1. Run unnecessary risks trying to replicate benchmark results exactly.
2. Benchmark themselves out of uncertainty and into comfort without realizing it.
3. Benchmark their competitors rather than taking a fresh look at their innovation approach.

Escaping The Innovation Benchmark Trap The best way to avoid the trap is to benchmark with purpose. Learn from peers, but don't assume that what worked for them will work for you. If you follow blindly, your organization can fall apart. It's critical to understand their thought process and discern if their approach is worth experimenting with.

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It takes practice and patience to develop your creativity, and there are bad habits people learn which crush their creativity. But like all bad habits, we can break these if we are willing to work at it!

What Are Habits? Habits are things you do automatically, without thinking. Bad habits can form in a few days, but it can take months or years to form good ones. Breaking bad habits and creating good ones can be challenging, but it's worth it in the long run. You need to be aware of your bad habits and then find a new routine that rewards you by creating a good habit to replace them.

Eight Daily Bad Habits That Are Killing Your Creativity Here are eight of the very worst bad habits that could hold you back creatively every day:

1. Not allowing yourself time to relax and daydream:Daily downtime is crucial to keeping those creative juices flowing.
2. Procrastination: Putting off creative tasks is terrible for your mental health and career. To avoid it, establish deadlines and accountability measures.
3. Perfectionism: Many great ideas never see the light of day because people become perfectionists. It's crucial to permit yourself to make mistakes and see the beauty in flawed things.
4. Over researching before starting a project: Some projects require extensive research, others do not. Too much background reading can hinder creativity.
5. Listening only to critics: Criticism can be a valuable learning tool, but it should never hold you back from pursuing your dreams. Surround yourself with creative peoplethat inspire you.
6. Trying to do everything yourself: This can halter your productivity and block success. Collaboration can unlock new ideasand successes.
7. Judging your work too harshly: It's natural to be critical of your work, but it's essential to avoid self-doubt. When overly critical of our work, we become more guarded with our thoughts, killing creativity.
8. Giving up too quickly: You'll never accomplish anything significant by giving up too easily on the hard problems and tasks. Nothing worthwhile comes easy, but the hard work will pay off.

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With the start of a new year, let’s look back at the most downloaded episode of 2021.

The Most Downloaded Episode of 2021 As an innovation leader, I encounter loads of information every day. I like to use tools that capture/organize this information and bring it together in a way that’s easy to access. I need these tools to be accessible on an iPhone, Android, laptop, and iPad. Here are the five tools I use which fit my criteria:

• reMarkable 2 tablet
• Kindle Oasis
• ai
• Readwise
• Roam Research

The Value of My Favorite Innovation Tools I like to separate my tools into categories like information collection, organization/combination, and the serendipity effect. I used to use Moleskine notebooks for collection, but now I use the reMarkable 2 tablet. It’s similar to writing on paper. All my information is sent to my phone and desktop for storage. I also like using the Kindle Oasis to highlight and save information that I find important or interesting. I use Otter.ai when I am running ideation sessions. This tool acts as an AI-powered assistant, recording and transcribing meetings and other meaningful conversations.

I listen to many audiobooks and podcasts, hardcover books, and online articles. I need a tool that can gather all that information and synthesize it. That is where Readwise comes into play. This tool does all that and pinpoints things I may have missed initially, triggering serendipity. I like to pair Readwise with a tool called Roam Research, which organizes and makes connections between the information Readwise collects.

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Creative people can think of new ideas, and creative ideas are those ideas that are new, useful, and different. It all starts with the creative person. What is so special about them?

What are the Qualities of a Creative Person? Creative people often have a sense of limitless creative freedom and experimentation. Their creative genius is a natural part of who they are. If you are not naturally creative, you can learn and develop your creativity by applying creative qualities.

12 Qualities of a Creative Person 1. Curious: Creative people are always asking questions/looking for new ideas. They're not content with the status quo. 2. Creative Confidence: Creative confidence is the feeling when you know that what you are about to do/say/or create is original. Creative, confident people are not afraid to fail because they know it's part of the process. 3. Thick Skin:Creative people need to have thick skin, take criticism, reject rejection, stay persistent, and be unafraid of failure. 4. Independent Rebellious Streak:Creatives can't be afraid to blaze their trail and stand up for their ideas. They need to find the right balance between their independent, rebellious streak and supporting the team mission. 5. Flexibility:Creative people need to be flexible. If not, they might overlook new ideas, or you might not be able to adapt to changes a new idea would impose. 6. Playful: Playing with ideas can help break through mental blocks by going outside the box to create new solutions or inventive ways of looking at old ones. 7. Thorough: Creative people are more comprehensive than most because they never stop at the first idea. They always look around at what else they can do. 8. Ambitious: Creatives are ambitiously striving to push the boundaries of what is possible. They crave feedback from others to improve and have a desire to create something new and unique. 9. Energetic: Creative people are constantly moving, inspiring others with their creativity and constant energy. 10. Naïve: Creative people are often naïve about their limitations but can also be more creative than others because of this naivete. It's important to balance creativity and practicality. 11. Dreamer: Creative people are sometimes referred to as "dreamers" because they imagine new possibilities. 12. Persistence:Creatives are persistent in their efforts over time despite any obstacles they may face. Creative solutions result from patience and tenacity.

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Most people are afraid of what others will think about them if they do anything out of the box. It's easy for people to lose sight of their identity and uniqueness. So how do leaders and individuals combat this fear of taking risks?

3 Factors That Encourage Risk-Taking Suppose you want to build an environment where everyone works together towards a common goal without fear of failure or judgment - one that encourages risk-taking alongside calculated caution - these steps will help guide your efforts!

1. Open Communication:Consider open communication between all employees at every level. This fosters trust, allowing employees to contribute valuable input, empowering them rather than confining them.
2. Active Collaboration:Active collaboration takes things to the next level. Design and construct your collaboration by looking for opportunities to leverage capabilities, expertise, resources, diversity of thinking styles, and experiences. Involving all employees in everything from start to finish can lead to impressive results because it utilizes their unique strengths and abilities.
3. Extreme Transparency:Transparency is a key component in building an effective innovation cycle. When employees at every level are aware of major and minor changes, they feel empowered and included. Transparency builds trust, which then creates confidence.

Conclusion To cultivate a growing organization, leaders need to ensure employees feel comfortable taking risks and not judged if they fail. Leaders need to set clear objectives and expectations for their team.

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For innovation leaders, it is vital to learn how to turn failures into successes. Innovation is all about seeing opportunities others don’t see and seizing them. Successful failures lead to successful innovations.

The Importance of Failure The experimentation phase is within the innovation process, often full of failures. These failures are not always negative. When things don’t go as planned, failures allow us to see what needs change. Successful innovations require risk and a capacity for productive failures, which reveal something new about the problem you are trying to solve. To experience productive failure, you have to fail successfully. Three characteristics help you figure out if your failures are successful.

Three Characteristics of Successful Failures 1. Effort: Innovators must have a strong sense of commitment even when others give up hope. Ask yourself this question, “did you put your 100% best effort into a project”?. If so, you are one step closer to a productive failure. 2. Perspective: Reflect on what happened during each failure, learn from it, and apply what you learned to future innovations. Ask yourself, “what does the experience teach you about what works and what doesn’t”? 3. Inspiration: Failure from experiments might lead to lessons about the nature of the problem, inspiring better solutions. They can also teach us something about how we think. Through failures, you can learn how to solve problems better. Ask this question, “Does this new understanding inspire a new understanding that wasn’t there before?”

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It is crucial to stand out among the crowd in a world filled with so many innovations. Organizations that want to improve their innovation impact need to implement a high-impact strategy. We will be exploring the seven essential ingredients of agile innovation.

Agile Innovations Agile is the ability to think/understand quickly and move quickly and flexibly. Agile innovation helps teams deliver high-impact innovations. It consists of constant testing and experimenting to solve a problem. The ultimate goal is to provide innovation that is scalable and sustainable.

It is essential to keep in mind that agile innovation is a process. When viewing the agile innovation framework, understand that it’s not a “one size fits all.” It would be best if you adapted this framework to your organization.

The Seven Essential Ingredients of Agile Innovation The first ingredient of agile innovation is collaborating with stakeholders or those that benefit from what you deliver. Collaborate closely with them because this helps you build a shared understanding of the problem. From this, you’ll gain a higher likelihood of success and ensure met needs.

The second essential ingredient is focusing on high-impact innovations. Focusing on impact helps ensure the value of impact delivered. The team needs to be on the same page in this process. The third ingredient is a culture of continuous experiments. Continuous experiments help organizations learn fast and make decisions that lead to sustainable results.

In 2020, we had Stefan Thomke from Harvard Business School on the show, and he wrote an excellent book on this topic. The fourth ingredient is self-organizing teams. These teams are responsible and accountable for their work. They don’t have to wait for permission to take action, which speeds up decision-making and execution. Define and agree on the problem statement, and let the team execute.

The fifth essential ingredient is a cross-disciplinary team. Teams with diverse backgrounds and skillsets are unique and powerful. The sixth ingredient is the right innovation agility metrics. These are not just usual innovation metrics such as the 3M metric used to ensure that new product revenue grows. An agile-specific metric would be something like how many things are in your innovation queue. Stick with a few metrics, and don’t go overboard with them.

The seventh essential ingredient of agile innovation is short iterative ideation, testing, prototyping, and repeat cycles. This is done in a structured way. Keep aggressive schedules with planned progress towards the execution. Remember that if you run into a wall and something is simply not working, stop. Be willing to kill the project and move on to the next.

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We are finishing up a two-part series on innovation leaders. Innovation leadership skills go beyond the basic skills associated with managing people or processes. They are leadership styles to increase creativity, competency, and collaboration that result in innovations that contribute to the organization's success.

The Challenge The Harvard Business Review recently said, "A major paradox managers face is that the systems that enable success with today's model reinforce behaviors that are inconsistent with discovering tomorrow's model." Today's rules and structures for organizations create innovation roadblocks. It's vital to appoint a leader with the characteristics to lead your innovation effort. Secondly, it's essential to support them with resources (people, time, and money) and give them space to work.

9 Characteristics of Successful Innovation Leaders Let's look at the nine characteristics every successful innovation leader needs. Firstly, innovation leaders need to be comfortable with risk. An innovation leader must have risk tolerance and analyze possible outcomes to make the best decision. Secondly, leaders need expertise in effective communication, conveying visions, commanding respect, and understanding ideas' inherent risks and advantages.

Thirdly, innovation leaders need to remain humble and open to new ideas. This will help cultivate an innovative organization. Next, innovation leaders need to have low anxiety since unnecessary stress depletes creativity. A leader with low anxiety will make their team feel comfortable and secure.

The fifth characteristic is self-confidence, as innovation leaders constantly deal with unknowns. An innovation leader believes they'll succeed and stay positive. The next characteristic is being oriented towards action. Innovation leaders feel energized by action and enjoy leading change that produces innovation. Next, innovation leaders are active collaborators, creating a culture of trust, mutual respect, and shared aspiration of a mutual goal. Innovations that come from collaborative sharing can propel organizations to greater heights.

The eighth characteristic is being a rule breaker. Innovation leaders understand that consistently following the rules can become rigid and put people in a rut. They seek to generate insight and knowledge through non-traditional ways, such as experimentation, free exploration, improvisation, and breaking the rules of doing something. Lastly, an innovation leader needs to be a keen observer, perceiving new patterns and details. The ability to notice things that may have gone unnoticed helps innovation leaders make accurate assessments and figure out the best solution to a problem.

Resources * https://yscouts.com/10-innovation-leadership-characteristics/ * https://blog.trginternational.com/what-you-need-to-know-about-collaborative-leadership * https://workingcapitalreview.com/2019/12/removing-roadblocks-on-the-road-to-innovation/

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Innovation is the secret sauce to success. Unfortunately, efforts to create innovative products or services often get derailed by good intentions, market factors, or other roadblocks holding us back.

Leadership Alignment Business leadership has spent billions searching for innovation. From creating Innovation Centers to investing in incubators, organizations continue on a snipe hunt for innovation. It must be a snipe hunt because 94% of executives say they are frustrated with their company's efforts to harness innovation. The prominent paradox managers face is that systems enabling success based on today's management model reinforce behaviors inconsistent with an innovation culture.

Innovation leadership must remove the inertia barrier as a first step toward embracing innovation. To do this, start at the top with leaders that welcome and support new and more innovative ways of thinking. Leadership must lead with bold, creative ideas first. This will inspire the spark that can spread into a cultural conflagration of innovation over time.

8 Leadership Roadblocks to Innovation Let's get specific on the eight leadership roadblocks that prevent organizations from achieving innovation success. Firstly, groupthink occurs when everyone makes the unspoken decision to follow the group's thinking. Groupthink stunts innovation and prevents some of the best ideas from being presented.

Secondly, there is burnout, which comes from firing on all cylinders, killing creativity. Innovation depends on creativity, so make sure to find time to rest. The third roadblock is a lack of resources, coming in time, people, and money. When innovation teams lack resources, it's hard to go past the ideas and into execution.

The fourth roadblock is insufficient trust, which is especially essential to innovation efforts. When trust within organizations is lacking, teams will be skeptical that their ideas will be executed and won't even try. The fifth roadblock is stopping at ideas.Ideas have to come with action by inspired and engaged employees. Letting good ideas die in the pipeline is a common innovation pitfall. Avoid that.

Roadblocks 6 to 8 Next is preferential treatment, stemming from managers not valuing diverse opinions or only valuing one person's opinion. This results in fewer ideas and low-impact innovations. The seventh roadblock is a lack of collaboration, which comes from leaders giving individual credit for ideas. This creates an unwillingness to collaborate with others. Without a strong culture of collaboration, an organizations' innovation efforts will fail.

Lastly, there is the roadblock of fear. It's not safe to fail when there isn't any trust that failure is a normal part of the innovation process. Sometimes, the riskiest ideas end up being the best, and innovation efforts suffer without them. Leaders who promote an innovation-friendly workplace culture are crucial in today's world. Doomed leaders and organizations are those who don't innovate.

Resources 6 Potential Roadblocks to Innovation

Navigating Innovation Roadblocks

Why is Collaborative Leadership Important?

To know more about about leadership roadblocks, listen to this week's show: 8 Leadership Roadblocks to Innovation.

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Eric Yuan, the CEO of Zoom, is a longtime friend of mine whose leadership has positively impacted countless people. Zoom is a sponsor of the show, and we are honored to have Eric join us to discuss game-changing innovations.

During COVID-19, Zoom saw explosive growth from schools, businesses, and individuals alike. Eric attributes two factors to Zoom’s success: the product’s architecture that supports a hybrid model and the ability to increase servers as more traffic arose. If more bandwidth were available, new features would be better, and quality would be higher.

Eric believes increasing bandwidth will be vital to Zoom’s future innovations. Zoom’s original goal was to create a quality video conferencing app, which they accomplished. In the future, Eric wants to transform Zoom into a platform company. He envisions bringing third-party contexts to the interface, such as games and other consumer apps.

Healthcare and Education Innovation Eric believes Zoom will be able to deliver a better meeting experience than face-to-face meetings. The opportunities are endless, from language translations during business meetings to doctors supporting live surgeries happening overseas. Eric is especially excited about Zoom’s future in telehealth and education. Patients can comfortably receive the care they need when they need it, and this will only improve.

Higher education institutions and K-12 schools leverage Zoom across the world. Eric believes the future of education will be a hybrid model, similar to the future of work. Killer innovations come from the right collaborations, bandwidth, and artificial intelligence integration.

The Future of Work and New Features Eric believes the future of work is hybrid because it offers employees flexibility and shields them from mental health problems. When Zoom creates new features, they always ask if the features will support a hybrid work system. Different businesses are trying different setups for their hybrid work models. Focusing on making remote workers feel connected is a guiding principle for Zoom’s innovations.

Recently, Zoom announced some exciting new features at Zoomtopia. They announced a live language translation feature. They also announced a Docusign integration and the adoption of other apps into the Zoom ecosystem.

About our Guest: Eric Yuan Eric Yuan is the billionaire founder of Zoom, a popular video communications tool that took flight during the coronavirus pandemic. Eric was previously one of the founding engineers at WebEx, which Cisco Systems acquired in 2007. He went on to become the VP at Cisco Systems.

Eric is a Chinese native that moved to Silicon Valley in 1997 after eight failed attempts to obtain a visa. Business Insider named Eric one of the most influential people in enterprise technology. In 2018, Glassdoor voted him as the number one CEO of large companies and added him to the Bloomberg 50 Most Influential list.

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We are back to discuss impactful healthcare-related innovations, specifically disability innovation. Kevin Spencer is an award-winning magician who is passionate about developing children with autism.

Disability Innovation through Magic Tricks Kevin is a magician known by many as “the kid whisperer.” Years ago, Kevin had a brain and spine injury from a motorcycle accident. During the therapy process, he started learning magic tricks to keep himself busy and motivated. After seeing how well it worked, he developed Magic Therapy, a program that uses simple magic tricks to boost motivation, curiosity, and creative expression.

When first testing the program, Kevin worked with adults but felt intimidated by children. He was hesitant to work with a child but took on the challenge. At first, his tricks weren’t doing anything, but the child became curious and engaged after the second trick. After the session, Kevin noticed the child’s father crying. The father told him that was the first time he had ever heard his child speak. After that experience, Kevin committed to developing children who have autism.

Hocus Focus Kevin always wanted to be a magician and feels very privileged to use his passion in a way that impacts others. For kids told that they can’t do things, performing magic tricks gives them the ability to do something that a peer or sibling can’t do.

Kevin’s team created an innovative program designed for a school system called Hocus Focus. The magic tricks address the objectives of a child’s education program that develops functional skills. The tricks connect to a common core standard of learning. A teacher can use the trick to deliver academic content, and occupational therapists and speech-language pathologists can use the same trick to work on the child’s functional aspects.

Unlocking Creativity Through the Arts Kevin and a colleague developed an assessment for teachers to measure the impact of the Hocus Focus program. Dozens of school districts in the U.S use the program, but the most significant market is overseas. There is a greater appreciation of the arts in foreign countries.

I believe we need to bring back the arts to the U.S school system. There are so many things to be learned from the arts with no other way to learn it. Magic tricks give those on the autism spectrum the opportunity to think with flexibility. There is amazing creativity buried inside them, and they need a way to express it. If we can find a way to support them and bring them into organizations, they can unlock unbelievable amounts of innovation.

About our Guest Kevin Spencer Kevin Spencer is the Director at the Center 4 Creative Arts, a Fulbright Specialist & Subject Matter for the U.S Department of State, a Research Consultant for the UAB Arts in Medicine and Occupational Therapy Programs, and a Faculty member at Carlow University.

Kevin is an award-winning performing magician who has toured the world with his wife and partner for over 25 years. He also serves as a Teaching Artist through the Hocus Focus and Magic Therapy programs.

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We are back in Texas with a venture capital firm and its FinTech portfolio company. Bryan Chambers and Joel Radtke join us to discuss venture capital innovation and the journey of an up-and-coming Texas startup.

Capital Factory is a firm that connects investors with new companies and talent. Texas has five of the twelve largest and fastest-growing cities in the U.S, making it a hot area for startups and investors. When it comes to raising capital, many middle-market companies struggle. They often run into various credit risks leading to rejection by banks.

Raising capital is where Joel Radtke and Collateral Edge come into play. Collateral Edge is a startup that uses technology to mitigate risk, allowing the borrower to secure needed bank loans, aiding both the lender and the borrower. Because of Collateral Edge’s technologies, banks can form new relationships that benefit them and their community.

Essentials of Venture Capital Innovation When it comes to startups like Collateral Edge, people often make the mistake of failing to plan around their ideas. The value is not in the idea. It’s in the execution. It is vital to build a relationship with investors and help them fully understand the vision before asking them for money.

The team at Collateral Edge was patient in the process and built solid relationships. As a result, Collateral Edge has gained large Texas investors, New York investors with massive capital pools, Silicon Valley investors who have grown billion-dollar companies, etc. They intentionally targeted investors who could help with bank relationships, capital, and technology, which has paid off.

Bryan’s advice for innovators with ideas but no connections are simple. If you live in or near a large metropolitan area, you need to seek out the startup community. Looking for a community sounds easy, but it requires a lot of effort.

Step two is to work for somebody else who is building a startup. Building a startup is a complex and challenging thing to do. When you work for someone else’s startup, you will gain a wealth of knowledge that you can apply to your future startup efforts.

About Our Guests: Bryan Chambers and Joel Radtke Bryan Chambers is the Vice President of Ventures at Capital Factory. He manages the statewide accelerator and investment operations for the venture capital firm.

He is a founding member of Venture Dallas, a venture capital conference in Dallas, Texas. Bryan is also a Professor of Entrepreneurship at UT Dallas and the Director of the UT Dallas Seed Fund for technology startups founded by students. Bryan holds a B.A. in Business Marketing and an M.B.A in Entrepreneurship from UT Arlington.

Joel Radtke is the Co-Founder, President, and Chief Operating Officer at Collateral Edge. Collateral Edge provides banks with an innovative, automated solution to bolster credit profiles on individual loans to allow greater underwriting flexibility while mitigating risk. He is the former Co-Founder and C.F.O. at United Orthopedic Group. Additionally, Joel has worked in the investment banking and private equity industries. He holds a Bachelor’s degree in Government from Harvard University.

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Artist Uprising connects creative talent with large corporations and businesses. The company started with Merrick’s passion for artists and her desire to see “starving artists” get paid. Many talented artists lack business skills. There is a need for them to bridge the gap between their work and the business world. Both sides have a hard time communicating their needs. Merrick comes in and helps them get on the same page.

When it comes to finding artists, Merrick does a lot of work through Instagram. Her team focuses on acquiring talent that isn’t mega-famous yet but still has large followings. Having consistent content that has a purpose is very important as well. Merrick refers to word of mouth as one of the best ways to find solid talent, similar to how the corporate world operates.

Artist Uprising and Innovation When the conversation of NFTs started getting popular, Merrick got flooded with requests from artists wanting to collaborate. NFTs are digital assets that are purchased and represent things like pieces of art. Artist Uprising eventually hosted the first NFT pop-up gallery in the Richardson area, the third in the country. The event was successful and boosted the business.

In Richardson, Artist Uprising pulls in local artists to work on murals, augmented reality murals, live music activations, live music festivals, etc. For businesses, they even bring in musicians to perform at monthly happy hours. During COVID, murals were the company’s principal work. Since musicians couldn’t play live shows, they augmented pre-recorded concerts within art murals.

Collaboration Success Now more than ever, Merrick believes that brands want to connect with creatives. Last year, Artist Uprising collaborated with Cannon USA when they were coming out with a poster printer. The commercial was artist-focused rather than product-focused, which promoted the printer in perfect light.

Large collaborations are often challenging to make authentic, but they can be done with the right people and focus. Artists live and breathe ideation, but when companies are over-controlling, they halt that creativity. Artist Uprising educates and brings both parties together, resulting in unique innovations that benefit everyone.

About our Guest: Merrick Porcheddu Merrick is the Founder of Artist Uprising, a business resource for talent and a talent resource for business. They focus on abolishing starving artistry by curating and booking talent and creative experiences for brands and organizations. Merrick is becoming an NFT expert in Richardson, Texas. She is passionate about bridging the gap between creatives and the corporate world.

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Adaptive 3D is an innovative company that partnered with Desktop Metal and UT Dallas. Walter Voit discusses the innovation behind microarchitecture within material manufacturing and how partnerships in Richardson, Texas, have created a thriving innovation ecosystem.

Innovating 3D Printing and University Research At Adaptive 3D, Walter focuses on using 3D printing to produce additive materials. The company recently joined Desktop Metal to mass manufacture durable materials rapidly. Printing is often limited to small parts, so the company focuses on manufacturing large materials.

In companies like Adaptive 3D, a new generation of designers uses AI to enhance the manufacturing process. Materials are more intelligently architected, resulting in lower costs, lighter materials, increased sustainability, etc. Microarchitecture is what drives these innovations. As technologies scale, the ability to build large microarchitecture inexpensively becomes a reality.

In the past, there has always been a tradeoff between going green and being cost-efficient. The goal of Adaptive 3D is to have a balance of both. If, by the power of microarchitecture, turning cost structure on its head, it will benefit both the internal supply chain and external customers.

Adaptive 3D with UT Dallas Adaptive 3D is a few miles from UT Dallas. Walter is an associate professor of material science and engineering and mechanical engineering at the university. Even though it’s a young university, UT-Dallas has been a pioneer in tech transfer and the original location for the core technology.

In Dallas, there is an incredible drive to solve practical problems for industries. Since the tech transfer program emerged, the university has supported founders and inventors and flourished innovation. Part of this is because local industries and UT Dallas have such close ties. The university truly understands what the industry needs to survive and thrive.

The Richardson IQ The Richardson IQ is the real deal when looking at public and private cooperation. UT-Dallas, Texas Instruments, Raytheon, etc., has created a merging ecosystem of startups and seasoned experts who want to change the game. In Texas, people don’t look to the government to solve their problems. Instead, they do it themselves. Government leadership has established a system that supports this mindset, allowing the ecosystem to thrive.

About our Guest: Walter Voit Walter Voit is the President and CEO at Adaptive3D, the premium Additive Manufacturing polymer resin supplier. Walter leads one of the new University of Texas – Dallas research centers in the IQ, focused on Artificial Intelligence and Machine Learning. Desktop Metal recently acquired adaptive 3D.

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Joining us are three guests who lead innovation efforts in Richardson, Texas, known for the "Telecom Corridor." The Richardson Innovation Quarter (IQ) lies within the city, a 1,200 square foot land where innovative companies and entrepreneurs collaborate.

The Richardson Innovation Quarter Paul Voelker has been in the Richardson, Texas area for over thirty years. To Paul, being mayor is his way of giving back to the community. Richardson has a wealth of innovation history behind it. At the time when Paul became Mayor, Richardson's innovation focus was on large companies. He and his team decided to shift the focus from large companies to entrepreneurs and startups. Doug McDonald leveraged Richardson's history and the city's connection with the University of Texas – Dallas. His task was implementing the mayor's vision to bring new innovative companies and individuals to Richardson,

Innovation Partnership An innovation partnership with UT Dallas has been a key factor in IQ's growth. Dr. Joseph Pancrazio is the Vice President for Research at UT Dallas in Richardson and is part of the Innovation Quarter. The partnership's primary focus is revitalizing the IQ through specialized innovation efforts. The university believes that its partnership with the City of Richardson is the beginning of something unique.

Paul and the city team understand and embrace the fact that they live in a global marketplace. UT-Dallas exemplifies this marketplace with the diversity of its students. Dr. Pancrazio says that UT-Dallas has 200 national merit scholars and that the students have created a culture of excellence. Paul emphasizes the diverse group of talented students in the city during talks with businesses about moving there. In my opinion, it is that diversity that often brings excellent ideas.

Implementing the Vision In terms of selling the vision of the new IQ, the biggest obstacle that Doug deals with is running a major hub to showcase the area's uniqueness. Through the partnership with Dr. Pancrazio and UT-Dallas, this hub is in the works. UT-Dallas offers the companies in Richardson the opportunity to acquire research from them, often sparking innovations.

In Richardson, places like the IQ create value, culture, and ultimately wealth. This wealth is what drives many innovative ideas. It then gets reinvested back into institutions, companies, and the highly educated workforce in the area. There is power in the vision held by both teams; Mayor Voelker's and the University of Dallas, Richardson's.

About our Guests: Paul Voelker, Doug McDonald, Dr. Joseph Pancrazio Paul Voelker is the current Mayor of Richardson, Texas, and a Business Development Executive at Lone Star Analysis. After receiving his BA in Business Administration from William Penn University, Paul went to work for HP, where he took on numerous roles in his twenty-eight years with the company. He is a sales and marketing executive with experience in business development, marketing, and portfolio and alliance management.

Doug McDonald is the Strategic Initiatives Manager at the City of Richardson, under Mayor Paul Voelker.

Dr. Joseph Pancrazio is the Vice President for Innovation & Research at the City of Richardson under Mayor Paul Voelker.

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Today, we see an emergence of technologies in healthcare. Richardson Methodist Medical Center is at the helm of breakthrough medical innovations. Josh Smith joins us to discuss his work at the medical center around cardiology and electrophysiology.

Technology Breakthroughs and Challenges Technology has allowed physicians and scientists to explore sub-specialties of specialties like cardiology. Josh is a cardiologist specializing in electrophysiology, the study of the heart's conduction, and correct abnormal heart rhythms.

Fifty years ago, there wasn't a lot that cardiologists could do to help those with heart issues. Partnerships between physicians and companies aided in accelerating healthcare innovation. Due to these partnerships, many of the technologies created are available to consumers. One ongoing challenge for hospital systems is acquiring technology and staying up to date with it.

Eight years ago, at the Cable Labs, the healthcare industry asked us to create a cable lab. We had to get the hospitals and the manufactures to work together to standardize the operation. This task was very complicated because it required several different components to work together.

Josh has noticed how more people are now researching the health issues they are having. The availability of information empowers people to do their research. Growing up, my mom would avoid the doctor at all costs, but with personalized healthcare, there is now so much good that can be done.

The evolution of technology has opened up the door for life-changing treatment. My dad had a severe heart issue in the 1970s, and the technology at the time left him in the hospital for three or four days. Now, top cardiologists can perform certain operations in ten minutes. Years ago, Josh had a pain in his chest and went to get it checked. It turned out he had a blockage and had to get two stints. He is thankful that he went because he protected his heart for the long term. None of this would have been possible if it weren't for innovators in the medical field.

Richardson Methodist Medical Center People often think that all innovation happens in Silicon Valley. In reality, there are innovators all over the U.S and all around the world. The people at Richardson Methodist Medical are doing some groundbreaking innovations. A typical open-heart surgery would take seven to ten days. At Richard Methodist Medical Center, a device bypasses that process.

About four years ago, the medical center launched the TAVR Program, which deploys a valve within your heart's valve, resulting in the valve functioning again. This procedure drastically improves the lives of those suffering from heart issues. The outcome of this healthcare innovation is truly amazing.

Future Healthcare Innovation Currently, pacemakers have a life of 7-10 years. Innovators in the medical world are currently working on making chargeable pacemakers, which Josh is excited about. Josh is also excited about the possibility of 3D-printed organs and things of that nature. Dean Kamen, who was previously on the show, is currently creating that technology with his team.

Josh is also really excited about the potential of telehealth. Due to COVID, telehealth accelerated, and I believe it will continue to grow. Josh thinks the next big one will be something related to telehealth when it comes to healthcare consumer devices.

About our Guest: Josh Smith Josh Smith is a U.S Army Veteran and an Invasive Cardiologist, Electrophysiologist, and Radiologist at Methodist Richardson Medical Center in Richardson, Texas. Josh joined the team at Methodist Richardson Medical Center in 2015 and is passionate about advancing healthcare innovation through technology and evidence-based practice.

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In today's world, buzzwords are everywhere. Within the realm of innovation, the misuse of these innovation buzzwords runs rampant. Often, these words and phrases push people away from innovation as they perceive it to be too complex.

Buzzwords: What are they? Often used to impress something upon someone, buzzwords can be technical or specific to a particular industry. Common buzzword examples are synergy, clickbait, and growth hacking. Synergy means something that works together. Clickbait refers to content developers such as Youtubers who exaggerate what their videos are about. Growth hacking means finding different ways to grow a business. Initially meant to simplify things, more often than not, buzzwords complicate them.

Within the world of innovation, there are many existing buzzwords that people dislike. The most common one I hear is design-thinking, which has been around for a while. Originally, this term referred to devising the user's needs at the beginning of a project and carrying that approach to the end. Unfortunately, this buzzword has been misused and turned into something different.

Misused Innovation Buzzwords Let's look at an innovation buzzword I often use, ideation. At The Innovators Network, we teach workshops on the ideation process. Ideation is the process of generating more and better ideas. At the end of it all, ideation is a made-up word that means relatively the same thing that brainstorming does.

Another innovation buzzword is a disruptor— someone or something that shakes things up when entering an established industry. This shakeup is through the usage of different techniques and approaches. An excellent example of a disruptor is when Uber entered and changed the ride-hailing services industry.

Another buzzword that I use often is innovator. An innovator is simply one who presents a new product, service, or a new transformative technique. The issue that arises with this term is that so many people call themselves innovators when they don't offer anything innovative or perform innovation. Because of its rampant misuse, it has become harder to identify the real innovators from the fake ones.

Other Buzzword Examples Next up is the term system-thinking. Top consulting firms often use this buzzword. Companies use the term in attempts to differentiate the services they offer from their competitors. System thinking means looking at things as systems rather than established processes. At its core, this term, like other buzzwords, is an overcomplication of something simple.

Pain points is another buzzword that refers to things that drive customers crazy. Another commonly used innovation buzzword is social innovation. This one is self-explanatory. It means using innovation to solve social problems.

When it comes to innovation, buzzwords create a barrier between those inside and outside the innovation space. While buzzwords aren't inherently wrong, their misuses often lead to confusion and misguidance. I hope that misuse of these buzzwords will start to diminish, creating more apparent openings for others to participate in genuine innovation efforts.

To know more about the misuse of innovation buzzwords, listen to this week's show: Misused Innovation Buzzwords.

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When studying different companies and their cultures, you will notice different team structures. The question of which structure is the best may eventually cross your mind. Some companies have large teams, while others operate with small, close-knit groups. I believe there is an optimal innovation team size that leads to killer ideas when it comes to innovation.

Studies on Team Size The question of the day is this: Does team size genuinely have an impact? I reviewed a collaboration study done a while ago by the Kellogg School of Management and Northwestern University. The premise: large teams are problem solvers, and small teams are problem generators. The study showed that as the teams grew from one member to fifty members, their creativity decreased. The large teams focused on developing already known ideas, and the small teams focused on ideating new ideas.

As teams grew in size, different things impacted them. Firstly, team members suffered relational losses. They felt disconnected from other team members. Secondly, there was a tendency for the individual to contribute less on a large team than they would in a smaller one. Thirdly, when it came to large teams, they often sought out a leader to guide them. The smaller teams did not have a main leader but functioned off trusting each other and focusing on a common mission or vision.

A great way to combat innovation team size issues is through Multi-Team Systems (MTS). This process breaks down larger teams into smaller ones and establishes a structure. Utilizing MTS will lead to better team efficiency, which will lead to better ideas.

My Experience and Other’s Allow me to share my experience with team sizes. I started my career at Deltek, which functioned with large teams. I later joined Thumbscan, which had medium-sized teams that were not the most efficient. When I left this team to build my product, I realized how hard it was to develop something without a team. This taught me the importance of being part of a team and the importance of that team’s size.

One outside example that shows the importance of team size comes from Apple in the 1980s. The company was utilizing large teams, coming out with the Apple 1, 2, and 3. These efforts had turned out unsuccessful. As a result, Steve Jobs picked a small exclusive team to work on MacIntosh. He did this to avoid any outside influence from the company. This move led to enormous success for Apple. The bottom line, when teams are separated and given a specific mission to focus on, they reach a point of efficiency, leading them to achieve their goal.

What is the Optimal Innovation Team Size? From my experience with teams, I have concluded that the optimal innovation team size is 6-8 people. Any more than that, and the team members might lose focus and feel disconnected. In my opinion, nobody should have more than twelve people that directly report to them. Not only is the team size important, but the makeup of the team as well. A team needs visionaries, leaders, energizers, designers, etc. A team with the right combination of skillets will cultivate innovation success.

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AI has become very popular in the world today. With its transition from a dream to reality, one must wonder what future outcomes will come of it. Is human creativity at the core of AI? Some may wonder whether AI can possess the same creative abilities.

Human Creativity and AI Learning and experiences lead to innovation and creation. With every new creation comes inspiration from something else. When it comes to AI, there is a difference between being inspired and being invented. The keys here are input and experience.

AI is composed of training data that recognizes patterns and finds the best solutions. Training data is vital to the makeup of AI. This makeup is typically called machine learning. In the past, the common thought was that humans had a unique advantage over this area. Some instances have said otherwise.

Is Artificial Intelligence growing smarter than humans? That depends on your definition of smarter. Do you define smart by critical thinking skills or IQ? In the case of chess, the key is to recognize patterns and to be able to look at the number of steps ahead. These are two skills that computers have become quite good at through the utilization of machine learning. The question then becomes whether those skills are what we define as smart.

Innovations From AI Technologies Let’s look at an example of AI from the work of the Associated Press, which generates millions of news stories for several different industries. It utilizes the Wordsmith tool to perform deep learning. As a result, AP outpaces the news outputs of all the major media companies out there combined.

Trained on successful articles that people have written, Wordsmith has a downside. The issue with AP’s process is that there is no specific writing style, lacking human creativity. Instead, the platform produces media based on things like news releases by newscasters or online outlets. As a result, Associated Press’s Wordsmith tool couldn’t write the script for my show or other similar shows.

In my spare time, I like to write instrumental music. Magenta Studios has an AI plugin that I like experimenting with. This tool offers a simple way to utilize AI to develop something. The use of AI tools like AP’s Wordsmith or Magenta’s plugin conjures up some questions. People might wonder who should get the credit for the articles published or music created.

Can AI Replace Human Creativity? You may still wonder if AI applications can replace human creativity. You may also wonder if AI can create new ideas leading to killer innovations. I don’t believe AI can replace the unique creativity of humans.

AI utilization is most successful as a tool to enhance ideas. It can be used as an aid to get past the mental block encountered while brainstorming ideas. Human creativity is also evolving as AI grows. AI should not be feared, rather appreciated and experimented with. I believe AI will play a significant and positive role in our future.

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Let’s be honest with ourselves. Being creative is hard. Suppose a crisis within your organization happens, and you need to come up with ideas on demand. How do you respond? While this situation sounds scary, there are steps you can take to respond successfully.

3 Steps to Brainstorming Ideas on Demand I use three steps to brainstorm ideas on demand. The first step is to create a problem statement. Define the problem before you start collecting solutions. Focus on answering the following: who is being impacted by the problem, what is the problem, and why is it important to solve.

I lead a project solving a problem involving broadband for those living in rural areas. In this situation, those impacted were the people in rural areas. The problem was the lack of access to broadband for those living in low population areas. The impact was the inability to work at home, access various information, and engage in entertainment.

Step two is to ideate through brainstorming ideas. Since this is an on-demand situation, I focus on two dimensions, the first being time. Does your innovation save people time or make them more efficient? The second dimension is money. Can your innovation help save money, make more money, or make people efficient with money?

Final Steps Step number three is to share your raw ideas with others who can join you. Please invite others to build upon your ideas, or plus it. Next, you share the problem statement, describe the two dimensions, and present your ideas. Then, rank your ideas and select the best ideas to dig into.

By the end of ninety minutes to two hours, you will come up with a handful of good ideas to move forward with. Remember, this is just a starting point. You will not have fully developed ideas, but you will have enough to get started. The first time you try this, you may be nervous and stressed. Don’t your emotions filter your ideas because you are trying to create ideas on demand. The crazier, the better.

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In life, it is essential to be content when it comes to certain things. However, when dealing with innovation, that is far from the case. When an innovator decides they are satisfied with their product or idea, they will be in for an unpleasant surprise. This contentment can be the ultimate enemy of innovation.

Virtue or Enemy of Innovation? The state of contentment is a state of peace, satisfaction, and acceptance of a situation, outcome, or circumstance. While this sounds great, issues arise when one becomes so content they give up. When people choose contentment, they often avoid any conflicts or challenges. Innovation is all about finding ways to improve things. When an innovator is content with where they are, they develop a false feeling that change is slowing down. This false sense causes the innovator to miss warning signs of an incoming change.

Contentment will lead you to avoid risk and change. The contentment then acts as an innovation antibody. Now you can see how contentment is the enemy of innovation. True innovators are never content with where their products or ideas are. Instead, they are constantly working to improve them.

My Experience with Contentment During my life, there have been a few times where I fell into a state of contentment. I allowed myself to check out and remain on autopilot. I was satisfied with my successes, but my state of contentment was short-lived. These phases were because of some disruptive shocks that occurred in the world around me at these times. When these changes happened, they shook me up, and my contentment rapidly disintegrated. It was then that I learned how contentment is the enemy of innovation.

Avoiding Innovation Contentment Here’s what you can do to avoid the enemy of innovation. Firstly, challenge yourself to do things that make you uncomfortable. Try a new hobby, learn a new instrument, play a new sport, etc. This challenge will give you a new perspective and keep you from being stagnant. Secondly, you can change up the way you do things. This change can be simple, like switching up your morning routine or driving a different way to work. Thirdly, you can try some creative muscle exercises.

Start with challenging yourself to come up with five problems that need solving. These can be personal things, work or school-related, things for a non-profit, etc. There will never be a shortage of issues that need solving. Doing these things will keep you creative and alert, avoiding the enemy of innovation known as contentment.

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A vital function of an innovation leader is to motivate, support, and point their team to good habits. Doing this should be a daily activity. Modeling leadership habits and exhibiting leadership skills inspires employees to become leaders. With this inspiration, employees will become more efficient and innovative. This effect can be created through a list of questions to ask your employees.

Top Questions to Ask Your Employees The first question on my list is, “What went well last time we met?” Once you ask this question, it is important to be a good listener. Next, offer them your appreciation for their work, and offer your support. Focus on reinforcing the idea that innovation is about the team. The second question on the list is, “What went wrong and what was the lesson you took from it?” When dealing with innovation, we can’t always be in complete control of the situation. Failures are bound to happen. As an innovation leader, you must encourage your employees to share their failures and learnings. Having a culture that embraces experimentation leads to greater innovations. Additionally, the organization can learn from that failure and avoid it altogether in the future. Number three on my list of questions to ask your employees is, “What did you find that could be improved, and what did you do to improve it?” This question is vital because it permits employees to fix things. In doing so, the employees learn some important lessons. Firstly, they learn that everyone in the organization is in it together. Secondly, they learn not to throw their problems on someone else, but to take initiative.

Creating a Motivating, Clear, and Honest Environment The fourth question is, “how can I create a motivating environment?” In my organization, we give out gift cards to recognize employees’ good efforts and innovation habits. To create a motivating atmosphere, you need to actively listen and be approachable. Additionally, you need to recognize when someone does something well by publicly acknowledging it. This shows others what habits and actions to strive for in their team and organization. The fifth question I ask is, “What roadblocks are you facing and what can I do to clear them?” As a leader, your job is to sift out things that hinder productivity. Roadblocks can be large or small issues. Leaders should remove barriers so that their teams can stay focused on what’s important.

Lastly, I ask my employees if there is anything else they want to talk about. This open-ended question allows employees to share other things on their minds. One of my organization’s core values is “candor with respect.” This gives employees the confidence to be transparent and frees them from concern about negative reactions. Protect confidentiality so employees feel they can open up. I’ve had employees present challenges in their personal lives. In some cases, I’ve been able to help. The results have improved employee morale and generated positive change for the organization.

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Let’s say your organization tasks your team to generate a new product or service idea. You gather your team together and get ready to brainstorm, thinking you can’t go wrong. Contrary to common thought, when brainstorming problem statements, things can go wrong. Often, teams will jump into brainstorming sessions, forgetting a vital step of the process. This step is known as the area of focus.

When it comes to assembling your team to brainstorm problem statements, developing the area of focus is beyond critical. As a team leader, it is essential to explain a few key things to your team. Firstly, you need to explain who has the problem. Secondly, it is crucial to lay out what the problem is. Lastly, you explain why the problem is essential to solve.

Elements of A Good Problem Statement When brainstorming problem statements, a set timeframe will help a team put all their energy and attention into creating that area of focus. This time is vital because a well-defined focus from a solid problem statement will generate more and better ideas. A well-thought-out problem statement either solves a problem, removes a barrier, or improves an experience. Don’t forget that problem statements need to be concise without implying or stating a solution.

It is also crucial that they are specific enough to the point where they are solvable by your organization within that timeframe. This process is not easy. As a result, I spend four to eight hours crafting, testing, and validating a problem statement.

Generating As A Team There are a few key steps needed when successfully brainstorming problem statements. Firstly, you need to get together and brainstorm the problem. This step includes gathering a list of problems and challenges, any organizational friction or barriers, and unmet needs within the organization. The second step is to have your team answer the “what, who, and why.” Thirdly, you need to take the gathered data and plug it into one of the templates to generate the problem statement.

Next, repeat the “who, what, and why,” drafting multiple versions of the problem statement. Lastly, test it with the “who,” or your organization’s target segment. Once you have a version of the problem statement you think works, test it with others. The test is best done by writing it out and making it concise. Like I always say, never use yourself as a proxy. Next, ask your organization some questions to validate the problem and problem statement. Once validated, you are ready to present your problem statement to your team so they can begin brainstorming.

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Many people spend years of their lives searching for the secrets of success. Most people believe success comes from doing what successful people do. 1986, “In Search of Excellence” came out, which sought to identify shared practices of 10 successful companies and publish them. This book was the first one in its genre. Did these companies become successful out of luck?

Let’s try this strategy by taking fifty firms featured in three best sellers in this genre – In Search of Excellence, Good to Great, and Built to Last. Of the firms covered by these books, sixteen failed within five years, twenty-three underperformed the S&P 500, five became exceptional, and the remaining six became average. Only 10% of these “role model” companies became successful.

Now let’s look at the area of music. If you look at an artist that had a top 20 song, should you sign that artist? Your gut would probably say yes. A study looked at 8,300 artist’s songs from 1980-2008. It concluded that rather than signing the artist in the top twenty of 100 songs, you would have better market success picking the artist ranked between 22-30.

In many cases, songs that get top spots are “one-hit wonders.” The artists that tended to have more career success were the second-best to start with. Smart agents sign artists in the mid-twenty to thirties range because they got there by skill and not luck.

Luck’s Role in Innovation People often confuse luck with taking a risk. By luck, I mean going from good to great out of nowhere. The difference between an okay innovation and a breakthrough is all about the right timing. Some levels of success can be attributed to the innovator, but luck often plays a big part.

When I think of luck, I think of it in the construct of a 2x2 matrix. The horizontal axis is the level of luck, the left side being zero (no luck), and the right side being 100 (every perfect condition). The vertical axis is your innovation capability, the lower part is zero (no innovation capability), and the top is 100 (innovation perfection).

In the lower left-hand corner, with no luck and no innovation capability, you have no chance. If you don’t innovate and leverage any form of luck, competition will eat you up. In the upper left, where you have great innovation but no luck, you might have some mediocre success, break even, or get acquired by someone. With unbelievable luck but no innovation capabilities in the lower right-hand corner, you have “blind luck.” Many people think they can consistently achieve success through luck, but it is not a strategy. In the upper right-hand quadrant, you have unbelievable innovation capabilities, and luck comes along.

Final Thoughts In some cases, you can position yourself to achieve breakthrough success. It’s important to know when to pause an idea. When luck raises its head, you can take advantage of it and create that innovation success. Don’t think that you can do whatever someone like Elon Musk did and achieve the same level of success. It would be best if you recognized that you aren’t in complete control. Don’t try to control luck, but use your innovation capabilities to create ideas and have them ready to move forward with them when the timing is right.

To know more about achieving innovation success through luck and skill, listen to this week's show: Innovation Success, Skill or Luck.

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A challenger is someone who ignores old thought patterns, doesn't let others hold them back, and confronts the dominant player. In the story of David and Goliath, David defeated the giant because he approached him differently. As an organization, you need to think differently to challenge a well-accepted market leader. Challengers fight smarter, with focus and a clear purpose. Being a challenger is a mindset as much as anything else.

How to Become the Innovation Challenger History is full of innovation challengers that upset prominent industries. Take Google, for example. Yahoo had 95% of the market share when Google started. Google's success came when they pivoted their innovation to an automated page rank algorithm. The most popular pages floated to the top, which people loved. Google stayed focused and had a purpose, resulting in a David and Goliath type of victory. They currently have around 92% of the market share.

Another example is SpaceX. Space exploration and travel used to be strictly government-based. In 2006, SpaceX challenged the space launch monopoly that Lockheed Martin and Boeing held. As a result, SpaceX went from a 1.5% market share in 2008 to roughly a 22% market share in 2020. How does SpaceX differentiate itself? By reusing rockets after launches, saving millions of dollars. Google and SpaceX are now Goliaths because they became innovation challengers.

Establishing an Innovation Challenger Mindset Firstly, you need to understand the Goliath deeply. It would help if you studied the culture, organization, key influencers from the inside and out, investors, board, company history, etc. If possible, buy and use their products. Follow them on social media, sign up for newsletters, call their support line, buy through their sales channels, etc.

Secondly, accept all negative feedback as opportunities. Don't rationalize away people's complaints about your products or ideas. Use them as ways to improve. Practice active listening and address feedback. An excellent example of this is Zoom. At the beginning of COVID, Zoom quickly rose to the top but started having issues. To address these issues, they did regular meetings to gather feedback from people. They responded successfully to the problems, leading them to where they are today.

Thirdly, look for other parallel industries that have challengers. It is surprising how many ideas you can take from totally unrelated areas. Figure out how to apply what you have learned from other industries to your own. Number four is to build an "innovation red team, " a team of outsiders that challenges your assumptions. You want these people to be brutally honest with you and to point out your blind spots. I still have blind spots, even though I've been in the innovation game for forty years. It is vital to permit these people to challenge you. Doing this will make you more successful as an organization.

Lastly, encourage your team to experiment and try new things. Have a culture that teaches failure as a learning experience and not a negative thing.

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Innovating in the face of the unexpected can stretch the most decisive innovation leader. COVID taught us that flexibility and adaptability is the name of the game. This is especially true within an organization’s innovation efforts. A new capability is needed to respond to these disruptive shock situations effectively. I call this capability “elastic innovation,” or the ability to innovate in the short-term while still managing innovation efforts in the long term.

Is Elastic Innovation Needed? During these unexpected times, it is often necessary to innovate within a 0-48 hour timeframe. I became aware of this concept in 2015 when I read the Elastic Innovation Index. This index looked at the financial tech world and focused on how quickly companies could adapt to sudden changes. Recently, John Bremen wrote an article called Elastic Innovation related specifically to COVID. Today, I will be combining thoughts from these two articles with my own.

Impacts of Elastic Innovation Elastic innovation impacts different practices companies use. Firstly, it impacts an idea pipeline. Most companies have some form of Idea Management System (IMS). Forced to take an idea from your pipeline, you skip standard processes and immediately implement it. Elastic innovation may also impact your people.

To succeed with elastic innovation, you need to have a culture that allows for a high decentralization of decision-making and resources. The best ideas usually don’t come from senior executives. When in an elastic innovation situation, you need to empower your team to move quickly and create a diverse approval process. Approve it, fund it, and get moving.

Thirdly, elastic innovation impacts your operating pace. Typically your process and pace are set based on approval processes. Significantly accelerated, this is the pace in the case of an elastic innovation. Things are tested and launched to respond to disruptive shocks adequately.

Lastly, elastic innovation impacts the framework a company is following. It would be best if you were willing to drop some elements of your framework. Keep in mind; you should maintain your quality and safety standards and protect your brand.

Examples from COVID During COVID, perfume manufacturers transformed their manufacturing systems to make hand sanitizer. They leveraged their capabilities in a short-term effort to create an entirely new product. Restaurants shifted to using mobile ordering and curbside pickup to get people their meals safely. The gig economy saw a rise in its grocery delivery services. Musicians adapted and started doing virtual concerts for their fans.

If you keep an elastic innovation approach, you will deal with complexities and balance response tradeoffs. Most importantly, you will react quickly and decisively, which will lead to your organization’s success.

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In past episodes, I’ve discussed science fiction stories as tools to predict the future. H.G Wells wrote about atomic bombs and the fallout - thirty years before Nagasaki and Hiroshima. In 1968, John Brunner predicted the European Union, China’s rise to power, and Detroit’s economic downfall. You can probably take any existing technology and find a book or article that predicted something like it in the past. If you want to spark an idea, the most crucial part is understanding the timing.

An Unexpected Way to Predict the Future Writers of fiction bring something to those whose jobs it is to predict the future. Writers bring the sensory talent. To be a great writer, you need to be aware of things others don’t see and pick up on different trends and moods. The ability for a writer to convey a picture of what could be generates that “what if” spark. Writers can create and invent emotions, worlds, structures, political parties, and., eliciting a response from the reader. It’s all about imagining what it will take to get from point A to point B.

This episode was inspired by an article written by Philip Oltermann discussing novels to predict crises such as genocides or civil wars. The project, called “Project Cassandra,” was run by Jurgen Wertheimer, a professor of comparative literature in Germany.

The overall goal was to figure out if you could predict the unpredictable. They discovered that authors in a given country were writing fiction tied to their country’s circumstances and forecasting what they believed would happen based on the patterns they saw. Some people refer to a crisis as a black swan, which is an event you can’t predict. On the contrary, the project showed that a few years before a crisis, local authors offered a sense of what was coming. These predictions weren’t based on extensive data collection but more focused on people’s feelings. Those running the project focused on the literary infrastructure, asking whether the - was the book was being censored or if it did elicit extraordinary reactions.

Predicting as an Innovator I tend to use a similar process when it comes to predicting the future. On top of looking at reactions, I take interesting writings and search out the people involved in them. Firstly, I ask the writers what barriers are keeping their predictions from happening. I also check what the dependencies are, and most importantly, I ask what the intended and unintended consequences are. No matter what you are doing, it is vital to ponder these things.

The Cassandra Project was looking to predict crises five to seven years out. The early stages of this project were successful in predicting things one year out. The next stage was five to seven years out. The early successes came from giving off strong hints, but this is hard to make actionable. In the case of innovators, hints are interesting, but they have to be translated. This is a challenge for any innovation. Ultimately, Project Cassandra was killed in 2020 by the German government.

Do you think reading the writings of authors can be possible sources of predicting the future? Prediction is challenging and often viewed as the d is the holy grail for innovators. The one guarantee is that you will never be 100% right. This shouldn’t cause you to make us give up, as a prediction can create that little spark that will lead you to the next big thing.

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To me, pivoting is making a significant change in direction. Many people are not aware that some of the products they use today are the result of a pivot. Today we’ll look at seven companies that made meaningful significant changes resulting in ultimate success.

Achieving Success by Pivoting Your Innovation PayPal started as a digital “I owe you” platform. Today, it is a major payment transaction platform that gave birth to the “PayPal mafia”, which included people such as Elon Musk. The successful pivot was Airbnb, which originally offered housing for conferences and air mattresses. The third company is Twitter, which started as a podcast platform called Odeo. I was on show five or six in the early days of the platform. When iTunes came out with their podcast app, they put similar platforms such as Odeo out of business. As a result, Jack Dorsey and his team brainstormed, found inspiration, and pivoted, coming up with Twitter. Next up is Western Union, which was a telegram company founded in the 1800s. In recent years, the company pivoted and became a money transfer company. Today, the company handles just shy of $9 billion a year. I use Western Union for non-profit and for-profit work in Rwanda. The next company that has done major pivots is Slack, which I am an avid user of. Slack started as a video game venture called Glitch. When they couldn’t get any interest in their idea, they switched to a messaging platform and found success.

Nintendo and Pivoting The next company is Nintendo, which has been around since the 1880s and has been in many different businesses. They started off making playing cards, and then pivoted to taxi services. Next, Nintendo made instant rice cookers and then pivoted to hourly hotel rooms. Eventually, they pivoted into the early video game space and became the company we know today. The last company is Playdoh, which I grew up using as a kid. Playdoh was originally developed to clean up coal dust off walls. When heat sources were switched from coal to oil, gas, then natural heat, the market for Playdoh dried up. The company realized teachers were getting creative with Playdoh in the classroom and pivoted their business to a different target market.

Important Steps To pivot successfully, you should treat it like any other area of innovation. First, find your area of focus and ideate. Next, rank your ideas and execute them. At the end of the day, pivoting is better than going bankrupt. I did thirteen startups before my first IPO at Telligent. Pivoting is a skill that innovators need to have and an action they need to be willing to take. Additionally, you need to be dedicated and on the same page as your team to pivot successfully. Next, you need to be willing to change. Don’t fall in love with your innovation and refuse to let go. Thirdly, you have to move very quickly to pivot successfully. Lastly, choose what you will be doing and commit to it.

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Let's talk about some non-obvious sources of my innovation inspiration. Recently, we spoke about seeing with fresh eyes and how important that practice is. Fresh eyes need innovation inspiration to guide them towards that next game-changing innovation.

The Power of Unexpected Conversations The first source of my innovation inspiration is unexpected conversations. I like to talk with interesting people who have different backgrounds than I do. I often do this on airplanes or at rest stops, as well as at large events like TED. My goal of these conversations is to walk away with at least one exceptional idea. I have a set of questions that I ask people in unexpected discussions, such as, "What are you curious about?" or "What innovation do you want to see come to fruition during your lifetime"?

In the 90s, my uncle owned Macarthur Fish and Poultry in the heart of Oakland. One thing that frustrated him was missed phone calls that often led to missed opportunities. During the holiday seasons, it was hard to keep up with numerous calls.

At the time, I was in the telecoms business, and I figured out that it was recorded every time a phone number was called. We decided to look up the callers' information from these missed calls and put it into emails. We would then send it to the store owner to call back, which led to more business. The product was called Imagine and went on to amass a ton of success after its launch in 1998. The success of Imagine eventually became the cornerstone of Telligent, which then grew to be a $3.1 billion business.

All of this resulted from a few unexpected conversations with my uncle and fellow shop owners on Macarthur Boulevard in Oakland, California. Never underestimate the power of an unexpected conversation.

Observe and Erase Annoyances The second source of my innovation inspiration is being observant of what annoys me. We all have things that bother us. It is essential to ask what is causing these annoyances and how they're erased. I've been in the mobile phone industry since the late 80s, so I have many experiences with smartphones. In the early days, smartphones could only run single apps at a time.

A group called Palm had developed a new system called webOS which could run multiple applications simultaneously. I loved webOS so much that I convinced HP to buy it for $3.5 billion. They created what I would call the best smartphone approach out there, which was way ahead of Apple at the time. Now, all smartphones have the system that webOS developed. All of this was a result of an annoyance that a team decided to erase.

Asking Deep Questions The third source is asking the "who, what, when, where, why" questions and applying them to your area of focus. For instance, I am currently reading "This Is How They Tell Me the World Ends" by Nicole Perlroth. Through reading this book and others, I've come up with a way to generate ideas by asking these questions.

Ask yourself what the more profound thing is that will allow you to dig deeper. I have come up with tons of ideas based on what Perlroth shares in the book. My objective is to come up with at least one interesting idea from every chapter. Ultimately, it is essential to remember that inspiration is everywhere, no matter where you are or what situation you find yourself in.

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Regret is one of those emotions that can derail your future success. As innovators, regrets can be things like someone else launching an idea you had before you were able to execute it. Today, I am going to share three of my innovation regrets, and how to move past them to continue achieving success.

My First Innovation Regret During the early days of computer viruses, I was Director of Product Development for ThumbScan. We offered a fingerprint biometric device under $1,000, which was the first at this price that could attach to a PC. Since this was before PCs were common, people didn’t see much value in the company. During this time, I was making headlines for my work on computer viruses and had written down a ton of ideas about them in a notebook I had. Then, Thumbscan started struggling and sales were dropping. I ended up setting aside my notebook of ideas and focusing on other things. Next thing you know, Norton and McAfee, came out with products similar to my ideas and became very successful. I made a few big mistakes in this situation and learned some lessons. Firstly, I went wrong when I correlated people’s interest in the product to an entire industry segment. I also looked at the “now” instead of looking at what could happen if viruses became a major issue. My other big mistake was that I didn’t go back and present my ideas to McAfee and Norton. At this time, I was well-known and could have successfully leveraged my reputation. Instead, I chose not to do it because I didn’t want to be the second or third guy coming out with the idea, I wanted to be the first. This was another innovation regret because typically, the first people who come out with something don’t create the best product.

Second Innovation Regret My second innovation regret comes from a project I called “the six degrees of separation”. This idea states that you are only no more than six people away from everybody else. A group of consultants and I were sitting around one day and came up with the idea of this project. We were trying to figure out if we could connect people through their work experience, employers, and the likelihood that they knew somebody, to create a connected introduction network. This was two years before LinkedIn offered any kind of product or service. We put the idea up but got distracted by a new idea and ended up dropping it. LinkedIn came out two years later and became a huge success. Here, I learned that I did not lack ideas, but I lacked a ranking process for my ideas. New ideas always look shiny, and we often gravitate to them, which causes us to lose focus on older and potentially successful ideas.

Innovation Regret #3 When I was at a company called Omnipoint, we came up with the idea of pre-paid mobile. This was the very first pre-paid mobile as the existing mobile required built up credit. We set it up to be an easy process that could be purchased anywhere that sold Omnipoint phones. There was no account information required to purchase the service. We got flooded with people using the prepaid service and became very popular. Then, criminals discovered our anonymous phones. This became the launching point for “burner phones”. The U.S government was not happy with what we were doing, and I had a lot of conversations with different agencies. From this innovation regret, I learned to look for the unintended consequences of my innovations. Nowadays, I write out my regrets and jot down what I would have done differently. After this, I move on and let go of the past. Moving on is vital because if you dwell on your regrets, they will take your energy and focus away from future innovations.

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Previously we talked about innovation adoption and the importance of getting across the innovation adoption curve. Let’s shift our conversation to innovation adoption as a competitive advantage. There is a new category of innovation adoption that is on the rise. This category is known as the hyper-adoption of innovation. The category describes the propensity to adopt and adapt to innovation at a speed and skill unmatched. Adopters in this category are willing to change everything very quickly to be successful.

The best example of this is to look at the economies of countries that have become hyper-adopters. Here is some information and statistics on China from a Harvard Business Review article by Zak Dychtwald. In China, we have seen explosive growth in business and infrastructure. The country has a resource that no other country has: a vast population that has lived through an unprecedented amount of change. China’s innovation ecosystem of millions of hyper-adoptive consumers makes the country so globally competitive. The Chinese people know change is good and are willing to change when it is necessary for growth.

The Lived Experience and Hyper-Adoption The “lived experience” has shaped China’s unique attitude towards adoption. Looking at lifetime per capita GDP, the U.S has grown roughly 2.7 times from 1990, while China’s has grown 32 times. In 1990, China’s GDP represented less than 2% of the global total, but by 2019 it represented nearly 19%.

From 2011-2013, China poured more concrete than the U.S had poured in the entire 20th century. In 1990, China’s rural population had one refrigerator per one hundred households. Today, that number is ninety-six per one hundred households. In 1990, China had 5.5 million cars on the road, and today they have 270 million. 3.4 million of these cars are electric, representing 47% of global electric cars.

In recent years, the Chinese have had to adapt to radical change more than any other country in the world. Because they constantly implement hyper-adoption, China is poised to take the lead in the innovation arms race.

How to Become a Hyper-Adopter of Innovation Becoming a hyper-adopter of innovation means remaining open to trying new things and being willing to change yourself. This includes looking at things with fresh eyes. When teaching workshops, I often ask organizations if they are eager to change. Typically, individuals in the group will say they are fine but point out someone else they think needs to change. You need to evaluate yourself and take the necessary steps to adapt. If you want to create an unfair advantage, you need to be willing to change yourself and decide on your own.

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Once you've developed an excellent breakthrough innovation, the next step is figuring out how to get it adopted. Innovators have created numerous helpful models over the years, but most use the innovation adoption model.

The Innovation Adoption Curve The innovation adoption model is the framework that lays out the audience, such as the late adopters or early adopters. This framework assumes that you are the innovator trying to sell innovation. Today, we will be laying the framework for innovation adoption. Innovation adoption is a model that classifies the adopters of innovation based on their levels of readiness.

Innovation Adoption Groups There are specific characteristics and groups when it comes to innovation adoption. The first group is the innovators, who are the risk-takers, willing to be the first ones to try anything. This group is a small segment but is much more prominent in influence. These early innovators are the ones other people tend to follow.

The next group is the early adopters, who are visionaries that rely on their gut and experience. While they aren't on the bleeding edge, they are on the leading edge. Early adopters may not get it right out of the gate but jump aboard shortly after.

Next, the early majority is the more mainstream market segment and is more prominent than both previous groups combined. Those in this group like new innovations but prefer to wait and see if innovation is successful before adopting it. They look at innovations not just because they are new but because they perceive value in them.

Next, the late majority holds the same portion of the market as the early majority. These people only adopt innovation when it is their last option (Ex. people who had Blackberrys as long as possible). This segment is harder to persuade as they don't like to try new things. They have high regard for advice from friends and colleagues but not traditional advertising.

The last group is the laggards, which are the same size as the innovators and early adopters. These people are the naysayers of any change. They only adopt things when it is necessary, and no options are left.

Why is it Important? It is essential to have a unique strategy for approaching each phase of the innovation adoption curve. This strategy comes from author Geoffrey Moore, a friend who has been on the show multiple times. In his book "Crossing the Chasm, he states the chasm between the early adopters and the early majority. This crossing of the chasm is necessary to have a widely successful innovation. To do that, you have to target the market segments and create some excitement over what you have developed. You can't just advertise or market your way over the chasm. It would be best if you had a strategy to find what will provide that needed momentum.

Geoffrey has another strategy he calls the bowling pins. If you think of bowling pins as different industries and solve one industry's problem, it knocks down a bowling pin. In turn, this will bump into another similar industry problem/bowling pin, and it will get knocked down, thus continuing the cycle. This strategy will create excitement and energy, which will help you cross the chasm. The chasm is the biggest struggle for 99% of innovations that could be breakthroughs. You will fail if you don't develop an approach to cross the chasm. 95% of all innovations fail when they neglect the chasm.

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It's hard to believe that I've been in the innovation game as long as I have. I've been creating ideas, inventing, launching services, and teaching others to do the same for many years. While this experience is good, it can sometimes be hurtful. Finding yourself doing the same thing over and over again can be tedious.

We all fall into this type of rut. People often do this with morning routines. The good part is you know what step is coming next. The bad part is when something happens to throw you off, you might overlook things. Routines are problematic when dealing with innovation. To successfully find creative ideas, you need to look at things with fresh eyes constantly. By looking with fresh eyes, I mean seeing something as if you are seeing it for the first time.

Breaking The Rut with Creative Ideas How do you break the rut to cause your brain to think differently? You need to observe things, not just look at things and take in information. When I was at HP, I would observe customers while shopping for products at BestBuy. When they picked one that wasn't an HP product, I would walk up to them and introduce myself. I'd ask them what made them choose that product over the HP one to understand their reasoning. Observing isn't just about seeing with your eyes. It is also about asking questions and having an inquisitive nature.

Innovation Example In some cases, solving problems with fresh eyes doesn't work. In this case, you may have to bring someone in from the outside who has fresh eyes. Here is an example of this. A major manufacturer of potato chips was struggling with a problem: their chips were too greasy. They previously had too much salt on the chips, so they shook them. They tried this with the grease, and it did not work. They tried to shake the chips even harder, and it left them with broken products.

They finally decided to crowdsource, soliciting ideas from people on how to get rid of excess oil on the chips. The solution came from a concert violinist who realized the problem resembled something they had seen. When a violin hits a precise tone, the resonance of the tone will cause water to dance. The violinist proposed they play a specific note to get the oil to jump off the chip, and it worked. Here was a solution not found by those with years of experience but from an unexpected source.

3 Steps to Seeing with Fresh Eyes 1. Be aware that you are seeing with old eyes. 2. Build up the habit of looking at everything with fresh eyes.
This means doing this differently, asking things differently, and asking different people. 3. Ask for fresh eyes from non-experts. It is crucial to get in the habit of exercising your observation skills. You can do this by driving a different way to work or challenging a process you've used for a while. You can ask someone who isn't an expert to give you feedback, such as the potato chip manufacturer did. You can learn from people with different expertise, country, background, age, etc.

After implementing these things, you will begin to see with fresh eyes, which will lead to the creation of new ideas.

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Last week, I wrapped up a workshop I was teaching to innovation leaders on the 7 laws of innovation. At the end of every workshop or session I teach, I conduct an “AMA” or ask me anything time. There seems to be a recurring question I get from leaders who have taken the Innovation Bootcamp and the 7 laws workshop. The question is, “how do I find the time to innovate?”

Creating time for Innovation as an Organization Now I will share some examples of how organizations have created time for innovation. The first example occurred in the early days of HP long before I was CTO. Bill Hewlett would set aside time for the engineers to work on side projects that they wanted to prioritize. Friday from noon till the end of the day was where this typically went down. All HP’s part cabinets would be open and available, with the rule that you had to demo what you created at the end. In the early days of this show, I interviewed Art Fong, who was employee #9 at HP. He got recruited by Bill directly while doing radar work for the military in WW2. During these times, worked on putting together one of the first radar guns for measuring vehicle speed. This work led to the development of new test gear and resulted in employees feeling like they had time and permission to create new ideas.

This became part of the culture at HP.

Another example of how you can create time for innovation has to do with project planning. Most organizations focus all 40 hours of the week on getting projects done for clients. A disciplined organization will schedule 35 hours a week for projects and leave an extra five hours for innovation/think time. Some organizations use what I call “innovation vacations”. This is a time where employees can refresh and think of new ideas outside of their scheduled work time. I do “trend safaris”, where I hunt for the newest things at big events. I would do this at The Hanover Furniture Fair, New York Fashion Week, the world’s fair in Tokyo, etc.

Creating Time as an Individual You may still be wondering what you as an individual can do to create time for innovation. The first thing you can do is prioritize. Innovation requires time and commitment. As an innovator and an author, I’ve learned that consistency is more important than quantity. If you spend an hour a day innovating every day, you will make a lot of progress. You can even spend fifteen minutes a day working on something if you’re consistent. Next, you can find an innovation accountability partner. I had a dream of writing a book for many years but didn’t do it till an agent approached me with the idea and kept me accountable. You can also talk to your boss and show them the work you are doing. Ask them for guidance on how you can fit innovation time into your schedule. Once you have innovation time allocated, protect it. Just like going to the gym, it becomes a habit if you do it enough days. Similarly, if you start skipping it, eventually you will stop it altogether. Creating time for innovation is so important because, without it, you will have zero ideas. If you are a leader, you need to give clear permission to everyone in your organization to innovate. This can be something like a one-day-a-month innovation day. At the end of the day, you can’t create time. When it's gone, it's gone, and it is very limited. By prioritizing your innovation, you will be one step closer to coming up with that new idea.

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What is Groupthink?

In this show, we will discuss how groupthink kills innovation. Groupthink is thinking or making decisions as a group in a way that discourages creativity or individual responsibility. The problem with groupthink is that it can create blind spots that are the result of not listening to dissenting opinions. Groupthink tends to end in unintended negative consequences because everyone thinks alike and agrees with each other.

The Eight Symptoms of Groupthink

Let’s look at the eight symptoms of groupthink. Irving Janis developed the eight symptoms of groupthink in 1972. The first symptom is the illusion of invulnerability. It creates excessive optimism that encourages taking extreme risks, which always has a downside. Number two is a collective rationalization, where members discount warnings and don’t reconsider their assumptions. The third symptom is belief in inherent morality, where members ignore the ethical or moral consequences of their decisions. Number four is the stereotyped views of the outgroup. This is where you stereotype people that are not in your group. The fifth symptom is direct pressure on dissenters. This is where members are pressured not to disagree with the group’s views. Number six is self-censorship, where you don’t say certain things to avoid reactions from people. Number seven is the illusion of unanimity. This is the view that the majority view is thought to be unanimous. In most cases, this is just an assumption. Number eight is self-appointed mind guards. These members protect the group from information that is contradictory to the group’s cohesiveness.

Examples of Groupthink

Here are two examples of the negative consequences of groupthink. Swiss Air was a Swiss airline that was so financially stable that people referred to it as the flying bank. In July of 2001, the company collapsed. Right before this, they got rid of any industrial technical expertise from its governing board. The company wanted to reduce anything that threatened the cohesiveness of the board of directors. Insider groupthink took over and led the company to failure. In 1999, fifty-four members of the Major League Baseball Umpires Association resigned in mass. The umpire did this to influence the ability to renegotiate new contracts. Ultimately, the MLB hired new umpires and decertified the entire union.

Combating Groupthink That Kills Innovation

Innovation is all about doing something new and unique and taking risks. Groupthink is all about conformity, thinking the same, and being in alignment. If you fall into this trap, then it turns into an innovation antibody, and innovation antibodies block new ideas. There are several ways to combat groupthink. Firstly, you can formalize the questioning process. A group should have a process that gives questioning permission to those within the group. There should also be people from outside the group challenging it. Another way to fight groupthink is to institute anonymity. This will make people more comfortable giving their opinion. Number four is to bring in outsiders such as consultants and encourage them to point out problems. Lastly, allow extra time so things can be questioned and challenged.

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Like I’ve discussed in a previous show, innovation mentoring and coaching are two different things. Coaching is when working on a project, while mentoring is more long-term and focuses on one person. When directing teams on innovation efforts, the secret to success is a well-thought-out innovation or creative brief.

The Creative or Innovation Brief I’ve done a lot of coaching and mentoring over the years. In one example, I helped design the new media exhibit in the Newseum in Washington D.C. I’ve done hundreds of similar projects, whether it’s working on a project that is already started or helping conceive a new one.

The innovation brief is information you share with your team or preparing to deliver to an innovation coach. The brief explains the ins and outs of a project and is a key document that saves a lot of time. It aids in discovering and understanding the overall goal of the effort at hand and the attached expectations.

9 Elements of a Successful Innovation Brief There are nine essential elements of a successful innovation brief. The first element is to describe your organization. The innovation brief should include history, projects, programs, what the organization does, etc., to provide context. The second element is to summarize the project and why you need it. Is it new, or is it enhancing an existing product or service? Summarize why you are doing what you are doing and all it entails.

The third element is to explain the objectives, which is the most crucial part. It would be best if you thought through your strategies and goals thoroughly. Here, you need to describe the problem you are trying to solve. As an organization, don’t be afraid to share the reality of your situation with your innovation coach. The fourth element is to define the target audience. This audience will be the group that will be benefiting from your efforts.

Elements Five through Nine The fifth element is to define the deliverables or the result of the effort. Recently, I was working with the U.S Marine Corps on reducing time for procurement. I was also teaching them how to use the FIRE framework. The deliverables were training and a prioritized list of ideas. We did both simultaneously and came up with some exciting ideas.

The sixth element is to identify your competition. Figure out what products or services they have and discover the point of differentiation. It is also essential to observe what trends are occurring. The seventh element is to provide the timing of the project. You must be realistic and listen to your innovation coach.

Element eight is to specify the project budget. Set this budget upfront and be realistic about your expectations before you get started. The ninth element is to list the key stakeholders. Either you are developing this brief to give to your team or an innovation coach. In either situation, it is vital to know the key stakeholders involved.

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Innovation isn’t just about creating new products or services. While this is critical to an organization, it is also essential to look at other areas such as business model innovation, process innovation, and marketing innovation.

The Framework for New Products We use the FIRE framework, which we have discussed many times on the show. The primary goal of this framework is to think about innovation with a full 360 view. The framework looks at three dimensions: the who (the customer), the what (the new product or service), and the how (ex., supply chain). Everybody tends to focus on “the what,” but all three are vital to successfully doing innovation.

Business Model Innovation Business model innovation focuses on the mechanism of exchange of your product or service with the customer. One business model we have all seen is a subscription model. I pay monthly for my Adobe Creative Cloud subscription and receive many apps in return. Bundling is another business model in which a company combines various things to offer more value.

Freemium is another where mobile apps offer something for free but give more capabilities for a price. Razer and blades model is another one, where a company sells something for a low price, but a complementary good is needed to use that product. An example of this would be printers and ink. Leasing a car is another popular business model.

Lastly, crowdsourcing is where a company builds excitement around a product by offering pre-order and then manufactures the product based on the interest level.

Process Innovation Process innovation deals with delivering a product or service to the customer. It also deals with the sequencing, information, and communication aspects of the process. Ultimately, you need to figure out how to deliver more cost and time effectively to the customer.

How you provide the product can be just as important as the product itself. For example, the people who built the MINI cars used to keep the customer updated on the vehicle’s manufacturing process. They would also personally sign a letter for the customer that bought the car. This move created an emotional attachment for the customer and the company.

Marketing Innovation This process is what we call the “how” dimension. In today’s world, it is hard to break through the noise level and make something exciting. Packaging is one area of marketing that is a prime example of innovation. At HP, we tested our packaging a ton to make sure it arrived successfully to the customer. In one situation, we partnered with a university to have students create packaging designs. One group of students created a design that we loved, and we cut a deal with them to use the packaging for the company.

Another area is product placement, or how you get your product noticed. At HP, we did product placements on movies, tv shows, and even with the NBA. Lastly, it is essential to innovate on the pricing model and product promotion.

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When I run into fellow innovators, they often want to share their ideas with me and get advice. In many cases, they have an idea that they believe is the pinnacle of ideas. They love their idea to death and hold it close to them. While they may have a great idea, it has no value in this state.

Running Out of Ideas? Having a mind-blowing idea without any execution is pointless. When I question these “idea hoarders,” I often discover a similarity. They are afraid they only have a limited number of great ideas in their lifetime. Fearing that somebody steals their idea, they don’t want to share it with anyone else.

My Experience The fundamental idea here is that once you succeed with that great idea, it will never happen again. This thought process is wrong. How many ideas did people like Thomas Edison, Nikola Tesla, and Elon Musk create? They created tens if not hundreds of ideas that have changed our lives. Some people say these people are just special, but I say otherwise. I believe we are all able to innovate multiple game-changing ideas in our lifetimes.

Let me share my own experiences. I started off developing computer-based training for Deltek and Individual Software. At Individual Software, I created a product called Typing Instructor, which was my first award-winning product. Next, I worked at a consulting company started by my mentor Bob Davis. I ended up doing software for Apple on contract and developed some software for the original Macintosh. Next, I did consulting work for HP on the HP 9000, the first commercial computing platform built on a risk processor. The project was a big breakthrough.

Next, I became president at Teraplex, where we made a supercomputer. Then I went to Thumbscan and worked on biometric security technology. Next, I went to Telligent and built a product called Imagine, one of the first web-based online billing platforms.

My Two-Step Process to Successful Ideas All these products I listed were award-winning products. You may look at me and think I am special, but that is not the case. Firstly, I did not do all of this on my own. I had the right teams in place to aid me. So how was I able to accomplish these feats?

There is a two-step process that I use. The first step is, whatever idea I have, I either execute on it or share it with others. I don’t hoard ideas for myself. Elon Musk is someone who also does this. While he was in the middle of dealing with SpaceX and Tesla, he came up with the idea of a hyperloop, which he shared with the public. As a result, we saw an explosion of hyperloop companies.

It would be best if you wanted to inspire others with your ideas as Elon did. If your motivation for innovation is solely money, then you have the wrong idea. My view is that if you do innovation for the right reason, the rewards and recognition will come.

The second step of the process is that when you’ve given them all away, then you’ve made room for more ideas. Your creativity will fill the vacuum you created by giving away and sharing ideas. I have found that when I give away ideas, its result is similar to exercise. When you work out, your muscles get bigger each time. The more ideas you give away, the better your next idea produced becomes. This practice becomes a never-ending cycle that leads to success.

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While innovation leaders have the same core behaviors all great leaders have, they carry important additional behaviors. Today’s topic is the 9 leadership behaviors for innovation leaders which was inspired by an article on Forbes by Jack Zenger. Applied to the topic is my own forty years of experience in the innovation space. These behaviors are foundational for innovation leadership success.

Fundamentals of Any Leadership Activity Let’s start by discussing two fundamentals of any leadership activity. Every leader is there to bring together the right people to achieve an objective. Typically, a leader brings in people with different skills and abilities like finance and software engineering. When it comes to innovation, you’re bringing in people with different perspectives and thinking styles. It is critical to understand how to build teams to generate the next great idea. The next fundamental comes from a quote I use often, “leaders deserve the teams they get based on the worst actions they allow other team members to get away with”. If you allow members of your team to get away with things like disrespect, or not being a team player, it will infiltrate the rest of your team. The negative result of this will be your fault as a leader.

9 Leadership Behaviors for Innovation Leaders For the first behavior, innovation leaders have a vision of the future, not just the goals of the present. You have to look at both the short and long-term goals and convey a vision that gets people excited. Secondly, innovation leaders establish trust in their team. Building trust is paramount when it comes to innovation. This is because of how risky and scary innovation can be. Without trust, a team will not take the risk of putting their ideas out there. Thirdly, innovation leaders challenge the status quo, refusing to rely on what is safe and comfortable. As an innovation leader, you need to try new things instead of sticking to the same processes. For the fourth behavior, innovation leaders are curious. They ask smart, strategic, thoughtful, and targeted questions to gather input. Spending the extra time to craft better questions will lead to uncovering many ideas. They also listen carefully to responses of questions. For the fifth behavior, innovation leaders set aspirational goals or BHAGS (Big Hairy Audacious Goals). In this position, you are expected to deliver breakthrough achievements and ideas. It is important to challenge your team to do better. This is achieved by giving more autonomy. If you are a micromanager, either break that habit or don’t be an innovation leader.

Behaviors Six through Nine The sixth innovation leadership behavior is that innovation leaders move quickly. Studies have shown a clear correlation between the speed of execution and the degree of innovation. The 10% fastest leaders were also in the top percentile of innovation effectiveness. The seventh behavior is that innovation leaders crave information. They need input and things that they can let their conscience work on. For me, I am always reading blogs, magazines, books, etc. I find that the things I read help me connect dots to things that I come across at different points in time. The eighth behavior is that innovation leaders excel at teamwork. They put their self-interest to the side and focus on creating collaboration. One challenge I’ve seen within organizations is competition between different groups. This needs to be avoided to have success as an organization. The ninth behavior is that innovation leaders value diversity and inclusion. If everyone on your team acts, thinks, and has the same background as you, you will have the same thinking style. Similar viewpoints lead to the danger of groupthink, where everyone is thinking and doing the same thing. Differing opinions fuel the creative process.

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What comes to mind when you hear the term innovation burnout? Webster's dictionary says that burnout is the physical, emotional, and mental exhaustion caused by excessive or prolonged stress. Burnout occurs when we feel overwhelmed, drained, and unable to meet that constant demand.

Innovation Burnout For innovators, it's that constant demand for coming up with new ideas. Being in the innovation game for some forty years, I have often gone through the burnout stage. Burnout can kill your creativity that drives innovation. Over the years, I've learned that there are things you can do to avoid it.

If you face burnout, it is essential to talk to somebody about it, whether your spouse, boss, or friend. If you don't address burnout, it can impact your career, family, and even happiness.

Dealing with Innovation Burnout as a Leader The first thing you can do to deal with burnout as a leader is to eliminate time wasters. While at HP, when I asked my team to update me on something, they would often lose weeks of productivity preparing to present to me. Included in this time was preparation, meetings, etc., all leading up to a one-hour session with me.

In my organization now, when I ask someone for something, I have a conversation with them that does not need wasteful preparation. This meeting helps my team avoid burnout and keeps them focused on their projects, collaborations, etc.

The second thing leaders need to do to avoid burnout is to establish priorities. In my organization, I am a big believer in utilizing OKRs (Objectives and Key Results). Having set priorities helps people know what order they need to do things in.

Thirdly, leaders need to encourage and, at times, force downtime. By taking breaks, you replenish that energy required for the next project. At CableLabs, we offer unlimited paid time off (PTO) to our employees. If our managers see an individual struggling or just came off a big project, they often force them to take PTO.

Time Out We also shut down our teams periodically, allowing them to rest and avoid innovation burnout. By disconnecting, I found that my teams come back with better solutions to problems. The fourth thing leaders need to do is allow employees time to disconnect at the office. Employees shouldn't have to be on call at all times. Having stress from their boss constantly messaging them will fuel their burnout.

Leaders also need to set boundaries for their employees. When you are outside of work, you should disconnect from work. While this is not realistic with all jobs, it makes a big difference when implemented. When a leader does these five things, it gives their team time to recharge and avoid innovation burnout.

Avoiding Burnout as an Individual The first thing you can do is invest in your physical and mental health. You are an innovation athlete expected to perform at a high level. Athletes exercise physically and mentally to stay in shape and get more vital and more innovative. As innovators, it is essential to eat well, exercise, and do things that feed your creativity. This podcast is one of my creative outlets as I do it outside of work.

The second thing you need to do is take ownership of recharging your batteries. Don't wait for your boss to force you to take a vacation. Even as a startup guy, it is essential to take breaks to recharge. If you are struggling, don't be afraid to share your struggles with your leaders. If you are feeling this way, other people in your organization are probably feeling the same.

The last thing you can do as an individual is to find a community of fellow innovators. Within this community, you can find help from innovators who have experienced the same struggles. Check out the Innovators Community here.

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Co-innovation is a common term used in the innovation space. It describes two organizations of any kind that come together to innovate in an area of common interest. I am not only talking about collaboration. Co-innovation seeks to deliver a result such as a product or service. There is a 50-50 contribution with this model, whether that’s money, people, labs, etc.

Co-Innovation Partner: Corning During my tenure at HP, co-innovation played a vital role in the company. The amount of money it took to accelerate acted as a barrier to innovation. Corning was the co-innovation partner in this case.

The project we did with Corning was around gorilla glass, which we improved and expanded for more uses. Next, we worked on bending glass displays to limit eye strain. We built a frame and figured out how far we could bend the glass before it would break. This project led to the curved displays, which are now commonly used. With the constant acceleration of time and costs, finding partners with the knowledge you don’t readily have is key to fueling innovation.

3 Tips to Innovating with a Co-Innovation Partner The first tip is to choose a partner with strong cultural alignment. During this time, you will be working very closely with your co-innovation partner. By alignment, I mean how they manage, oversee, and support their teams and what they expect from them.

It is also essential that both organizations grant similar autonomy to their teams. If one organization gives a lot of independence and the other micromanages, there will be unneeded friction.

Beyond people, you need to look at how the potential partner treats their customers and sells them. At HP, there is a very relaxed selling approach, but not all organizations are like that. You need to think about these things and figure out if you are willing to align with a company that approaches customers differently.

Next, it’s crucial to discover what the mission objective of the organization is. If one organization is all about numbers and the other is about improving lives, there is no alignment. If you don’t have a strong culture alignment with your co-innovation partner, your chance of success is slim to none.

The second tip is to define the area of focus carefully. There needs to be a substantial overlap of focus. Think of this as a Venn diagram, where your business has an area you want to focus on to achieve success. Your partner also has an area of focus where they want to achieve success. The area where these two spheres overlap is the general area of focus for this co-innovation effort.

Both organizations must have a committed interest in the common area and aware of each essential contribution. Co-innovation partners need to bring value and combine them to create a breakthrough.

The third part of tip two, which I can’t stress enough, is the need for mutual dependency. It would be best to find an area of focus where you need each other to solve problems. If one can do it on their own, then it is not a co-innovation effort.

My Final Advice Tip number three is to secure proper sponsorship and support. The key here is to create a true partnership built on trust. In the HP and Corning co-innovation effort, I was the executive sponsor and Wendell Weeks, the Chairman and CEO at Corning, was their sponsor. I can tell you that Wendell and I talk regularly and are good friends even to this day. This level of trust and relationship was built from this project and led to better innovation.

Another thing to think about is that patent creation happens during a co-innovation. Intellectual property issues constantly come up when dealing with co-innovation. Keep these legal issues simple. Tackle this with things such as a split license approach or patent sharing.

I’ve done about a dozen successful co-innovation projects to this day. The results of which are products that you are most likely using today. Co-innovation is not a quick and easy process and takes at least a year to get a project up and running. Be patient and keep your eyes open because you never know when a co-innovation opportunity may arise.

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Whitney Snider is the Head of Alexandria's LaunchLabs and the VP of Alexandria Venture Investments. Alexandria Real Estate Equities is a real estate investment trust that provides housing and labs for life science and tech companies. Whitney will share what ARE is doing to fuel innovation through collaborative campuses.

Whitney's Background Whitney works at Alexandria Real Estate Equities and is involved in venture investment activity growing the life science cluster in New York City. Focused on collaborative campuses for life science, technology, and agTech companies, Alexandria brings companies together. They help grow collaborative ecosystems that fuel better innovation.

The concentration of Alexandria's portfolio is in some of the most innovative cities in the U.S, such as Boston, San Francisco, San Diego, Seattle, and New York. Alexandria started with a vision to create a new kind of real estate company focused on the life science industry. Unique team collaborations contributed to their success as an established leader in the industry.

Collaborative Campuses Alexandria uses four elements to fuel innovation through its collaborative campuses. The first is vocation, where they're at locations with quality housing, good transportation, etc. The second is innovation, where Alexandria evaluates and searches to find opportunities no one has jumped on yet. Then there is talent, where Alexandria focuses on building a solid pipeline to grow the company. Lastly, there is the capital, which is needed to fuel and fund innovation at all levels.

You need these elements to support your ideas. Alexandria's collaboration campuses range from some of the world's biggest pharma companies to top-tier upstarts. With this diversity, there is a co-mingling of talent and energy that allows for more growth.

Alexandria's venture and investments arm focuses on funding early growth stage companies through a built platform. This venture expands its reach and providing mentorship and capital to cultivate innovation that will improve human health.

Fueling Innovation with LaunchLabs Alexandria has LaunchLabs sites on many of their major U.S campuses. LaunchLabs looks for up-and-coming companies in their regions. Then, Alexandria identifies which ones could use their lab and mentoring infrastructure to become a new star. Alexandria tailors what they do to the specific region they are operating in. They work with teams, pinpoint their needs, and find the necessary resources to improve them. They work to push companies into the next stage of growth.

Currently, over one hundred of Alexandria's tenants and investments are working on COVID-19 solutions. Due to COVID, they had to adapt their buildings and launch initiatives to enhance their tenants' safety measures. In doing so, Alexandria formed a dedicated COVID-19 advisory board to improve and provide insights on the pandemic. As I've learned, there is no playbook when it comes to things like COVID. Having good processes and knowing when to change the process is vital to succeeding in times of disruptive shock.

The Future of ARE Currently, there are 10,000 diseases known to humankind, with only 10% having some available treatment. Alexandria believes they are on the edge of a biology revolution. They want to find innovative ways to treat the world's major health issues.

Through COVID-19, it has been amazing to see the development of successful vaccines under high levels of pressure. Please don't underestimate the power of human ingenuity and collaboration when it comes to innovating solutions.

If you want to keep up to date with what Alexandria Real Estate Equities is doing, check out their website here. Check out Whitney's LinkedIn here.

About our Guest: Whitney Snider At Alexandria, Whitney supports Alexandria's venture investment activity and other strategic initiatives to grow the New York City life science cluster. She also oversees general management, operations, business development, member recruitment, and programming for Alexandria LaunchLabs in New York City.

Whitney was formerly at an early-stage venture capital firm based in New York City and spent two-and-a-half years at Celgene in the Business Development group, where she was a Director. Whitney also was previously a Consultant at Bain & Company in both its Boston and New York offices. Whitney received her Master of Business Administration degree with High Distinction from Harvard Business School and her Doctor of Medicine degree from Tufts University School of Medicine.

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Cyril Bouquet joins us to discuss "A.L.I.E.N. Thinking: The Unconventional Path to Breakthrough Ideas." His book breaks down five keys to creating disruptive ideas called ALIEN Thinking: Attention, Levitation, Imagination, Experimentation, and Navigation.

Cyril's Background Cyril is a Professor of Innovation and Strategy at IMD. Growing up, both of his parents were professors, but he had no desire to become one. Cyril had to do French military service, and one way to got about this was through civic service. Through his civic service, he fell in love with being a professor.

Cyril Bouquet was a professor in Canada and later came to teach at IMD in Switzerland. He has been an immigrant most of his life, to which he attributes a lot to his passion for innovation. He was raised in tropical islands, lived in France, Canada, and now lives in Switzerland. Through coming to different countries, Cyril has learned that there are many different ways to approaching the same situations.

Better Innovation with ALIEN Thinking Through Cyril Bouquet's story, it is interesting to see how different parts of the world view things differently. This ties into the new book he co-authored called "A.L.I.E.N THINKING: The Unconventional Path to Breakthrough Ideas."

A.L.I.E.N is an acronym for identifying the keys to being highly innovative. It is a metaphor that highlights the need to get rid of our previous assumptions. We have to think like an alien, coming from a different planet, or as I like to say, thinking outside of the box. The book explores the A.L.I.E.N acronym that applies to innovation in any field.

Firstly, the A stands for attention, or how you look at the world. Sometimes we need to zoom in or out and switch our focus. In the book, Cyril emphasizes not being too focused, as it can restrict your ability to come up with new ideas. There is a balance where you need to be engaged and concentrated while being attentive to the right things. If you want to develop an innovative concept, you need more fluidity than often taught. The L stands for levitation or stepping back, separating yourself, and expanding your understanding.

Imagination and the Loss of Creativity The I stands for imagination composed of playing with ideas and putting things together. A few weeks ago, I did a show that talked about a study N.A.S.A. did on kids and adults using their creativity test. 98% of the kids under the age of 6 passed the test, while only 18% of the adults passed it. Much of the loss of imagination comes from schooling that teaches you to stay on specific paths.

Young kids are less afraid of what others think of them. They don't care what they look like and are okay being themselves. As they become older, they start to care more. As they grow older, conformity starts to creep in. This concept is the same when dealing with innovation creativity. The more we think ahead, the less we innovate as we become afraid to play with ideas.

Experimentation and Navigation The E in A.L.I.E.N stands for Experimentation. The way we test ideas is often wrong, as we do it to prove we are correct. We use data to rationalize the story we have in mind and fail to learn from it. It is essential to be open to learning and discovery within the experimentation process.

The N stands for navigation or finding ways around things that are blocking innovation progress. Cyril believes this is the hardest part of innovation. It is because people often don't understand your idea. We often overestimate the support for our ideas that we will get.

Often killed immediately, most ideas scare people when they disrupt existing business models. In other words, the success of any innovation is very low. Innovators have to describe their ideas in a way that resonates with people for them to be successful. The language used to describe your innovation is so incredibly important.

If you want to keep up to date with what Cyril Bouquet is doing or grab a copy of the book, check out the website here.

About the Guest: Cyril Bouquet Cyril Bouquet is a Professor of Innovation and Strategy at IMD, where he orchestrates all kinds of innovation journeys for companies that seek to create the future. He is the co-author of ALIEN THINKING: The Unconventional Path to Breakthrough Ideas (PublicAffairs; March 16, 2021).

As a professor at IMD, Cyril is doing research that has gained significant recognition in the field. His Ph.D. dissertation won the Academy of International Business 2004 Richard Farmer Award. Since then, he's published one book "Building Global Mindsets" (2005), and several academic articles in the most prestigious academic journals, including Harvard Business Review, M.I.T. Sloan Management Review, the Academy of Management Journal, the Journal of International Business Studies, the Journal of Management, and the Journal of Management Studies.

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Have you noticed that there is a constant cycle of new product releases? Organizational quarterly results often drive these releases. Cars, smartphone devices, home automation products, applications all follow this pattern of release cycles. I believe the fear of being left behind is what draws people to upgrades. They don't want to pull out an old generation of a phone or drive an outdated car.

Fast Release Cycles In most companies, product managers will make incremental changes while portraying them as revolutionary upgrades. They put minor innovations into releases to get customers to buy the upgraded version nine months later. Companies have made it a standard operating procedure to launch numerous releases of the same product with minor cosmetic changes.

One example of this comes by way of Canon's cameras. Canon has a top-rated camera called the Canon Rebel that came out in 1990. Between 1990 and 2004, Canon released eleven versions of the Rebel. New versions of the product came out in 92', 93', 96', and 99'. The subsequent three releases (2002, 2003, and 2004) went through two releases per year. Here, you can see Canon accelerating releases of the Rebel's next version on an annual basis.

Another example of an accelerating release cycle comes from the Apple iPod. From 2002-2007, there was a new release of the iPod every year. The iPhone updates at a similar rate.

While these are some common examples, these fast release cycles also occur in other industries. They can be attached to fashion, home appliances, automobiles, and various things besides consumer electronics.

Do Faster Release Cycles Hurt Innovation? Inside organizations, innovators want to create revolutionary products. The pressure to pump up sales comes from shortening release cycles with recorded quarterly profits. Pumping up products becomes a drug that many organizations get hooked on. It conveys a false sense of innovation capability to shareholders and investors.

Organizations that get hung up on fast releases fail to make long-term investments into revolutionary products. They feed into the next release cycle, hurting innovation efforts along the way.

Here is a personal example of a product I was involved in that was negatively affected by fast release cycles. The product was the 2011 HP Touchpad, based on some ongoing tablet work. As the CTO, I pushed for the creation while leading the Palm acquisition's due diligence. After the 2011 HP Touchpad was released, the board of directors discontinued it seven weeks later.

Internal organizational fighting is what led to the ruin of the product. Proponents for traditional product release cycles were firmly anti-new products. They came out in force, preventing dollars from going to new products. They wanted the spending dumped into traditional HP laptop and printer products. These conventional products are low risk but don't add much value to products.

At this time, HP valued good quarterly numbers over long time growth and the transformation of lives. Ultimately, this mindset resulted in the death of many other innovative products.

Advice for Innovation Leaders As an innovation leader, you need to avoid falling into this trap. Incremental changes to existing products are not innovation but artificial marketing. Following the discontinue of the Touchpad, I announced that I was leaving HP. Dealing with the innovation antibodies in this situation was very frustrating. While this case was extreme, this is often the reality of innovation efforts.

As we have seen, faster release schedules hurt innovation. The law of patience says that innovation takes longer than you think. Trying to force it into a release schedule is incrementalism, not innovation.

The law of resources says that you should not tie your resource commitment to a release or budget cycle. An organization that focuses on accelerating release cycles is not doing proper innovation. As an innovator, it is crucial to fight the urge to be like everyone else.

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Wicked problems are problems that are extremely difficult or impossible to solve. The best example of a wicked problem comes from a project I did with the Department of Education.

Wicked Problems This project aimed to innovate kindergarten through 12th-grade education in the U.S. We ran a series of workshops in our attempt to transform education. The project turned out to be an extremely frustrating endeavor. Looking back, I realize that this qualified as a wicked problem.

A wicked problem is something that is inconsistent and changes over time. People's opinions on the problem also change over time. The ecosystem of people interested in education, such as policymakers, teachers, unions, and students, have different opinions and think theirs are superior.

A wicked problem also has a sizeable economic burden or risk. If you mess up education, you impact a generation of people and how they compete in the marketplace. Entangled with other problems by nature, wicked problems are complex.

Challenges Wicked problems can often be overwhelming due to their size and complexity. The complexity of the problems comes from these entanglements. For example, if you look at the poverty problem, it is linked to education and linked to nutrition.

Each wicked problem has a set of organizations that are trying to solve the problem. Some try to solve poverty, education, nutrition, economic disparity, etc., from their perspective. Each group believes their approach is the right one. This process becomes part of the overall challenge in finding innovative solutions to these wicked problems.

Wicked problems are unique, and everyone frames them differently. Other things that challenge the solving of wicked problems are restraints and limited resources. These can come in the form of laws and contracts and limited finances and time limits.

Wicked problems are never entirely solvable. The education problems today are just different than the issues that existed when I was in school.

Strategies and Keys to Success There are two keys to success when finding innovative solutions to wicked problems. Firstly, there is multi-disciplinary collaboration. There need to be experts in many different fields involved in these efforts. If you want to solve education, you need parents, nutritionists, economists, educators, etc.

The second key to success in this area is to have perseverance. Wicked problems are never done and require continuous improvement.

There are a few strategies to tackling wicked problems. The first strategy is an authoritative strategy, which gives a group or individual the responsibility of making decisions. This process simplifies the complexity problem, but some perspectives of the problem are left out.

The second strategy is a competitive strategy that puts opposing points of view against each other. This way presents many different solutions but creates a confrontational environment that reduces knowledge sharing.

The third strategy is collaborative, which consists of getting people to discuss and share their knowledge. The con here is that a collaborative approach takes a lot of time. Remember, don't think about solving wicked problems. Instead, seek to find the proper intervention that will improve them and continue that cycle of improvement.

Summary Let's recap the discussion on wicked problems. The first element to innovating wicked problems is to recognize that there is an adaptive vision. It's not about finding a solution but applying that intervention.

The second element is creating an idea-safe environment that brings people together. It is essential to experiment and try new ideas while encouraging social bonding.

The third element is to enable knowledge sharing. People often approach wicked problems with biases that don't help the situation. It's vital to encourage differences and frame them as strengths. One way to do this is to force face-to-face interaction. This type of interaction is the most beneficial for collaboration.

The last element is recognizing that execution is learning. Don't focus on timelines and blueprints when dealing with wicked problems. These things are often changing, so you need to be ready to adapt through each step you take.

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Is creative thinking based on a born ability, or can you learn it like any other skill? Is it nature or nurture? There is research that argues both cases, and I believe you can do both. I would say that we are all born highly creative.

Creative Nature vs. Creative Nurture Children use problem-solving and their imagination every day. Here's some insight into this creative transition from child to adult. In 1968 George Land tested 1,600 kids to analyze their creative transformation. He focused on three-five-year-old kids and used a creativity test developed by NASA. This test helped identify highly creative engineers, thinkers, and problem solvers. It had proven to be incredibly valuable in NASA's recruiting process.

George Land tested the same kids when they were five, ten, and fifteen years of age. 98% of the five-year-old kids passed the test, 30% of those same kids passed the test at ten years old, and 12% of them passed the test at fifteen years old.

Two hundred eighty thousand adults took the NASA creativity test, and only 2% of them passed. The result of the study was the realization that non-creative behavior is learned as people age.

Unlearning Non-Creative Behavior Non-creative behaviors fall into two categories: rules and regulations. The educational model that we use today originated in the Industrial Revolution. The purpose of schooling during this time was to produce good workers who followed instructions.

The question then becomes, can you teach creative thinking? I believe you can teach and learn creative thinking. However, you cannot use traditional learning methods like lecturing, reading, testing, memorization, etc. There are many "creative thinking" courses out there that I would call traditional such as one-day courses, talking head on a YouTube video, or a "guru" speaking on stage.

When it comes to creative learning skills, you first must unlearn by breaking old habits and patterns. Intensify the breaking of old habits by creating new muscle memory. Getting out of the comfort zone is also a big part of this, and it starts with humility. People often come into my workshops with an ego problem stemming from prior successes. Ego is one of the most significant barriers that leaders have when trying to rediscover their creative thinking. Overall, it's an unlearning process, not a learning process.

Unlocking Creative Potential You don't become a Marine by reading a book. Instead, you go through intense boot camp experiences. Likewise, you don't learn to be creative. You become creative from intense experiences. Becoming creative entails various challenges and tests that put you under stress. Remember the military model and how you can apply it to teaching and learning creative thinking skills.

You should also hang out with creative people that have experience because it creates community. In the Innovation Boot Camp course, we give those who complete the course a callsign— which signifies the experience they went through and achieved. The callsign is a symbol to wear. When we run into someone who has taken the course, we share that common experience of creating community.

The Innovation Boot Camp is a great way to unlearn bad behavior stemming from rules, regulations, and assumptions. The boot camp puts every student into a very intense experience. We start with a blank sheet of paper on Monday and a finished product to pitch on Friday.

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As innovators, we should always ask ourselves what the unintended consequences of our inventions will be. Some unintentional things can be positive, but some can be very negative. Let's look at a list of past innovations that I would uninvent if I could.

The Invention of Robocalls The first invention that I would like to uninvent is robocalls. These calls include anything from selling automobile maintenance contracts to various telemarketing campaigns. In our office, our employees get eight to twelve robocalls every day.

Robocalling is the result of telephone calls going digital and the creation of voice over IP. This technology opened up the door for the invention of robocalling. The inventors of voice-over IP did not think their invention would be this widely misused. Misuse of the technology has spread more widely as regulators haven't been able to keep up with it.

The Atomic Bomb, Speed Cameras, and Social Media The second invention I would uninvent is the atomic bomb. Atomic energy has been very beneficial to society. The creation of the atomic bomb is an excellent example of the harmful use of good innovation. If I could, I'd keep using atomic sciences for medicine and energy but get rid of the bomb.

The next thing I would uninvent is speed cameras that clock your vehicle's speed and send you tickets. These have some positive uses, such as license plate tolls that mail a bill to your address and improved road safety.

The bad thing about the speed camera technology is that many third-party companies install cameras and split the toll money with the municipalities. With a third-party in the picture, it opens the door for many unethical practices for these companies.

The fourth technology I would uninvent is social media. I believe social media creates an amplification effect of similarities. Social media algorithms misuse and manipulate data and information and place things in your feed. I prefer to spend my time on LinkedIn and the Innovators Community, which are more professional and don't artificially put stuff in your feed.

Tobacco, Plastic, and other Chemical Weaponry Number five on my list is tobacco, a hard one for me as the family on my grandmother's side were tobacco farmers in Kentucky. I remember helping with the tobacco harvest in the summers as a kid. The fundamental role of tobacco is damaging as it is addictive and bad for one's health. My mom was a heavy smoker, so I would love to get rid of tobacco if I could.

The sixth invention I would love to get rid of is chemical weaponry, which started with mustard gas before WW1. Many more dangerous weapons came about because of this invention. Now the world is forced to form treaties to deter abuses of these technologies.

The next thing I would love to get rid of is plastic. Plastic has had many positive uses, especially in healthcare. The early versions of plastic that never decompose are the real problems. Here's an example of an invention with unintended consequences. Innovators were encouraged to solve the problem and resulted in bio-degradable products that are very useful.

In the past, I've shared our work with Lakeside Fish Farm in Rwanda, the largest fish farm in the country. Rwanda has a stringent no-plastic policy. Packaging fish without plastic has proved a challenging task. As a result, there has been a lot of work done on creating alternative packaging that reduces the need for plastic.

Computer Viruses and Chemical Ingredients Another unintended consequence I wish I could erase is the invention of computer viruses and malware. Many of you may not know that I was doing work around computer viruses and had some engagement with Dr. Fred Cohen in my early days. My work on computer viruses focused on cutting down illegal software copying. The intentions were good, but over time, they led to malware and other dangerous things.

The next on my list is the overuse of chemicals in foods. I've gotten into the habit of reading ingredient lists on the foods I eat and liquids I drink. When looking at the ingredients of food and drink, many chemicals' inclusions solely benefit the producer. These chemicals make foods last longer, cost less to produce, etc. One example is high-fructose corn syrup, a common replacement of sugar that is very unhealthy.

What Invention Would You Like to Uninvent? For the tenth and final invention, I want the listeners to think of something they want to uninvent and add to the comments.

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We often wonder if people will accept our ideas or criticize them. This fear can halt us from utilizing our creative expression, which ultimately affects how we innovate. When our creativity is encouraged, it can have a positive impact.

Creative Expression When coming up with new ideas, early encouragement gives you the motivation to repeat them. In my seventh-grade art class, my teacher was showing us how to cut linoleum blocks. Being a boy scout, this was a natural thing for me, and I enjoyed experimenting with it. With the knife and the block, I constructed a dragon’s head that I used for stamping. The teacher liked the dragon head I created and showcased my work to the entire class.

Unknown to me, she submitted one of my prints to a local art contest, and I placed towards the top of the competition. I still have that linoleum block on my bookshelf, and it continually reminds me of that first level of encouragement I received. What she did can be applied to putting innovative ideas out there.

The Power of Encouragement The question of today is how to encourage creative expression. Showing people that linoleum block I made was risky, as students could have laughed at it. However, I am glad my teacher showcased it because it encouraged me in a way that I didn’t think it could. I would love to go back to jr. high and thank my teacher for her encouragement, but unfortunately, I cannot. I can, however, pass on what she did for me by paying it forward to others.

When you see someone being highly creative and coming up with ideas, be encouraging to them. It would help if you were an encourager of others as it holds a lot of value. People don’t often realize that words go a long way. However, keep in mind that you should refrain from false platitudes as they decrease the value of your encouragement.

When giving an encouraging word, remember to explain why you are giving this encouragement. Ask questions such as how they came up with the idea. Please provide feedback on how they can do it better but do so in a positive way. Don’t be afraid to spread awareness about other people’s ideas as well.

Imposter Syndrome While encouraging creative expression is essential, being able to receive it also holds importance properly. Many people suffer from imposter syndrome, which makes it hard for them to receive encouragement. People with this syndrome are afraid of taking any credit for their successes. These people feel as if they just got lucky and don’t deserve any of their accomplishments. In this occurrence, our irrational mind tries to credit something else with our success.

I am a big sufferer of imposter syndrome and gave a TEDx talk on the syndrome years back. The experience is where I draw my knowledge on this topic. When people encourage your creative expression, it is crucial to avoid this pitfall. It would be best if you assumed people have positive intent when encouraging you. Ask why they responded the way they did about your ideas and use it as a learning experience.

Conclusion At this point in my career, I am not the one coming up with many ideas. I build teams and encourage those teams to come up with ideas that turn into innovations. My role is attracting the right talent, creating a solid funding base, protecting from outside antibodies, and being an encourager to my team.

You may think of me as an extroverted person. I’ve done speeches, hundreds if not thousands of YouTube videos, a radio show, this podcast, etc. The reality is that I am an introvert and am happy being a homebody. I have to work extra hard to be the encourager to those doing interesting work. Encouraging people online tends to be a lot easier but can lead to comparison, which leads to discouragement.

We discussed not letting social media be your validation on a recent show. My friend Ernie, who worked with me at HP, is a great photographer. He spends a lot of time travelling and taking extraordinary photos. I follow him on Instagram, where I post photos that I take as well. When Ernie likes my photos, it is a form of encouragement to me.

Encouragement is a learning opportunity. Remember that you should not expect anything in return for giving out encouragement. Focus on genuine encouragement because it holds meaning. I challenge you to take the next step and encourage people’s creative expressions wherever you find yourself today.

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We all struggle with being creative from time to time. We may feel like we have lost something, and nothing seems to spark that creative flow. What is killing your creativity? Your ego is the biggest killer of creativity. The struggle tends to become an issue for people in the middle and later years of their career.

The Biggest Creativity Killer When you are called upon to be highly innovative and creative, the fear of failure can often step in and stump you. You might subconsciously have a bias towards making yourself look good and feel good. This bias feeds your ego and vanity and turns into a vicious cycle. I have seen many people get caught in this cycle and eventually get stuck in a rut.

If you look at highly innovative individuals, they tend to be most prolific in their early thirties. This cycle happened to breakthrough artists and inventors such as Ansel Adams, Thomas Edison, Nicola Tesla, and many more.

As you achieve success, it becomes more challenging and more problematic as it feeds the ego. Naturally, you will act in ways that fit into how you want to be perceived by others, resulting in a creativity killer. For example, if you are a top innovator, you will fall into the trap of keeping that specific image or brand. When this happens, your lifestyle, identity, social status, reputation, etc., will impact the creative risks you are willing to take.

My Experiences You may wonder how I came across all this knowledge of the topic. The knowledge I have comes from what I experienced in my own life. I had great success in the innovation space early on in my career.

In my mid to late twenties, I won two best product of the year awards two years in a row. Three times I led teams that won Fast Company’s “Most Innovative Teams” awards, I did numerous products, had a radio show, and now a podcast. Looking back at how I used to be versus how I am now, I realize I am completely different. I now have a brand, a reputation, accolades, and an ego. I recognize that I have let that get in the way of things and hold me back in the past.

Everyone wants people to like them and to keep giving them positive feedback. The more we build up those accolades, the fewer risks we start to take, opening up room for a killer of creativity. To achieve creative success, you need to be aware of your vanity and let go of your ego. Disconnecting your ego from creativity enables you to take risks, which opens up the opportunity for outside success.

Taking risks is essential for innovation success. Without it, you are not going to make progress. Taking risks open up previously unconsidered areas. When you stop caring about what people perceive to be true about you; then you will see success. While this concept is simple, it is not an easy thing to do.

Keeping Your Ego at Bay The most significant way to keep your ego at bay is to stop comparing yourself to others. Each of us is on a different creative journey. The path I’m on is not the path you should be on, as no two paths are the same. If you keep comparing yourself to others, you are feeding that ego and will end up disappointed.

In my opinion, social media hurts a lot in this area, primarily through how it impacts your ability to be creative. Social media is not reality, and often give us the idea that we are not as good as others. Don’t try to be somebody else, rather be the best version of yourself. Don’t shy away from your natural gifts and talents because you will get into a state of self-doubt if you do. Once this happens, you lose your ability to be creative and innovative.

We are currently in a transition from the information and knowledge economy to the creative and innovation economy. Allowing room for a creativity killer will halt your creative potential. You need to find ways to continually nurture your creativity and keep that ego at bay, to be successful going forward.

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The Importance of Utilizing Tools

I really enjoy reading as well as listening to podcasts and audible books. With all the information I come across, I have to be able to capture, organize, and recall it to properly utilize it. I’m currently working on a new book as well as some disruptive innovation courses and workshops. The real challenge for me is finding a single tool that solves the issues stated. Over the last six months, I challenged myself to find the right tools and combine them in a way that I can capture the input, organize it, and make it easy to retrieve. The criteria I emphasized was usability on a mobile phone and desktop. I typically carry an Android, iPhone, and laptop on me, as well as an iPad Pro. I need tools that can collect from books, podcasts, websites, magazines, and emails with minimal manual steps. The tools also need to adapt as the content focus shifts. As of late, I have been focused on ethical innovation, but sometimes shift to discussing the digital divide and other things. I also need to be able to find information easily without remembering exact wording. Lastly, I need tools that create the serendipity effect.

The Tools I Use for Innovation

The first tool I have used for innovation is the Moleskine notebook, which I have thousands of. Recently I have shifted to the reMarkable 2 tablet. Using the tablet is just like writing on paper but better. There is a pen for writing and erasing, and it stores and exports all my information to my mobile phone and desktop. I actually wrote out the entire script for today’s show on my tablet. On top of my writing, I read a lot of information from RSS news feeds. I am a big user of Feedly, primarily for access to its AI engine. It is very trainable and interprets sentences to see what concepts are being talked about. I scan through 500-600 articles a day and save different feeds that I like to the Pocket app. The Pocket app is a collection of things that you save to read at a later time. Another tool I obtain information from is through my Kindle Oasis. In the Kindle, I can highlight things I like, and they are automatically fed into my workflow for future inspiration. Podcasts are also things that I capture content from. I use an app called Airr, which allows you to capture a podcast snippet that interests you with one touch of the screen. Otter.ai is another tool I am experimenting with to help me capture ideation sessions.

Organization/Combination, and Serendipity Tools

One tool that I found recently was Readwise, which collects everything from my Pocket, podcasts, Kindle, hardcover books, articles, and combines it. Readwise also points out things in your collection that you might not have picked up, triggering serendipity. While Readwise is great, it only prepares information for what I am ultimately looking for. I found an impressive tool called Roam Research, which takes everything from Readwise and organizes it, connecting words and concepts for you. Roam Research runs very well on mobile phones, and I use it for show content, books, articles, etc. I also use the software for my project work and documenting upcoming content for the show.

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Sam Liang is one of the key innovators behind the scenes in Silicon Valley. He is one of the founders of Google's location services and on the Google Blue Dot patent. Sam is the co-founder and CEO of Otter.ai, which specializes in live transcription services.

Sam Liang's Background Same earned his Ph.D. at Stanford in hopes of becoming a professor. While in school, he met many smart people working on startups, which influenced him to go that route. He went on to work at Cisco, worked on a startup, and then joined Google for four years.

While at Google, Sam and his team created the Blue Dot and started the Google location server project, which became location services. While we use these services daily, we often don't think of the behind the scenes work that goes into them. When the technology first started coming out, everyone was so amazed by it. Now the market has matured to the point where it is an intrinsic part of daily life.

While Google maps have gone through this process, AI and speech recognition is currently going through it. Even though voice recognition and automatic transcription systems have advanced a lot, there is still more to come.

The Birth of Otter.ai When using Alexa or Siri, you ask a question or give a command, often taking little time. When using Zoom or similar platforms, there are multiple speakers engaged in a potentially more extended interaction. People often have different accents, speaking styles, and background noises. The technology doesn't handle complicated conversations effectively.

In 2010, we started transcribing the Killer Innovations show using an offshore transcribing service. Even though a human was transcribing it, they couldn't get it right. Human involved transcribing required a lot of effort to go back and clean up the mistakes on my team's part. After a while, we stopped using this service for the show.

For Sam, he realized this was a problem when he always forgot things from meetings. Eventually, he brought a team together to find a solution to this problem. He surveyed the top transcribing technologies of the day and was disappointed by their low quality. The survey opened up an opportunity for his team to create something better.

Transcribing your Brainstorm I am a customer of Otter.ai and am impressed with the transcription accuracy no matter the environment. I use it while in my studio as well as on my phone for capturing notes. Otter offers a system that adapts to people's natural speaking styles automatically. It works in the background no matter how many people are speaking or the speed of their words. Many people use Otter when they are in restaurants, driving a car, or walking their dog. Otter.ai has created a new feature that allows the software to hook up to Zoom when used automatically.

When using the software, you can highlight important things that were said to remember them. For those wanting to skip meetings but still get the information, Otter offers that chance as well. The software also identifies the speakers at the end of the session to connect them with what was said. Otter has released a product that allows people to experience it for free. There are also pro and business versions of Otter for those interested in regular usage.

Moving forward From what I've observed, people these days are hesitant when being recorded. As being recorded becomes more common, I believe the issue of concern will go away. I predict that it will get to the point where it will be rare not transcribing every meeting. The future of work is going to be through virtual meeting systems such as Zoom.

Currently, Otter is working on a lot of things both on the technology and product side. Different words, names, terminologies, and acronyms are a big focus at the moment. On top of that, they are working on better understanding conversations and their context.

About our Guest: Sam Liang Sam Liang is the CEO and Founder of Otter.ai, an AI-powered live transcription and collaboration app. Before founding Otter.ai, Sam became CEO and Founder of Alohar Mobile in Palo Alto, which Autonavi and Alibaba acquired in 2013. Before that, Sam led the location platform team at Google on the patent for the "blue dot" in Google Maps. Sam has a Ph.D. from Stanford in Electrical Engineering and studied under Professor David Cheriton (first investor in Google and VMware).

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We will pick up from the previous show's topic, "What is Innovation?" and talk about innovation types. There are three types that I use. These are institutional innovation, social innovation, and technological innovation.

Type of Innovation: Institutional Institutional innovation is the type that is most commonly overlooked by organizations. Institutional innovation applies to organizations, teams, companies, industries, and governments. This type can have several applications to different industries and co-innovation opportunities within those industries.

Based on how an institution operates and covers things (like policies, procedures, structures etc.), institutional innovation tends to get overlooked because it encompasses day-to-day things that we usually take for granted.

Improving institutional innovation can have a significant impact on an organization. There are a few different ways to do it when it comes to funding institutional/organizational innovation. Firstly, you can do it through entrepreneurship, consisting of going out and finding investors or customers to provide funding. Another way is to be an intrapreneur, coming up with ideas and securing funding from your organization. These are the two funding models within institutional innovation that have the potential to make a significant impact.

Social Innovation Driven by social priorities, social innovation has a positive social impact. Employment, quality of life, equality, or environmental efforts like providing clean water, are only some of the many goals. It is the innovator's passion that often drives these social innovations.

Funding can come from social impact investments. These investments don't seek a return on their investments. Instead, they seek to further a cause wherein they share a similar passion. Finding those who are passionate about the same thing is an effective way to fund this type of innovation.

Another way to fund is through angel investors who want a smaller return than usual due to their passion for the cause. Grants from government agencies, philanthropists, World Bank, etc., can also be a great way to fund social innovations. When working with social innovation, you have to be creative with fundraising efforts to achieve your financial goals.

Technological Innovation The most commonly thought of the type of innovation is technological innovation. It comes in the form of new technology such as phones, tablets, software, etc. This type can also be in the form of scientific know-how, pharmaceuticals, manufacturing processes, etc.

In many cases, technological innovation comes from a unique combination of background or expertise that creates something new. The technology doesn't have to be invented from the ground up but requires the dots to be connected.

The funding opportunities for technological innovation are many. First, there are angel investors such as friends and family that invest in you. Next, there are venture capitalists that invest in companies as a profession. These two types of investors fall into the equity category, as you sell a percentage of your company to them to receive their investment.

Another option is corporate venture capitalists, which invest in areas of interest that could impact their corporate entities. There is also customer funding, where a customer interested in buying the product invests early on in it. I made many investments like this while I was at HP and got priority access to a lot of products. Lastly, there are grants such as Small Business Innovation Research (SBIR) grants from the government.

3 Elements When it comes to ideas, it can be hard to make them sound interesting to investors. There are three elements I teach to those wanting to pitch their ideas. Firstly, there is the "what," which should be a description of the idea. The next element is the "who," or who the innovation is for, and who the innovation impacts. There can be multiple "whos" when it comes to ideas. It could be a customer, a government, etc. The third area is "why," or why the investor should care about your idea. I get pitched hundreds of times a month with new ideas. The one area that most innovators do not think about is the "why." You need to think about all three of these elements to pitch ideas and gain funding.

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A term often abused through advertising, marketing, business meetings, innovation means to introduce something new. A more expansive definition of innovation is — the result of a multi-stage process whereby organizations, teams, and individuals take an idea and transform it to make an improved product, service, or process to compete in the marketplace.

Definition of Innovation Ideas made real— that is my definition of innovation. Without execution, ideas are just hobbies, not innovation. A spark that turns into an actual product, service, or capability, innovation is about making life better.

Grouping innovation can be done in many different ways, starting with the uses/context of innovations. It can also be grouped by departments of organizations such as marketing, IT, sales, R&D, etc. Another way to categorize it is by looking at who is implementing the innovation. There are thousands of different ways to organize innovations.

I’ve spent forty years of my career in the innovation game, and there are always new academic papers trying to categorize it. We will boil it down to the uses of innovation and the impact of design to give you a simple mental picture.

The Uses of Innovation The uses of innovation break down into a couple of different groups. Firstly, institutional innovation deals with organizations focused on changing their policies, processes, business models, regulations, etc.

The second area is technological innovation: the scientific know-how, expertise, chemistries, and anything that involves technology. The last area is social innovation, which focuses on improving how we respond to social needs in an organization, affecting employment, ecology, social purposes, and quality of life.

The Impacts of Innovation The impacts of innovation fall into three categories. Firstly, incremental innovation is a series of improvements made to a company’s products or services. These are typically low-cost and low-risk innovations but can have a significant impact if done correctly.

Next, there are breakthrough innovations, which create new markets and value networks, and disrupt established markets. These get the attention of the marketplace and set a new player as the market leader.

Thirdly, there are disruptive or killer innovations, which are technologies or any form of innovation that significantly affects the way a market or industry functions, typically involving some element of technology, science, or materials that people build on top of. These are things that significantly alter what you or your competitors will be using going forward.

An example of a killer innovation would be the invention of silicon microprocessors. People have created software, browsers, and AI on top of these processors, but the processors themselves are the killer innovations. To qualify as a disruptive or a killer innovation, you have to create a barrier of entry.

Your competitive success is somewhat based on the fact that you have created a foundational position difficult for others to compete. When it comes to innovation impacts, you will most often see incremental innovation. Breakthroughs are much less frequent, riskier, and have a higher investment level but yield a higher reward. For most of us, it is more useful to build on top of these breakthrough innovations and take advantage of what they offer.

The Relation of Innovation Uses and Impact I think about the relation of innovation uses and impact in a 3x3 format of what I call the “innovation matrix.” The innovation matrix breaks it down horizontally into social innovation, institutional innovation, and technological innovation. Going vertically on the left-hand side, I label it as an incremental, breakthrough, and disruptive/killer innovation. Now, to use this matrix, take your pipeline of innovations and place them in the grid, you think they fit in. This may challenge you to think differently when it comes to making innovation investments.

Another way to use the matrix is by taking a new idea, placing it into the matrix, and narrowing down the impacts and uses it has. I have also used this innovation matrix to break down investment spend on each of the areas. The innovation matrix helps put the uses and impacts of innovation into context. I use the innovation matrix for my organization and coaching or mentoring CEOs and CTOs.

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Consumer Electronics Show 2021 (CES) will be held virtually due to COVID-19. Despite this change, the show will be available virtually and in seventeen different languages. On top of that, if you are registered, you get thirty days to view all of the content available. Karen Chupka, the Executive Vice President of CES will be joining us to discuss what to look forward to at CES 2021.

Physical to Virtual Transitioning from a physical show that’s been in Las Vegas since 1978 to a virtual show has been interesting, to say the least. The decision to go digital was made in July 2020 after the pandemic started to pick up. Over a year, there has been a ton of innovation going on, so CES 2021 had to go on. Everybody who is in the online collaboration space has seen such an explosion in usage due to COVID. These collaboration tools are now being used for things like doctor’s appointments, family visits, schooling, etc. A year ago, nobody would have thought this would be a reality. Consumers were able to adopt all of these virtual technologies a lot faster than they would have without the pandemic.

CES 2021 Trends The traditional technologies that are always at CES will still be there this year. As far as new trends, there have been a lot of digital health advancements in the area of wearable technologies that help people better monitor themselves. On top of that, there is a lot of new diagnostics equipment that will help doctors have more effective tele-visits. Advancements in driverless technologies and AI technologies have been popping up as well as desktops, laptops, television, and gaming technologies. In my organization Cable Labs, we went to working from home in March and recently announced that all of our staff will be doing so until May. With innovation being done virtually, the productivity and R&D has increased. That being said, there is a loss in the area of collaboration, and it is harder to fix certain problems virtually. Even with the increase in technology, there is a decrease in group creativity. Karen believes the trend of improving the work from home environment will continue, but we need to get back to working in-person to achieve the best results.

Features of the Virtual Show With the show being held virtually this year, a lot of people that normally couldn’t make it now can. Over the years, CES has wanted to hold the show digitally and physically, so now they will be better prepared for that. As a new virtual feature, CES 2021 offers the ability to opt in to an attendee directory so people can communicate back and forth with others at the show. CES is partnering with Microsoft to power the show this year and create the best possible experience. They created product showcases for exhibitors to show off their products in various capacities. About 1,800 companies are attending the show and about 100 different conference sessions will be going on during the show and covering many different topics. This year, there will be a live anchor desk for two days broadcasting product announcements, hot topics, and interviews with different executives. On top of that, the digital platform will be available for thirty days to those who are registered, offering opportunities to see more content from the show. Closed captioning will also be available in seventeen different languages.

About Our Guest: Karen Chupka Karen Chupka is executive vice president, CES for the Consumer Technology Association (CTA). She oversees the sales, marketing, conferences, operations and management of CTA’s events including its annual tradeshow, CES. Under Chupka’s leadership, CES has been named as the largest annual North American tradeshow by Tradeshow Executive Magazine and Tradeshow Week since 2001. Chupka has been with CTA for 30 years and has held numerous roles within the organization including vice president of business development, director of industry relations and education, and director of marketing for CES.

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Building a library of inspiration in your innovation studio is what ensures you have a ready source of ideas. This can come in the form of a collection of innovation books. I am a visual learner, so reading books is where I often find my inspiration. I am going to walk you through some important books I have and explain why I value them. The first book is “Frank Lloyd Wright: A Visual Encyclopedia”. I grew up in Chicago where Frank Lloyd Wright started and was very popular. Personally, this book reminds me to create my own style. This is where Frank Lloyd Wright separated himself from others. He created his own style and put a different spin on the design of his buildings. The next book is called “A Pattern Language” by Christopher Alexander, a professor at UC Berkeley. This book breaks down patterns that are found through building houses, cities, and various types of other buildings. This book was used by the developers of the original Sims games. While you can’t take what is in this book and apply it directly to a product or service, the book does teach an important idea. You can generate a certain feeling or experience through the patterns and designs that you use.

The third innovation book is “Designing Interactions” by Bill Moggridge which focuses on designing experiences. The book offers important insights into the origins of Google and others. The next book is “The Universal Principles of Design” by William Lidwell. This book touches on what to do with design, where problems can occur, and how to avoid them. The fifth book is “Thinker Toys: A Handbook of Creative-Thinking Techniques” by Michael Michalko. In my opinion, this is a book that every innovator should have. The book brings together all of the tools, approaches, ways to brainstorm, uses of SCAMPER, etc., that are very useful for innovators. Pretty much anything that Michael puts out, I buy. Another book is “Six Thinking Hats” by Dr. Edward de Bono”. I got introduced to the innovation/creativity space by watching a TV show he put out on PBS back when I was a kid. Over six or seven shows, Dr. de Bono taught about unleashing your creativity, which sparked something inside of me. The book is a great reminder to change your perspective and keep a fresh mind and is a great piece to have in your library of inspiration.

Fun Books I Keep

Now I’m going to share with you some fun books I keep that make me laugh. The first one is “The World’s Worst Inventions: The Craziest Gadgets and Machines Ever Made” by Jack Watkins. This book discusses some inventions that have been deemed stupid by many. Ironically, some of these inventions have gone on to be successful after this book was published. The next book is “Fail Harder: Ridiculous Illustrations of Epic Fails” by Failblog.org Community. This book humorously discusses human failings and reminds us of our human nature.

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This episode is the last of Killer Innovations as a radio show. Not an easy decision, but as part of our drive for innovation, we believe this is the best decision. We will discuss the show's history, my book and radio show deal, and what Killer Innovations will look like moving forward.

Making the Switch Throughout the show, we have talked about how important it is to re-evaluate and try new things. This is a challenge that many organizations come across as they have processes in place that often keep them narrow-minded. Our decision to leave the Biz Talk Radio format will open up opportunities for us to be more flexible, creative, and innovative. With this change coming out, I know the listeners have a ton of questions. To answer some questions, we will still be a weekly show but will be shorter and have no interruptions. We will also be using a podcast-only format.

Killer Innovation's History Let's jump into the history of the podcast. The podcast was launched in March of 2005, and we are now in season 16. Killer Innovations is the longest continuously produced podcast in history. We were podcasting before iTunes was even a thing. We have averaged around 45-50 episodes per year. The motivation behind the podcast came from a conversation I had with my mentor Bob Davis, who I have mentioned many times in previous shows. In the conversation, I was asking Bob how I could pay him back for all the help he had given me throughout the years. Bob laughed and told me that I couldn't pay him back, rather, I could only pay it forward. At the beginning of the show, podcasting tools and technology were not nonexistent so I had to hand-code for each show. Following the launch of the podcast in 2005, my book deal came about. I was approached by my agent Mark who was from New York. One of Mark's staff was a listener of the podcast and mentioned it to him. I had a meeting with Mark that went well, and he has been my agent ever since. The book proposal was distributed in the fall of 2010 and had about nine interested publishers. I signed a book deal at the end of 2010 and finished writing the book in June of 2011, and the book was released in February of 2012. The content of the book basically came from the podcast. Doing this book deal was anything but easy and required a lot of lift. As far as the radio show goes, I got approached by Biz Talk Radio in 2015 at a tradeshow where I was speaking. They said they liked the podcast and my book, and we ended up launching the show in July of 2016.

My Book/Radio Show Deal I want to give you guys insights on how to structure media deals as I have had a very successful nationally syndicated radio show and book deal. Like I said earlier, there were nine publishers interested in the book. After meeting with the publishers, there was an auction to see who the winning publisher would be. Hyperion ended up winning and I committed to doing 75,000 words in eight months, which was a big hurdle. I was lucky to get a big advancement after the book was published in 2011. Publishers get paid back first in book deals, and after you get your advance, the publisher gets all the money until their costs are paid back. After this, the author starts collecting royalties. In my deal, the publisher took control of the audiobook and had a professional voice actor relay it. As far as the radio show goes, Biz Talk radio is a syndicator of the radio, so I had to do everything through them. They distributed the show all across the country as part of their service. As far as constraints, we had to comply with the FCC rules such as political messages, profanity, age appropriateness, etc. We also had to comply with a time constraint slot as there were commercial breaks. This is where the four segments of the show came from. There was a weekly fee we had to pay to the syndicator to distribute the show. As part of the syndication deal, we got several ad spots which we gave away to charity. Zoom funds part of the show production and has done so for six years. This is what allowed us to give away our ad spots to charities.

Lessons Learned Let me share some lessons I learned in creating my media platform. Firstly, do what you love. I have been doing the podcast for fifteen years, and If I didn't love doing it, we wouldn't have lasted this long. Secondly, don't do it for the numbers. I can't tell you how many times I've been contacted by people who are discouraged about how many listeners they have for their podcasts. If you are being driven by the numbers, you won't stick with it, because the numbers are hard to get. While this show has been around a long time, some people aren't as interested in our content as they are in other people's and that is ok. If you focus on your new subscriber numbers, you will drive yourself crazy. Thirdly, be open to new possibilities and let your followers aid you in finding what works best. Also, you need to know when to walk away from something like we are doing now.

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Today’s topic is an extension of a show I did a few weeks ago about my innovation self-confidence. Entrepreneurship is a huge part of innovation at any level. On today’s show, we will discuss entrepreneurship and the learning experiences and steps that made me a successful innovator throughout my career.

Entrepreneurship Entrepreneurship consists of having an idea, being assertive, having a strategy, etc. I quickly realized from my Deltek experiences that I was not ready to jump right into entrepreneurship. After working at Deltek, I went to a company called Individual Software where I was hired again by my previous boss from Deltek, Bob Davis. The company was small and had only been around for a few years, and my experiences there taught me how to work inside of a startup. At Individual Software, I worked on designing and building products through coding. At this job, everybody was a salesman, everybody was the shipping department, everyone was customer service, etc. As an entrepreneur, you have to do literally everything, and there is not time to just sit back and work on ideas. Individual Software did a great job of teaching me some basic skills of entrepreneurship and how it really plays out.

Early Lessons Learned Before getting the first big IPO win that I could build my career off of, I was involved in a ton of startups. I realized early on that I was going to have to go to multiple different jobs to learn different parts of entrepreneurship. At Individual Software, my boss Joel was a former executive at a big company in Silicon Valley. He believed that the training technology around the PC was going to be the next big thing. I went there to be part of a team in a small organization and I realized yet again that you have to do everything as an entrepreneur. The next position I took was with an organization called Corporate Resource Associates. CRA was started by two people I worked with at Deltek, Bob Davis, my mentor, and Roxie Westfall. Here I wasn’t involved in getting the startup running, but I came in once it was initially established. At CRA, I had my first engagement with HP as we were developing RISC (Reduced instruction set computing) processors. This job taught me how to communicate and help people understand complex items as we were training HP and others to use RISC. The most important thing I learned at CRA was assertiveness/standing up for yourself. Here, I was still young and didn’t have any gray hair, so people sometimes thought I didn’t know much. I also learned about strategy, as the business was newly started, and we were trying to grow it and make it functional.

Entrepreneurship Takeoff At CRA we worked with HP, Intel, and Apple, as well as other smaller companies. CRA was focused on a combination of training and actual development work. Here, I realized that I was good at taking complex things and making them simple. The software I worked on was all about putting a face onto technology that was uncomfortable to many people at that time. I liked taking concepts and ideas and turning them into commercially successful ideas. This is where my entrepreneurship bug started to take off. After my time at CRA, I went off and started my own company called Millenium RAND (Research and Development), whose mission was to help innovators who had ideas but needed help making them real. This entailed going in with clients who had a raw idea but didn’t have the people, skillsets, and confidence to make something out of it. This is where I started to build my reputation as I did everything from debugging hardware boards, writing embedded apps, writing user interfaces, etc. I had a couple of subcontractors and a couple of employees and ended up creating many products. One product called Thumbscan won the product of the year award at COMDEX. After creating this product, I was hired on by an entity funded by venture capitalists and ended up creating another product of the year award the following year.

Summary At this point I had been involved in going to a startup, watching a startup get launched, launching my own company, and joining an entity funded by venture capitalists. Eventually, Thumbscan got sold off, and the founders of the product recruited me to work on another idea around supercomputers. This company was called Teraplex, which was a supercomputer company based on a new process called MISC, or minimal instruction set computer. The company was initially funded by the state of Illinois and some angel investors, and I came in as the president of the company. It was here that I first learned how to deal with angel investors and was able to secure additional funding for the company. Teraplex was quite successful and I was also able to secure some technology licensing agreements. Looking back at it all, I found that my skillset was taking an idea and turning it into an innovative product, and that is what I built my career off of.

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The topic this is week is one that I have touched on over the years in various ways. People reach out to me all the time asking about this. Coaching, as well as mentoring, often get placed in the same category. In reality, they are different. We will discuss the differences between innovation coaching and mentoring and will run through some application scenarios.

Coaching vs. Mentoring When it comes to the topic of coaching and mentoring, many people often find themselves confused. They don’t understand that innovation coaching and innovation mentoring are not the same. Coaching is the most common activity when it comes to innovation.

In general, coaching and mentoring are two of the top five most popular jobs out there. Innovation coaching is kind of like a sports coach. In baseball, there is a pitching coach who trains pitchers to improve in their craft. Pitching coaching is just like innovation coaching, as it seeks to help one improve in a specific area based on an assessment. It tends to be limited in duration. Also, it only works best with measurable and tangible improvement opportunities.

A good innovation coach will offer clear direction for improvement based on an assessment of one’s needs. Coaching can be on the individual level, team level, or for an entire organization. An innovation coach should be able to assess and tell you what area you need to improve. They should lay out a plan for improving and being more successful in a specific area.

Mentoring Mentoring is a less specific and tangible area that looks at the big picture, such as your career. An innovation mentor is a trusted advisor that crosses personal and professional lines and might be with you for many years. They help craft broader goals along with the skills and experiences to achieve them. When looking for an innovation mentor, choose someone you can learn from. You want one that has achieved innovation success in their career.

Usually focused on the individual, I have done long-term mentoring for innovation teams as well. Mentoring sessions are less formal than coaching sessions and are on an as-needed basis. Fees for mentoring most likely come from the individual. A successful mentoring role should last many years and stay constant no matter if the organization you’re in changes.

There may be no fees required in rare cases if you become close to the mentor. Don’t expect mentoring to be free just because some mentors might typically do it out of the kindness of the heart. Remember, mentoring relationships require time and transparency to be successful. A mentor can’t do their job if you are not honest with them, and vice versa.

Examples of Differences One of the best ways to show the differences between an innovation coach or mentor is to run through some scenarios.

First scenario: Your team is struggling to create a pitch for an idea to secure funding from your organization. You need to figure out the best way to structure your pitch to secure the funding. Is innovation coaching or mentoring the best way to aid you in your pursuit? In this situation, you could hire an innovation coach because it is a specific issue you are trying to resolve. You want to find a coach that has an excellent track record of helping teams craft pitches. Be sure to pay the coach for the work they are doing, rather than saying you’ll pay them upon success.

Second scenario: Your CEO has asked you to develop innovation leaders within your existing staff. Would this be innovation coaching or mentoring? With a longer-term goal that is not tangible, so in this case, it would be innovation mentoring in a team setting.

Third scenario: Your team is running up against internal and external innovation anti-bodies (naysayers), and you need help in crafting a strategy to win the organization’s support. In this situation, you need help with a specific issue within your organization, so this is an innovation coaching opportunity. You need a strategy coach to help deal with the anti-bodies and win your organization’s support.

Fourth scenario: You have decided to improve your innovation abilities and skills to be more successful. This scenario is a textbook case of innovation mentoring. Here you need help in establishing your long-range career to have a successful career in innovation.

Summary Today, we talked about the differences between innovation coaching and innovation mentoring. As we discussed, there is a difference between coaching and mentoring. Coaching is about solving particular issues such as communication skills, deliverables, executive presence, etc. Mentoring comes with long-term career advice.

My first mentor was my boss at Deltek, Bob Davis. Bob hired me and put me into the first management role of my career. He knew I could be a great software engineer, but as my mentor, he told me I had broader skills than that. I had to put in a lot of extra work to develop myself under Bob’s mentorship. He put me on a career rotation, placing me in finance, marketing, advertising, sales, and IT, which helped me grow. Bob helped me think through my long-term goals and what opportunities I should look out for.

Today, I do innovation coaching and mentoring and have done small companies up to Fortune 10 companies. I’ve coached and mentored CEOs, CTOs, and CIOs, some lasting up to seven years long.

Check out the Disruptive Ideation Workshop that acts as a long-term investment for you or your team’s success.

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People are always asking me how I made it to the point I’m at today in my career. While I can’t cover the full extent of my career, I want to share some valuable learning experiences. On today’s show, we will discuss how I built my innovation self-confidence and what I learned early on in my career that shaped the future of my career.

Self-Confidence and Soft Skills

Looking back on my career, I realize it is all about building self-confidence. I am very thankful for those early leaders and organizations that invested heavily into me. Despite being sort of a “know-it-all”, they didn’t put me down, but taught me how to be a leader and encouraged me to pursue my passions. Wherever you are in your career, there are elements existing that build up self-confidence. The first area revolves around team spirit and knowing how to build a team. Your self-confidence isn’t about showing people up or being the smartest person in the room. It’s about being a part of a team, knowing how to build a team, and knowing how to lead a team. In the innovation game, there is no such thing as the lone innovator. Early in my career, I fed off my name being mentioned in the press. As I progressed in my career, I learned just how important the team is over the individual. The second self-confidence building element is based on being confident you can achieve and build things from what you have learned. The third area is confidence in your communication skills and knowing how to communicate effectively. Another key area of self-confidence is being able to empathize with people. The last one is assertiveness, which should be based on standing up for your ideas.

My Experience at Anchor Industries

Like I said earlier, I want to walk you guys through some of my own experiences. My wife and I met when we were young and got married in our sophomore year of college. The summer after our wedding, my wife helped me get an internship at Anchor Industries, one of the largest producers of canvas products. My wife knew the family that owned the company and had mentioned that I was looking for an internship. My initial job at Anchor was to go through and reverse-engineer the blueprints of their products as they were outdated. I started off doing drafting but also learned how to do time studies. One of the things Anchor built was pool covers. At this point in the 1980s, they would get a blueprint of the pool cover and hand draw the pool on the factory floor. Then they would lay out edges, lay the fabric, stitch or weld it, and add other things to it. This was a slow process and I felt like I could do something better. I went back after my internship and designed an automatic pool cover layout plan for a project class I had at school. This had a huge impact on Anchor's ability to make pool covers and I ended up working for anchor and building out this program for a year. Because of my self-confidence in trying new things, I was able to impact Anchor Industries and build a lasting relationship with the company. To this day, Anchor Industries is still one of the biggest producers of pool covers.

My Experience with Deltek Microsystems

After working with Anchor Industries, I worked with Deltek Microsystems, a subsidiary of Deltek. The company focused on the early stages of PCs and sought to create training materials for new PC users. I ended up there due to my success at Anchor. At Deltek, I learned a lot about teamwork as it was a new company. I was hired on as a manager of the company and this was my first-time experiencing leadership. Deltek pushed me to give talks and speeches and built my communication skills up. I also experienced failures at Deltek that taught me a lot. I learned assertiveness in this position, as I had to express my opinions and ideas to those around me. This was new to me as it was only my second real job. My boss at Deltek Microsystems, Bob Davis, my first mentor, taught me how to be a manager, to take risks, and get back up after failure. He also taught me to be self-aware and learn my strengths and weaknesses. Bob taught that if I wanted to be a good leader, I had to be experienced in running the business, not just doing the software. I sat in just about every leadership seat at Deltek from Finance and Marketing to IT.

Wrap-Up

The building of my innovation self-confidence was based on my early career experiences. Each experience contributed to all the soft skills I needed to become the leader I am today. When looking at team spirit, both Anchor and Deltek had a huge impact on my understanding. It is important to provide feedback to others and contribute your expertise to the team’s ideas. Both companies impacted my self-confidence by giving me the chance to go out and try things. Deltek helped me approve my communication skills in a way that I could adapt my language to my audience. In the case of empathy, I learned to empathize with customers as well as employees. Deltek taught me to be assertive in pushing and selling your ideas. All these soft skills learned at Anchor Industries and Deltek were vital in future success with my innovation self-confidence.

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This show might come off as controversial to those who are innovation consultants. However, these are my personal views on the subject. Consultants can have a significant effect on an organization for better or worse. We will discuss innovation consultants and why I believe 80% of them are not worth the money.

Innovation Consultants A consultant has some expertise and is getting paid for sharing it with a client. I started my career early on doing consulting for a company called CSC. I was working heavily in the wireless and mobile arena. In my case, I had very deep expertise in the mobile space before being a consultant.

Most people hire consultants because they lack expertise in specific areas, and this effort is becoming ever so popular in the innovation space. I get calls all the time from people asking for recommendations on consultants. Based on what I have observed, 80% of innovation consultants are not worth the money. Why am I saying that? You don't become a driving instructor after reading a book on how to drive cars. Instead, you drive the car and then teach others how to do it. There are loads of innovation consultants out there that have never actually done it.

Today, I'm going to share the four questions you should ask innovation consultants before hiring them. Firstly, "is this innovation consultant a proven innovator?" Like innovation, you can't teach people how to drive if you haven't done it before. You need to ask if the consultant has led innovation for organizations known for innovation success. Have they been a CIO, led innovation teams that have delivered, or are they credited for creating successful innovations in the marketplace? Does the industry recognize them for innovation leadership? If they don't check these boxes, they try to teach how to drive without ever doing it themselves.

Previous Clients Question number two is, "Who else have they been hired by?" Assuming they have the expertise and have successfully done innovation, you need to look at who has hired them. If they are endorsed by those who are known for their innovation efforts, they will have more credibility. If a company is known for its innovation efforts still felt the need to hire this person, that is a good sign. If they have zero experience working with a company with an innovation reputation, that is not necessarily negative but is something to look at.

Another thing to look at is whether they completed any projects for their clients and have been brought back by their clients multiple times. This precedent shows that the consultant does excellent work and is getting the company success. The last thing to look at is whether you can call up the clients they mentioned in their proposals or pitches. If the consultant hides the company name from you but mentions their work, I count it as a negative mark.

Despite all that I have said, don't hire someone solely because they have done work for a well-known company. Dig deeper and validate whether they did the work and were successful or are lying about it. It amazes me how many organizations fail to do reference checks for employees and consultants. If you choose the wrong innovation consultant, your credibility goes down, and you can turn your organization off to innovation.

Evaluating a Consultant's Success The third question to ask is, "What about this innovation consultant attracts their following?" It is essential to evaluate why a successful consultant is successful with its clients. Firstly, look at the number of clients they have worked for/use their process or framework and whether they can prove it. An example of this is the FIRE framework, where about 2,000-2,500 organizations use it. Secondly, evaluate whether or not they are willing to share the details of their approach. I am a big believer in paying it forward and giving it away. With that being said, I don't use this to make a living while most consultants do.

Your organization is unique, and you need to know that a consultant's approach will work for you and your organizational needs. If you bring in a consultant that is not a match, you will run into some big problems.

Final Question and Wrap Up Question four is, "Can you adapt and adopt the approach from the innovation consultant?" You would not believe how hard this is to do. When hiring an innovation consultant bringing an approach to the table, it is crucial to know where they stand. Do you get granted the rights to use their method within your organization or offer a training class? Are they willing to adapt it to your organization's culture, approach, and language? An example of this is how Kroger implements the FIRE framework while using their own Kroger language.

I started today's show off on the premise that 80% of innovation consultants are not worth the money. Let's recap the four questions you should ask an innovation consultant before hiring them:

• Is this innovation consultant a proven innovator?
• Who has hired them?
• What about their innovation consulting attracts a following?
• Can I adapt and adopt the innovation consultant's approach to my organization?

If you are looking for an innovation consultant and aren't so sure about it, drop me an email or hop over to The Innovators Community for feedback from other innovators and myself.

If you are interested in the FIRE framework for your organization, check out our Disruptive Ideation Workshops.

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Innovations can happen in any industry and a variety of different ways. Today we are going to take a deeper dive into part of the FIRE framework known as ideation. We will focus on combining individual ideation and team ideation. On today’s show, we will discuss Walt Disney’s “Plus it” approach and how it changed the customer entertainment experience.

“Plus It” Walt Disney used a concept known as “plus it” to improve his company’s ideation. He would tell his Imagineers (people who design the Disney experience) to “plus it” as a way to motivate them to take their work to another level. He challenged them to see what was possible and then encouraged them to take it a few steps further. “Plus it” is a technique to iterate on ideas without using any harsh criticism. It's about finding what is good about an idea and tweaking it to make it even better. The question is, how do you do it? The first step you need to do is to conduct brainstorming activities and set up a quota of ideas to iterate. You need to come at the problem from different angles. Good ideas will get people excited so keep an eye out for reactions. Remember, evaluation happens after, not during this process. After brainstorming, grab some sticky notes and crank out unique ideas. This is when individual ideation comes in to play. Do this for about twenty minutes and come up with a minimum of twenty ideas.

Team Ideation The next step is to post and group ideas. Each person on the team posts and shares their ideas to the rest of the group by posting their sticky note on a board. This is done through a short and quick process. During this time, one idea may trigger another’s idea. If this happens, write down the new idea and post it. If two people have similar ideas, post those ideas next to each other. The next step is to do team ideation or “plus it”. One at a time, everyone chooses somebody else’s idea that they like. Then, they ideate and build upon that idea and have others jump in. Throughout my work, I have found that around 30% more and better ideas come from this combination of team and individual ideation. I’ve also found that there is a collective ownership aspect of this that is elevated. People feel like more of a team and are more passionate and energized through this combination.

Examples Walt Disney focused on making ideas better for many years and made it fundamental to Disney’s culture. Many other organizations have embraced plussing it and have applied it to their organizations. Walt Disney made breakthroughs using his “plus it” method in many different ways. Walt applied plussing it early on at Disney with the idea of Disneyland. He came up with the idea for a Christmas parade going through the park. The financial people at Disney disagreed with Walt’s idea as people were already going to the park and didn’t expect anything different. Walt wanted to deliver an experience that was never seen before. Despite what the finance people had thought, the idea became a huge success and drew many more people to the park. Another example of plussing the experience was when Disney’s ride Space Mountain was rebuilt for their 50th anniversary. They redid the whole ride and synchronized audio to it which created a completely new experience. The third example of plussing a product was when the Apple iPod and the iPhone came about. Steve Jobs cited the influence of Disney on his work many times. It comes down to the little things that most people don’t notice but make Apple products stand out. Another example is Elon Musk’s company, Tesla. The company has breakthrough features such as the summon feature. This feature allows you to call your car to come to a different spot and pick you up. The company is constantly adding features to their products and are never done improving. Disney is also constantly improving and innovating and will never stop plussing it. The last company we will discuss is Zoom, a sponsor of our show. In the last year, Zoom averaged 300 new features and does so every year. Eric and his team are constantly asking how to make the experience bigger and better.

Summary Today we discussed Walt Disney’s approach to “plussing it”, which is significantly improving ideas and products by thinking differently and pushing the limits. Walt applied the concept to his early work at Disneyland and his hand can be seen all over the Disney experience to this day. The concept is about using each other’s ideas for inspiration and building upon them without using harmful criticism. Improving someone’s challenge instead of being an innovation antibody is key to plussing it. This all starts with individual ideation and combining it with team ideation to make ideas that stand out and are better.

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Throughout the show’s history, we’ve done interviews with medical professionals and those pursuing innovations in the medical field. This week’s guest created a breakthrough product used during this pandemic. Clive Smith, the CEO and founder of Thinklabs joins us on the show. We will discuss a stethoscope innovation and what he’s doing to disrupt the medical field.

Clive’s Background Clive grew up in South Africa and was greatly influenced by the moon landing as a kid. It showed that technology happens in the United States, and that is where he knew he needed to be. Clive studied for his masters at the California Institute of Technology and focused on analog electronics and signal processing. After finishing school, he worked in the corporate world for a few years but realized that was not what he wanted to do. While he didn’t stay there, he is grateful for what he was able to learn.

After leaving corporate America, Clive started Thinklabs. The context was that it would be an incubator for Clive’s and other people’s ideas. He had a long-term interest in medical devices, and while at his undergrad in South Africa, he developed an electrocardiographic device with a friend. On top of that, many of Clive’s friends from school went on to become doctors. Clive’s brother was also a cardiologist, so being surrounded by the medical professionals boosted Clive’s interest.

Stethoscope Innovation Clive stumbled across an article in a cardiology journal about the stethoscope. The journal people measured the acoustics on stethoscopes and studied the original stethoscope made by Rene Laennec. They realized that the acoustics of the original was almost the same as the modern stethoscope. The device hadn’t had a performance improvement for nearly 180 years.

Clive decided that he was going to fix the issue and started prototyping in his garage. He came up with a unique sensor for the stethoscope. After talking with cardiologists and comparing his medical innovations to others, Clive started talking with HP medical. They ended up funding his product, but while they were funding it, another company bought the healthcare division.

Due to Clive’s contract, he could leave and put all the technology out on the market himself. The first version of the stethoscope came to the market in 2003 and manufactured in China. In 2013, the production of the product moved from China to the U.S.

Manufacturing and Product Use Clive made himself more vertically integrated when he moved from offshore manufacturing to onshore. He did this because he wanted to be able to innovate quickly. Outside manufacturers like the ones in China want to crank out a product efficiently and keep things moving. It’s not that easy to make changes with all of that. Another part of it was 3D printing. 3D printing offers flexibility because it is mostly software.

Moving onshore wasn’t mainly for the cost nor “for American manufacturing”. Many of the suppliers in the U.S had a hard time making high-quality products that Clive wanted. He ended up with a global supply chain as he does assembly in the U.S but gets some components from Japan, China, etc.

With regards to Clive’s digital stethoscope, some physicians are particularly interested in listening to sounds. Many people still use conventional stethoscopes, and if they hear something that sounds weird, they pass it on to a specialist. Users of the digital stethoscope use it to get a more thorough read upfront. On top of that, regular stethoscopes are known to carry diseases and pathogens and not useful in infectious situations.

In 2014, Clive and his team were called on to help doctors listen to their patients remotely when they were in isolation during the Ebola outbreak. Fast forward to COVID, and they were able to create a process that uses remote Bluetooth transmitters and headphones to listen to patients in isolation.

Summary The future is going to include a lot of remote healthcare. It is an incredible enhancement to the quality of life, especially for older people. Clive says the hospital at home is going to continue to grow. The internationalization of healthcare will be a massive change as we advance with borders broke down.

In the past, Mayo Clinic ran into problems as doctors licensed in Minnesota weren’t able to practice healthcare in different states. Due to COVID, many states have gotten rid of that requirement, which will significantly impact healthcare and policymakers. Government rules and regulations need to find ways to keep up with the fast-growing innovations of this day and age. Policy always follows technology.

If you want to keep up to date with Clive and what he is doing at Thinklabs, check out their website here.

About Our Guest: Clive Smith Clive Smith founded Thinklabs in 1991, a company developing electronic products and systems. He released the first Thinklabs stethoscope in 2003 and held numerous patents in the stethoscope technology field. He was profiled in the annual 2013 Caltech Alumni ENGenious publication. Raised in Johannesburg, Clive spent his early life in South Africa.

He received a B.Sc. in Electrical Engineering from Wits University, where he first developed his interest in medical electronics. He and classmate David Cohen received the Siemens Prize for Best Thesis for their research on multi-channel electrocardiography. Smith came to the United States for graduate study, receiving an MSEE from the California Institute of Technology, focusing on various electronics design disciplines including analog, integrated circuits, digital signal processing, and power electronics.

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For the first time, we are recording a show in the mobile studio in Austin, Texas. Once we get past COVID, we plan to travel a lot more and visit different innovators in various areas of the country. This past week, I interviewed three CEOs of billion-dollar companies for a virtual event online. I asked them a set of questions and on today’s show I am going to ask and answer those same questions.

Question One The questions will get people to think and share things that they usually wouldn’t share. I’m going to run through and randomly pick these questions out of a notebook I have. This notebook contains creative and exciting questions that I have collected over the years.

The first question is: What is the most important invention in the last five years? I think electric car vehicles are fascinating, and I’ve had the benefit of spending some time with Elon Musk. I would call an invention that’s having a massive impact as being something that becomes commercially buyable. I think electronic vehicles fall right into this category. There are also a lot of spinoffs that have come from the development of these vehicles. The spinoffs include “battery technology,” which is very important. With products like electric cars, there will be a push in the battery industry to create more improvements.

Rethinking Education The next question is: What is your dangerous idea? The answer to this question pertains to an idea that is disruptive and turns everything on its head. My dangerous idea is to rethink education on a global scale. It’s no longer about memorizing formulas, facts, or figures. It is about teaching future generations how to think, solve, and have a passion for lifelong learning. Whatever skill we’re teaching in the classroom today won’t apply in five or ten years due to the rapid change of technology. There needs to be some rethinking done on traditional education structure to promote teamwork, collaboration, empathy, ideation, experimentation, etc. That’s the work environment students will be entering into when they join the workforce.

Years ago, I did some work with the Singapore government and the state of Ohio building textbooks that included innovation and creativity. Some school districts wanted to treat innovation the same as reading, writing, and arithmetic. We must think of innovation as creative reading and apply it to those topics. Innovation and creativity need to go across all the subject matter.

Step two is to create school environments where there are team projects, creative problem-solving, and experimentation. The key with experimentation is that not all experiments are successful. Whatever the result, you have completed the work and learned in the process. The mindset that you passed or failed needs to be changed. We have to develop ways to experiment and fail while still getting an A in the classroom because you learned from it.

Optimism The third question is: What are you optimistic about? During the time of this recording, there are many uncertainties. Examples of this would be COVID, the election, social unrest, etc. Despite these issues, there is still a lot of optimism. As humans, we can come together and get through these times using our ingenuity. Look back at the time of the polio epidemic. There was a consorted effort on the issue, and scientists came up with a vaccine and tamed the disease. I think the same thing will happen with COVID.

When we are face to face with crushing problems, we will innovate around them. We can solve these problems when we come together and attack them as one. We have done it for thousands of years and will continue to do it.

Another question I posed is: What have you changed your mind about? There have been many times I changed my ideas, such as when I thought certain technologies were going to be successful, and they weren’t. The most challenging changes are when you have to consider somebody’s perspective on politics, beliefs, sports teams/players, etc. I ask this question because people are often so locked in one idea that they don’t even consider the other options. We all need to change in different areas, no matter what they are.

Wrap-up and Final Question There is one question that gets an interesting response, no matter who interviews. That question is: What should be the role of government in encouraging innovation? Looking back on my own life, I’ve seen some phenomenal things come about due to government research and development. This includes the space program and Neil Armstrong walking on the moon, which I watched live as a kid. The blood oximeter, which tells how much oxygen is in your blood, is a spinoff of the NASA program.

Another example is the origin of the internet. The internet came from DARPA, which the government designed to use should Russia nuke the U.S. Governments invest in areas that are transformative to their people and their economies, which will improve the lives of the people.

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This week, we look at an old show that has recently come up. It is a show I did in February of 2012 about innovation metrics. We'll discuss the core set of innovation metrics that every organization should use.

Bad Metrics Before we get started, I want to address one thing. Bad metrics are very prevalent and extremely popular in areas such as Wall Street and publicly traded companies. These metrics get defined by analysts who have never run any innovation efforts or businesses.

The most popular bad metric that Wall Street has is the percentage of revenue spent on RND. They try to rank organizations based on this metric. I have run tests and trials, collected data from public companies coached and mentored CEOs, and CIOs worldwide from various industries. I am here to tell you that this is a bogus metric that is not predictive of future success. If this metric was true, if I spent 50% of my RND revenue, I should be two times better than somebody who only spends 20% of their RND revenue. False. It varies by industry and company. I spent a lot of time trying to convince the board of directors at HP that this is a bogus metric and not useable.

When it comes to good metrics, I look at it from input, output, outcome, and impact. I spend the most time on input and impact. When it comes to innovation, the impact your innovation is making, and the input you are investing in is key.

Innovation Input Metrics Let's look at what innovation input metrics you should consider having as part of your success measurement. The first one is the number of new ideas in the funnel. It would help if you kept the funnel full of ideas. This metric is about keeping your organization focused and continuously developing new ideas. At my current organization, we sit down twice a year and look at everything in the funnel. You want to find ideas that are reasonable for your organization.

The next metric is the acceptance/idea kill rate. Acceptance is the number of ideas that make it to the funding phase. You want that acceptance rate to be anywhere from 10-30%. The idea kill rate is when you decide to kill an idea rather than move it forward. At HP, we had a four-phase funnel to managing ideas and turning them into products. At each phase, there was about a 55% kill rate. We would start with ten, go to five, go to two or three, and finish with one. You need to look at your current acceptance and kill rate and set a target, possibly putting it into your Objectives and Key Results (OKRs).

The third metric is a balanced investment. This metric is how you will use your innovation spend to influence your organization. This metric has products and services across the bottom, and vertical is your customers and markets you serve. 70% of the innovation spend should be in the core. The 20% should be in new products to existing customers and existing products to new customers. And lastly, 10% in new customers, new markets, new technologies, etc.

Innovation Impact Metrics The first one is the 3M metric, which is the percentage of revenue from new products. 3M has an innovation metric they have tracked for decades. The metric is what percentage of their revenue that comes from products produced within the last three years. The revenue percentage forces them to come up with new ideas constantly.

The second metric is the quality of your patents, which differs from the number of patents. When I first went to HP, Carly Fiorina was the CEO. She pushed us hard to ramp up the number of patents. Organizations get ranked based on how many awarded patents. She wanted HP to have as many patents as possible to get on the list. I argued that having a large number of patents does not add to your innovation value.

We eventually shifted the focus at HP to the quality of patents. Measured through the Chi Index, look at all your patents. Then look across your industry at other patents that referenced them. The more times your patent gets referenced, the more value it has.

The third metric is the innovation impact on gross margin. I got HP to replace the RND metric's revenue with this, which is the gross margin impact for every dollar spent on RND. Very important, because if you do good innovation on products, your customers will reward you with a margin premium.

Summary Today we talked about the six-innovation metrics every organization should use. The input metrics are the number of new ideas in the funnel, the acceptance and the kill rate, and balanced innovation investment (70, 20 10). The impact metrics are the percentage of revenue from new products (3M metric), quality of the patents (quality over quantity), and innovation impact on gross margin. Look at these six-innovation metrics and figure out how you can apply them to your organization.

If you want to learn more about metrics and apply them to your organization, check out the Disruptive Ideation Workshops, now done virtually.

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This week, we will continue the discussion on the FIRE framework and expound upon it. We will discuss a technology that will enable your FIRE framework, known as an Idea Management System (IMS).

Idea Management System The Idea Management System supports everything from the focus, ideation, and ranking, to managing your funnel for the execution phase. I deployed my first IMS in 2008 while I was CTO at HP. Not known as IMS yet, we chose a particular platform back then. Every IMS system has its built-in assumptions as part of its basic platform. They have to work on enhancing their platforms due to competition continuously.

If you have procured an IMS, are building one, or are integrating one with other systems, there are seven must-have features you need. The first feature is known as the ease of idea capture. This consists of getting all of your ideas captured and putting them into your IMS. The key here is to get every idea you have into this system. It is also important to track who came up with each idea for legal reasons.

Support for Innovators The second feature is all about the support for your community of innovators. Especially critical for IMS because it brings all of your innovators together in a common system. It becomes a back and forth communication process between innovators. Most IMS systems don’t grasp the idea of bringing people together. People often take it as a passive process, observing but not engaging. A common feature needed is the ease of how you “plus an idea.” When someone creates an idea, you want other innovators to build on it. You want a way to communicate feedback on ideas as well. An IMS is also a great way to celebrate an idea, whether it got funding or ended up stopped.

The next feature is to enable an open innovation opportunity. This feature consists of allowing people outside of your organization to contribute. It includes things like public competitions for the best idea and rewarded with a prize.

Another feature that I am a big believer in is university joint ventures. These are opportunities where you fund PHDs or grad students who work in your focus research area.

Features 4-7 The next feature on my list is what I call a flexible and powerful workflow. In many cases, designed enterprise applications have a particular philosophy in mind. While not intentional, they inherently create a step of workflows that enable the feature set within that IMS.

In reality, you want an Idea Management System that adapts to you, not the other way around. It would help if you defined the workflow for your innovation framework and all the tools and processes you use to build upon it. When selecting your IMS, make sure you allow for the system to be easily updated.

Next is a must-have feature; the management of the entire idea life cycle. Ideas get touched by many people. They may get funded, stopped, or even resurrected in the future. An example of managing the idea life cycle revolves around the selection. We talked about this on some previous shows on ranking. In your IMS, you want to capture the answers from the process of ranking. Years later, the scoring for these ideas could be completely different due to innovations.

The next vital feature is protection or how you protect your catalog of ideas. This feature can be basic security and encryption, which is very important. In this case, however, I am talking about patents. I am not aware of any IMS systems that have a built-in patent management system. In this case, you need to interface your IMS platform with the system you are using to track the patents you are submitting to or want to submit.

The seventh must-have feature is incentives and recognition. People don’t participate in innovation efforts out of the goodness of their hearts. Some organizations I have been a part of pay for patented ideas that are submitted. Use your IMS system to track this. Award badges for the ideas that people submit. Incentives and recognitions are a great way to get people to get engaged.

Summary The seven must-have features in your Idea Management System are:

• Ease of Idea Capture
• Support the Community of Innovators
• Enable Open Innovation Opportunity
• Flexible and Powerful Workflow
• Manage the Idea Life Cycle
• Protect the Catalog of Ideas
• Incentives and Recognition

I based these features on my dozen years of employing these systems and helping CIOs or CEOs find what they want in their systems. This platform is a tool that supports the overall framework. We discuss and teach all these things in our Disruptive Ideation Workshops, whether virtually or in-person.

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We will discuss something mentioned in last week's show: Execution. If you haven't listened to that episode, make sure to click here. The innovation lean canvas is a structure that we teach in all of our Disruptive Ideation Workshops. It is an innovation plan that offers an overview of your best idea all in one place.

The Innovation Lean Canvas The lean canvas replaces a typically created business plan. We print this out on a huge poster-sized paper and tack it to the wall in our workshops. It allows you to look at your best idea and the critical areas around it, all in one glance. Updated as you acquire more learnings, you'll be able to see these ideas and critical areas on the paper. I would encourage you to customize your lean canvas to your own organization's needs. Don't be afraid to try something different that fits you.

Let's walk through my lean canvas so we can get a feel for it. Starting, we talk about the problem statement, and what makes this idea different. We discuss who the customers are and what the key metrics are. The steps and activities that are needed, as well as the resources needed, are discussed. With this framework, you get a perfect snapshot view of the problem, the solution, and how it all works. It helps you pinpoint areas that need work.

Breaking Down the Lean Canvas The problem statement: you may have different variations of this, and you want to put them all on your lean canvas. Next, you want to discuss the solution. This statement is your idea that was ranked the highest, and you and your team feel it is ready to go forward. Now, you want to define who the customers are and discuss their personas. Everything must be crystal clear, and if not, you may need to investigate and validate the customer segment.

Next is the unique value proposition. Why is the customer going to find value in this? Why is it going to be unique compared to what is already out there? It would be best if you define why your idea is better and why the customers will want it. The problem, the solution, and the customer are tightly linked and foundational to execution. You have to be able to answer these areas.

At this point, you need to define some key metrics. What are the criteria for success? What constitutes you're making progress? An example of this would be asking five questions to twenty-five customers and bringing those answers back. The questions get tied to the key activities. The activities would be preparing the survey of questions for the customers to answer.

Unfair Advantage I challenge you to spend some time thinking about improving your idea to create a sustainable advantage. Once you launch, you will have many copycats if you don't have a barrier to entry. The fast rise of copycats is due to low-cost manufacturing. It would be best if you found a way to have an unfair advantage that is defensive.

Patents are costly, averaging around $30,000-$35,000, including the legal work and working with the patent office. There are other ways for you to create barriers to entry, such as trade secrets. You need to find out what resources you need. Find resources in technologies, expertise, access to a sales channel, etc. You will have to pitch your idea, so you need to be crystal clear on what resources you will need to make it happen.

Next, focus on funding requirements and costs. When most people pitch ideas, they put the funding cost upfront. On lean canvas, we talk about the problem, solution, and how you will accomplish it before talking about the funding. Once you have evaluated these other areas, then you can talk about the funding.

Lastly, discuss the revenue stream. The revenue stream is more about the economic value sources rather than just looking at a spreadsheet.

Conclusion We walked through all of the lean canvas elements such as problem, solution, customers, unique value proposition, key metrics, key activities, thinking through unfair advantage, resource partners, funding requirements/costs, and revenue streams. This innovation lean canvas is one that I use and teach in all of my workshops. Once a team fills it out, we have them pitch from their lean canvas. I like this approach because it makes sure they cover all of the key areas for successful innovation.

The lean canvas gives you a structure to make sure you don't miss any vital areas. I have found this to be hugely valuable and adaptable. Don't be afraid to adapt it to you and your organization's needs. We use the lean canvas in all of our ideation workshops and teach it to our customers. When you leave our workshops, you go with a filled-in lean canvas of your best idea, ready to be pitched to your management team.

Check out the Disruptive Ideation Workshop here to learn the lean canvas for you and your team.

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On this week's show, we will wrap up the series of shows on the innovation framework known as FIRE. We will discuss the part of the innovation framework known as execution. Execution is composed of making your best ideas into something real.

Execution I have used the FIRE (Focus, Ideation, Ranking, Execution) framework for more than 20 years, and thousands of organizations use it. Focus is defining where your problem area is. Ideation is the process of creating ideas to address your problem areas. The process consists of individual and team ideation, which, when combined, generates 30% more ideas than when done individually. Ranking is where you prioritize your ideas. This process is through dot/wow voting and criteria ranking.

Execution, the last element of the FIRE framework, is how one turns ideas into innovation. Done through two phases; it involves testing and validation and launching the MVP (Minimum viable product). Execution is not easy. 92% of CEOs say innovation is critical to their organization, but only 35% of them have confidence in executing these ideas.

What to Expect In my opinion, innovation consists of ideas made real. One quote I repeat all the time is, "ideas without execution are a hobby, and I'm not in the hobby business." At this point, you've ranked your ideas, but need to figure out how to make these ideas a real innovation. Going into this, you won't know all of the answers. Expect a very messy process because there might not be a clear path from point A to point B.

It would help if you were adaptable and ready to learn things. It would be best if you innovated around the idea frequently. Be ok with an unexpected outcome, as it is an experiment. Innovation projects have to be measured differently than a typical product development project. One of the measurements of success is learning throughout the process. Stay away from innovation antibodies. Innovation causes conflict, prompting these antibodies to come out. These include ego response (stepping on someone's toes), fatigue (people who have tried and failed at it before), no risk response (CFO or legal counsel), comfort response (we don't need to change).

Steps of Execution The first step to making an idea real is creating the pitch. The pitch is your way to tell the story around your idea, also known as strategic storytelling. The key is to tell your idea's story so that they see what life will be like when your idea is delivered.

The second step is to create the funnel. There are four funnel gates: market validation, customer validation, limited launch, and global launch. The key here is to convey the point that not all the ideas will go forward. Market validation is where you ask if the problem exists. One way to do this is through gorilla idea validation. Talk to people you don't know to get brutally honest feedback rather than people you know, who might tell you what you want to hear. Customer validation is where you see if your idea solves the customer's problem.

I use the Michelle test. I would take a product we built at HP and bring it home and leave it on the counter for my wife. She would take it out of the box and use it, giving it her honest evaluation. My wife is not a technology person to receive some solid feedback from a different perspective.

A limited launch is where you launch in a limited space. I use the buy test to build a product and advertise it, putting it into retail stores like a real launch. When people try to buy it, you give it to them for free in return for their feedback. Global launch is where you put your pedal to the medal and push the product out. At this point, you've gone through all of the steps and should have confidence in your product's success.

Summary This week's show focused on taking all of your ideas and making them real. Many innovators have great ideas but struggle to find funding. There could be an issue with their pitch. Learn and readjust the pitch, and understand all of the elements that go into it.

When Steve Jobs and Apple worked on the iPhone, the product was ready three years before the launch. They knew that they needed to wait to get a faster processor and another generation of touch screens. They had the discipline and patience to wait, which paid off in the long run.

I use the lean canvas to help me and my team stay on track and stay focused. The innovation lean canvas is in place of a typical plan. It is an overview of the critical areas at a glance, which frequently updates as the product evolves. We will discuss the lean canvas in a further episode of the show, so stay tuned.

Check out the Disruptive Ideation Workshop here to teach your team the FIRE framework.

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This week's show is a continuation of the series I've done on the innovation framework FIRE. We have discussed focus and ideation in previous shows. We will discuss the part of the innovation framework known as ranking, which helps you prioritize the best ideas you or your team generate.

Ranking Innovation is about challenging an industry's assumptions, questioning what we think we know about our customers, and being open to new ideas. When it comes to the framework, it is not the process. Instead, it defines the elements that you need to structure your process around. We use the FIRE framework. The focus area has to be defined or come up with ideas that aren't impactful. Next is ideation, which is generating ideas. Ideation establishes the framework, and you can use whatever process you want to generate those ideas. Th use of ranking is for identifying the best ideas out of the group. Ideas without execution are a hobby, and we are not in the hobby business.

So why is ranking so important? Let's say management asks your team to come up with some new ideas. You write some things down on a flip chart, and someone types them up and emails them out. Typically, this method results in nothing, as there are too many broad ideas. Ranking helps you find the best ideas and zeroes you in on them.

Ranking Selection Process The purpose of ranking is to identify the best ideas to execute and move forward. The first key to ranking is leveraging the wisdom of the crowd. First, make sure to select a diverse group of people who have had different experiences. I have my teams ideate and rank at the same time. I have found that you get the best results with a minimum of eight people. The key to ranking is to avoid bias by eliminating executive influence. Vote unanimously. There are two types of ranking: dot voting (where you put a dot on the idea you think is most important), and criteria ranking (defined set of selection questions with some scoring structure). Dot voting is done within fifteen minutes and without talking. Each person gets four dots and places them wherever and however they want. Select the four to five ideas with the most dots and move forward with them.

Criteria Ranking The first part of criteria ranking is to define the criteria. Firstly, you need to find the must-have elements of your idea. One way to do this is to look back on your products or services that were successful. Think about what questions you would have asked yourself to give you the ideas that led you to that successful product or idea. Secondly, you need to ask what elements your leadership team is going to look at. Your leadership team is going to be part of this, so you need to meet their criteria. It needs to be constrained and structured the right way with a small number of questions (4-6). I use five questions: the first three are the must-haves for the product's success, and the bottom two are the questions that leadership will use to constitute success.

Question 1: Does this idea improve customer experience or expectations? Does it solve a problem, save money, create money, etc.?

Question 2: Does it fundamentally change the companies place competitively in the market?

Question 3: Does this idea radically change the economic structure of the industry? You'll rarely have an idea that is a "yes" for all three.

Question 4: Does your company have a contribution to make?

Question 5: Will the idea generate a sufficient margin?

Score each question from zero to five, zero being a no, and five a resounding yes. You can apply this process by setting aside thirty minutes and assigning a value of 1-5 to each of your questions. Transfer your score to the team's ranking board and total up the score.

Summary Ranking is critical in making sure you are working on the right and best ideas. Let's recap the key ideas of ranking. Firstly, leverage the wisdom of the crowd. Get a diverse team if you can. If you are a lone innovator, recruit some people you respect and bring them together to help you. You want a minimum of eight people, and you want to avoid bias within the group. Voting should be anonymous, so people feel like they can give honest and good feedback. Establish your criteria, which will help you make a selection that increases the likelihood of your success. Use the two types of ranking in conjunction (Dot and criteria). Trust the wisdom of the crowd and the criteria you have established. All of this fits into the FIRE framework, which is utilized by more than two thousand organizations.

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Today’s guest is an innovation guru who has been around for many years. Jeff DeGraff, known as the “Dean of Innovation”, is a business professor at the University of Michigan and an author and thought leader on innovation. On today’s show, we will discuss social responsibility and Jeff’s new book, “The Creative Mindset”.

Jeff’s Background

After graduating from grad school at the University of Wisconsin-Madison, Jeff met a man who worked for someone who owned a twenty-million-dollar pizza company called Dominoes. He turned down a job offer from an Ivy League school to join the team. Five years later, they sold the company for five-billion-dollars to Mitt Romney. Not long after, Jeff was recruited to teach at the University of Michigan Ross School of Business. He didn’t want to teach MBA’s because he thought they were dull and drab, but that is why they wanted him there.

Two Faces of Innovation

Innovation creates concave value, things that are presently manifesting, and convex value, issues that are long-term. These types have to be measured completely differently. People tend to think about innovation from the tangible side of it. In places like Iowa State, they have huge innovation impacts, but no one sees it because it is based on research influence, not tangible products. Consumers tend to see the end result. When it comes to a COVID-19 vaccine in the U.S, many different startups and big pharmaceutical companies have been working and building off of old research to create one. Once a vaccine is made, then they have to figure out how to make billions of doses of it. It’s a lot more complicated than people think it is. Big innovation is composed of a lot of moving parts.

The Creative Mindset

Jeff grew up in a blue-collar neighborhood and in an age where innovation was viewed as a social responsibility. There are a lot of creativity books out there nowadays that are what Jeff calls “new agey”. Jeff took what he thought was the real research on creativity and put it in layman’s terms for everyone to use. The book focuses on taking ordinary things and making them extraordinary. Jeff wants to re-install the old way of building things through developing learning and trying new things. He uses what he calls the six skills through the mnemonic device CREATE (Clarify, Replicate, Elaborate, Associate, Translate, and Evaluate). The book gives tools in a simplified form to somebody who is trying to grow and make something better.

I got invited to do a keynote speech for Vail Resorts several years ago. I did a raise of hands asking how many people think of themselves as creative. I was shocked to see how many people didn’t raise their hands. People think it takes a special type of person to be creative, which is simply not true. We all have natural strengths that vary from person to person. The object is to recognize your strength, build on it, and find other people with different strengths.

Advice for the Listeners

People refer to Jeff as the “Dean of Innovation”. When he went to work at Dominoes, people often threw the hard problems at him. When he got to the University of Michigan, he had some students that went on to be famous, so the name just ended up sticking. As far as advice goes, Jeff says that innovation happens from the outside in, like a bell curve. Its easier to change 20% of the company 80%, than changing 80% of the company 20%. Secondly, diversity your gene pool. All the people in Jeff’s labs are different than him. Thirdly, give as much as you can away to people. In doing this, you build your network and become a better human being and fulfill social responsibility.

If you want to keep up to date with what Jeff DeGraff is doing, check out his website here. Check out Jeff’s LinkedIn here. Check out his new book on creativity here.

About our Guest: Jeff Degraff

Jeff DeGraff is both an advisor to Fortune 500 companies and a professor at the Ross School of Business at the University of Michigan. His simultaneously creative and pragmatic approach to making innovation happen has led clients and colleagues to dub him the “Dean of Innovation.” He has written several books, including Leading Innovation, Innovation You, and The Innovation Code. Jeff’s thoughts on innovation are covered by Inc., Fortune, and Psychology Today. He has a regular segment on public radio called The Next Idea. He founded the Innovatrium, an innovation consulting firm focusing on creating innovation culture, capability, and community. He earned his nickname, the “Dean of Innovation,” while working as an executive for Domino’s Pizza in his youth, where he accelerated Domino’s growth from a regional success story to an international franchise phenomenon.

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Our guest this week comes from a similar industry, and we share many mutual connections. Mo Katibeh, the EVP-Chief Product & Platform Officer of AT&T Business, joins us to discuss 5G innovation. We will talk about what is real versus what is hype when it comes to innovation in 5G, as well as some advice for the listeners.

Mo's Background

Mo's parents left Iran right before the revolution in 1978 and came to the U.K. He moved to the U.S in 1991, where his parents bought and ran some sandwich stores. From the age of 13, he was working at the stores and learned about working with customers. Fast forward to today, Mo has been with AT&T for almost nineteen years. He loves AT&T because of how diverse they are with what they do. You can do something different every single year, and you are always learning new things. For Mo, that has included managing call centers, construction, and engineering, building up the LTE network, financial planning, product management for cybersecurity, marketing, etc. Similar to Mo, I was employed at a young age. My mom managed a bowling alley and was a professional bowler, so I worked at the alley often. It was great to see what working was about at such a young age and I gained great experience from it.

AT&T has an astounding legacy and has been heavily invested in innovation. They were one of the first companies in the world to put a lot of work into a corporate research group/fundamental science outside of product development. This was done for the sake of advancing the knowledge of mankind.

AT&T and COVID-19

Voice, arguably the oldest innovation when thinking about communications network, experienced skyrocketing growth due to COVID-19. Peak use days are usually holidays such as Mother's Day or New Years' Eve. During the beginning of COVID, that level of network usage was seen every day across the country. Humans are social beings naturally so when you're sheltering in place you tend to get lonely. Work also shifted from central to distributed locations so that added to the high level of network usage. When the movement started in China, AT&T was able to get a heads up on what was coming before it shifted into Europe and the U.S. They were able to prepare and work with their large enterprise customers to help with the oncoming challenges of COVID.

5G

When people think about innovation in 5G, they often think of speed. Speed is a part of it, but when thinking about it from an innovation/business lens, it's important to look at the other capabilities. The first one is latency, or how quickly the network responds to a command. One promise of 5G is driving down latency from hundredths of milliseconds to sub-ten milliseconds. Another key promise is massive connectivity where you can connect a million things per access point. This technology will truly reshape the fabric of this next decade. Many people think about innovation as that next big thing, but oftentimes it's done in incremental steps.

When it comes to 5G, there has been a lot of "hype" around it. In healthcare, a robot doing surgery on someone is something that would be hype because it is far in the future. What is available now is ways to move around large files more effectively from an MRI machine to a doctor using a cellular connection. In a post-COVID world, there are things like connected medicine boxes that track what medicine was used and recognizes the doctor using 4K video computer vision. Kids hate wearing medical bracelets at hospitals and like to take them off. 5G brings an IoT bracelet that offers peace of mind to the parent and can be branded with different fun designs.

Advice for the Listeners

If Moe went back to the beginning of his career, he would tell himself three things. Firstly, in everything you do, look for how you drive step-function improvement. Find how to materially change the outcomes in every job tied to whatever your key performance indicator is. Secondly, make sure you communicate how you drive that improvement inside your specific role. Lastly, just be a good human being. Look out for the people you work with and share what you have learned. When you become a leader, look out for your team, and create a culture that is balanced and flexible.

If you want to keep up to date with what Mo is doing at AT&T, check out his LinkedIn here.

About our Guest: Mo Katibeh

Mo Katibeh is the EVP-Chief Product & Platform Officer of AT&T Business. He has responsibility for the group's portfolio-wide P&L with $36 billion of annual revenue as well as its cutting-edge integrated platforms, products and solutions including Mobility, 5G, Edge Compute, Internet of Things, SD-WAN, cybersecurity, cloud connectivity and wholesale. He also oversees pricing, distribution strategy, compensation, analytics and AT&T Business's digital platforms and portals. Previously, Mo served as EVP-Chief Marketing Officer for AT&T Business, where he was responsible for marketing strategies including branding, advertising and global events. His team created the award-winning Edge-to-Edge advertising and marketing campaign, highlighting AT&T Business's ability to provide an entire range of services to business customers. During this time, Mo was named to Forbes The World's Most Influential CMOs 2019 list, citing his work around 5G in business. A 19-year veteran at AT&T, Mo draws on a wealth of experience in technology ranging from cybersecurity, omni-channel digital strategy, long-range technology and financial planning as well as deep operational expertise across call centers, field force management, construction and engineering, and customer experience improvements.

Let's connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don't forget to join our Innovators Community to enjoy more conversations around innovation.

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This week’s show covers an area that is critical to your innovation success. Ideation is the act of generating ideas, which is part of the FIRE (Focus, Ideation, Ranking, Execution) framework that we use to help discover ideas and lead to disruptive innovations. We will break down FIRE and discuss ideation and the process of our Disruptive Ideation Workshops.

FIRE In the past, we have covered the four elements of the innovation framework, consisting of focus, ideation, ranking, and execution. Focus is the area that you set up processes and ways of collecting info that identifies problem areas. Ideation is where you create a funnel of ideas and collect them. The Ranking is where you take this collection and score the ideas based on their impact and importance. Execution is where you take the best ideas and experiment to see what your outcome can be. FIRE is a framework that is used by many organizations that tailor it to their specific wants and needs. We will discuss the ideation aspect of FIRE.

Ideation Ideation needs to consist of a type of idea that is being targeted. There are killer ideas, which are breakthroughs and create an advantage that makes the entire marketplace react. These are giant leaps forward and will shock the existing market. Incremental ideas are improvements in product quality, new features, etc., and happen over time. You need to be clear with your team where your focus will be on the type of idea.

I like to use tools that help trigger ideas. We use the Killer Questions Card Deck that focuses on questions based on the who (customer), the what (innovating product), and the how (organizational transitions that need to be made). Think about the questions you want to ask in ideation activities. You need to prepare for this and come to it from multiple different angles. There is feature versus function ideation. An example of a feature is to design a better cup. An example of a function is to design a better way to carry liquids. It would be best if you focus on coming up with complete ideas.

Ideation Workshop Process Let’s walk through the exact process I take people through during our ideation workshops. Firstly, we start with individual ideation. We use sticky notes and put one idea on each sticky note. We spend about twenty minutes working on this, and you want to get 20 good ideas. Next, we use a process called SCAMPER (Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, Reverse). Search SCAMPER under Google for more info or check it out on Killerinnovations.com.

At this point, it is still an individual activity. Done for about ten minutes, you will want to come up with five more ideas here. Now, you take your twenty-five ideas and briefly explain them to everyone else in your group or team. If there are two similar ideas, clump them together. If someone’s idea triggers a new idea, add it to the group of ideas. Now we move on to team ideation. One at a time, someone chooses another’s idea that they think is important and exciting. Then, they build upon that person’s idea and help improve it. The process should be done quickly and without any form of criticism.

Conclusion At this point, you should have a collection of good ideas grouped by similarity. When you combine a tool like SCAMPER (individual ideation) with team ideation, you will generate around 30% more ideas out of your ideation- as compared to doing team ideation and individual ideation separately.

If you are interested in learning more about ideation or want information from previous shows, check out all the free downloadable material I put together here.

If you want to host a disruptive ideation workshop for your organization, check out the website here.

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This week’s guest offers some excellent knowledge about productivity and having your priorities in place. Steve Glaveski, CEO and Co-Founder of Collective Campus, joins us to discuss prioritizing high-value work. We talk about his view of the 6-hour workday, and how it helps to better innovation.

Steve’s Background Steve went through the motions of getting his degree and climbing the corporate ladder, chasing what society associates with success. He worked for companies such as KPMG and Ernst and Young and found himself miserably comfortable while in his late twenties. Despite reaching these levels of success, but Steve felt it wasn’t doing what he was called to do. He decided to give it all away and pursue entrepreneurship, which led him to co-found Collective Campus, launch other ventures, and write multiple books. The inspiration behind the work he does is helping organizations and people unlock their potential to create an impact in the world and lead more fulfilling lives.

One of his ventures is a company called Lemonade Stand that donates a license to children from socioeconomically disadvantaged areas for every license they sell to the developed world. It works as a software service platform that walks kids aged 10-15 through the entrepreneurial life cycle. When it comes to licenses, they work with schools, governments, and individuals.

More Done in Less Time Steve has a lot on his plate with all the ventures he runs. People often say you can’t do more than one thing if you want to do it well. According to Steve, it is based on how you go about doing things. If you are intentional about getting rid of unnecessary tasks and focus on the high-value work, you will get a lot done and innovate better. Steve reflects monthly and quarterly on how he spends his time whether it’s his daily tasks or products he’s working on. A couple of years ago, Steve and his team ran a 6-hour workday experiment to get more done in less time. The shorter timeframe forced them to do away with meetings/outsource and focus on the high-value work. After the experiment, they discovered that productivity was the same if not higher and people had more time to do things outside of the office.

Time Rich: Do Your Best Work, Live Your Best Life

Steve’s book is about changing the 8-hour workday. This workday traces back to the last eighty years or so and has acted as a baseline. As the recent times, the nature of work has changed. Work has shifted to more of a cognitive work over a purely physical work. A recent study on scientists found that the ones who worked 20 hours a week were twice as productive as their peers who worked 35 hours a week. Even less productive were the scientists who worked 60 hours a week. You might think more hours equals more output, but in reality, you aren’t able to recover and recharge to innovate better. There are many distractions these days such as social media, which tends to distract us and hinder our productivity. At CableLabs, we have an unlimited vacation policy for our staff. With this option, people can manage their own time and schedules so they don’t get burned out and lose focus.

Advice for the Listeners

Money can always be earned back after it gets spent, but time cannot. When you say yes to something, you are saying no to a whole lot of other things. We need to be frugal with how we spend our time. A lot of people say yes to everything which causes them problems. The key to saying no is based on what you truly value and what your goals are. Stay aligned with your values and goals in order to be successful and innovate better.

About our Guest: Steve Glaveski

Steve Glaveski is an entrepreneur, author, and podcast host whose mission is to unlock the latent potential of people so that they can create more impact for humanity and lead more fulfilling lives. He is the CEO of Collective Campus, an innovation accelerator based in Melbourne and Singapore. He also founded Lemonade Stand, a children’s entrepreneurship program, and edtech platform, and during COVID-19 lockdowns, established NOFilter Media. Steve is the author of multiple books and hosts the award-winning podcast the Future Squared.

If you want to keep updated with what Steve and Collective Campus is doing, check out his website here. Check out his book here.

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This week's guest applies AI innovation to an industry where you usually wouldn't think it can be possible. Micah Hollingworth, the CEO & Co-founder of Broadw.ai, joins us for a discussion. On the show, we will discuss AI in the theater industry and what Micah and Broadw.ai are doing to change the game.

Micah's Background

Micah grew up in rural Massachusetts and had a passion for theater at a young age. He ended up attending UMass Amherst, which was the total opposite experience that he grew up in. His time here set him up on a path to entrepreneurship and the technology field. The program wasn't focused on performance but took a more generalist approach, which was similar to starting a startup. You have your initial idea, you raise capital, and you work to find your audience. Working together as a team is very important because even if one show isn't successful, you never know if the next one will be. Everyone always thinks there is a secret formula to success, but in reality, there isn't. You never know what your audience will think about your product until you put it out there. Look at the famous show Hamilton for example. If someone pitched it to investors in an elevator, they would probably have no interest in it. That's just how the industry works. Being comfortable in uncertainty is key.

Innovating in the Theater Industry

Differentiating the experience is key to drawing in crowds. When the theater industry looks to innovate, they are often stuck with a lot of constraints. They have limited space and often have old, worn-down buildings. They focus on creating a special experience that is deep and powerful so that the fan is willing to accept things like waiting in lines to get tickets. There is a lot of competition for live events. People only have so many hours in the day and a limited attention span. You have to be where your fans are. It's not as simple as just putting up a website.

Shows are typically not selling their shows directly. They often rent a property like a stadium and use a ticketing system that they don't have full control over. Broadw.ai helps partners find what they are looking for in tickets and at a specific price-point in a personalized way. In most cases, the partner is the event producer of a show. They aren't a ticket reseller or broker, they are just facilitating the sale and generating data for the event producer to see what most people are looking for.

Broadw.ai

Micah never thought he would end up in the tech field given his background. His last employment opportunity was with Jujamcyn Theaters as the VP of Company Operations. During this time, he met a company called Satisfi Labs that pitched them an idea for an AI product in large arenas. This product would use location services to help people find things near them or ask questions if needed. They didn't have much of a use of this product, as Broadway theaters are generally very small. His current partner Jon Scott asked what would happen if they used this approach for selling tickets. Micah jumped on the idea and got to work. He brought it up to his owner and was encouraged to take the steps to do it. Micah and his team branched off and raised funds to launch their own company and invested some of the funds into Satisfi and their partnership.

Advice for the Listeners

Micah says that any good idea will take time. You have to be patient. You're never done with the process in the tech world. You need a long-term focus to get to where you want to be. As innovators, we can often see the end result. However, the path to get there is never straight. You need to work with people that are smarter than you and often challenge you to keep up.

If you want to keep up with what Micah is doing, check out his LinkedIn and Twitter. Check out his website here.

About our Guest: Micah Hollingworth

As CEO and Co-Founder of Broadw.ai and two decades of experience in creating, operating, and marketing live events, Micah is an innovator in the entertainment space. With Broadw.ai, Micah has recreated the audience experience, moving the customer conversation to the web from the box office window.

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Innovation efforts require a structure to stay organized and for successful execution. Many organizations have weak frameworks, which in turn, weaken their overall effectiveness. This week, we'll look at an innovation framework that I use and have used throughout my career, known as FIRE. We'll also discuss how you can utilize this framework within your organization.

Framework Versus Process Think of a framework as the components needed to empower your team to be highly successful within innovation. Innovation frameworks and processes are not the same things. A framework is a construct that all organizations understand they need to have. A process is what is built on top of the framework to do the individual elements. I am not a big fan of processes as they often don't work because they require tailoring to the individual organization.

In the past, organizations have tried to use the process that I used at HP. Kroger used it, and Stanford and Harvard's business schools teach it. If you pick up this process and use it, you are not going to be successful. The process needs specific tailoring to work for you. Each organization requires a unique procedure, as each one has different structures, needs, and resources.

FIRE A framework gives your team a mental model for conversations, motivation, and overall understanding. Here are four vital elements needed in every innovation framework:

Focus – Focus defines and researches the opportunity or problem area where you are going to point your team. It would be best if you investigate and determine the focus area. I create a list of 4-6 areas of focus with my team. Next, you need to create a problem statement that drives people to find a solution. Creating a problem statement is not an easy task, but it is vital. With a problem statement, you will increase the quantity and quality of your ideas.

Ideation – Based on your focus, create a funnel of ideas that address the opportunity or problem. The funnel is where you generate your ideas. Step one is to do both individual and team ideation. I have found that when you combine both individual and team ideation, you increase the quality of your ideas by 30%. Step two is grouping the ideas. You can use Jamboard or post-it notes to bring those ideas together and generate that funnel. You want to capture all those ideas and make sure nothing gets thrown out.

Ranking – This is the element that most innovation frameworks leave out. The driver for ranking is to use it to identify the best ideas based on specific criteria. The goal is to create criteria to identify a ranked list so that you can take the top two or three ideas. I teach a two-stage ranking process. The first stage is what I call the "wow stage." Everyone is given five dots and walks up to the list of ideas and puts their dots on ideas they think are the best. Next, you have criteria ranking, which varies by organization. It would help if you did the ranking in the same session as the "wow stage."

Execution – You have to drive execution, which is very specific to an organization. It would be best if you had a test/experimentation on the idea. Next, you have to have an experimentation culture that is continuously experimenting and getting feedback. Lastly, you have to get a minimal viable product into the customer's hands.

Review Let's review what we learned about the innovation framework. I refer to this framework as the FIRE (Focus, Ideation, Ranking, and Execution) framework. When you bring these elements together, you have all the components needed to be effective in your innovation efforts. Each of these requires a process that is unique to your organization. If you don't have these four elements, you are fooling yourself. Used by thousands of organizations around the world, this framework is what I personally use and teach. A part of the bigger picture known as box think, the framework shows us to view things through different eyes.

If you want to check out the diagrams from this show, as well as other materials from previous shows, click the link here.

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Crafting well-written problem statements that focus the idea of creation are critical. Albert Einstein said, "If I only had one hour to save the world, I would spend fifty-five minutes defining the problem, and five minutes finding the solution." This week, we will discuss combining out of the box thinking with inside the box thinking, and how this can be used to create problem statements and solve your problems.

Problem Statements Well-defined problem statements are freeing because they allow a team to innovate within certain guardrails. The goal of a problem statement is to solve a problem, remove a barrier, or improve an experience. One key characteristic of a problem statement is that it has to be solvable. It's not just about solving the problem but being able to define it within the confines of your resources. Some problem validation questions need to be applied.

Firstly, do you think it is a problem or is it a problem? If you think it's a problem, chances are it might not be. You are not a proxy for your customers. You have to prove that it is a problem by getting feedback from your customers. Secondly, find out how often this problem occurs and how long it has been occurring.

The elements of a problem statement focus on three key areas: who the customer is, what the problem is, and why it is important.

• Who is the customer – Who is the target? Outline the broad or narrow customer segments. You need to define and describe the customer.
• What is the problem – Define the problem that is occurring.
• Why – Find out why it is crucial to solving the problem, and why you are spending time on it.

Examples Let's look at an example of a first draft problem statement. Middletown Hospital's current diagnosis protocol and tools are resulting in low diagnosis effectiveness/efficiency causing up to 40% of its critical care patients painful extended treatments while substantially reducing the hospital's earning potential and resource efficiency.

Let's try to make this statement more concise. Middletown Hospitals' current diagnosis protocol and tools are resulting in low diagnosis effectiveness/efficiency, substantially reducing the hospital's earning potential and resource efficiency. This statement is better as effectiveness and efficiency stand out, but we can do better.

Middletown Hospitals' current diagnosis protocol and tools are resulting in low diagnosis effectiveness and efficiency, causing up to 40% of its critical care patients painful extended treatment periods. I think this one is good because it defines the problem and why it is essential, but we're going to try to make it a little better. Up to 40% of critical care patients are experiencing painful extended treatment periods due to low diagnosis effectiveness and efficiency of current diagnosis protocols and tools.

The one characteristic seen through these four examples is that they are getting shorter and more precise each time. Spending time thinking about the problem statement and making it efficient and crisp is critical. The example was an actual problem statement used to help an organization for ideation sessions they wanted to host.

Here is a template that I use when crafting my problem statements. The what (describe the problem) effects the who (describe the customer), resulting in (Describe why it's important/what the benefit is).

Box Think Box think is doing both inside the box thinking and out of the box thinking. Using this process, an organization can create a complete collection of ideas that lead to better innovations. The first step of box think is to define the problem statement. Secondly, you need to identify your industry/company constraints. What are the operational rules of your company and industry? For inside the box thinking, you want to operate within those constraints. For out of the box, you want to remove those constraints and modify the problem statement accordingly.

Now I am going to walk you through a real example from when I was at HP. Our laptops are highly personal items, therefore, need to be designed and marketed to target demographics to increase sales in next year's peak selling season. The first constraint here was a time constraint. The peak selling season for laptops is the Christmas holiday season. The second constraint was the demographic that was going to be targeted. The product that ended up coming from this problem statement was a digital clutch designed by Vivienne Tam.

Recap It would be best if you took the time to understand the problem before you expect your team to be effective at generating ideas. If you aren't sure what problems to target, you need to ideate on the problems. People tend to seek solutions when they find problems, which can be difficult. You need to ideate problems and then rank them accordingly. Set aside an hour to identify the top one or two problems, which will turn into problem statements. Crank out as many problems that you can find without worrying about solutions. Rank your problems and then allow your team to vote. After you identify your problems, choose the goal and timeline that you will apply to move forward.

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Box Think is doing both inside the box thinking and out of the box thinking. As we discussed in past shows, out of the box thinking is what most people use when they think of creative thinking. People often overlook what I call inside the box thinking and try to stay away from it.

Out Of The Box Thinking The term “out of the box thinking” is a metaphor that means to think from a new perspective. It originally came from some management consulting firms that were trying to solve problems in new ways. The term was attached to a concept known as the nine-dot problem.

When challenged to do “out of the box thinking,”, you need to utilize risk-oriented thinking. You need to take all the risk constraints out of the scenario, whether it is financial, technology-based, etc.

Next, you need to rely on shared thinking. Shared thinking can be hard but is necessary to accelerate your ability to “think outside the box.”

Lastly, practice reflective thinking. We all love our ideas, as they are our “babies.” In some cases, we need to take a step back and take our emotions out of it. We need to distance ourselves from our ideas and look at other views as well. Set aside time to practice all of these thinking processes, and you will be able to successfully “think outside the box.”

Inside The Box Thinking ‘Inside the box thinking' means to innovate within the constraints defined by the box. It is more generally described as constraint-based innovation. The idea behind it is understanding your constraints and utilizing those constraints to innovate beyond the box. The box can be an organization, government, or even a team. It defines where you are operating here and now. The box can contain inside constraints that you can change.

Most people tend to think that good ideas only come from out of the box thinking, which is not true. Inside the box thinking is to constrain the problem but not the potential ways of solving it. Inside the box thinking is also to constrain the atmosphere, but not the team. Inside the box thinking is restricting the resources but not the ways to utilize them.

Constraint-based innovation is hugely powerful in limiting resources and can empower a team to create something novel.

Box Think Box Think is the process of combining BOTH outside the box and inside the box thinking. To ensure you have a complete view of all possibilities for innovation, you need to do both and this is done by crafting problem statements that challenge the teams during ideation/brainstorming to look at the problem in both ways.

For more on Box Think, then download the free resources here.

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This week’s guest has been around in the innovation industry for quite some time. We know a lot of the same people as we were at two companies that worked closely together. Brad Chase is an author and a former Senior VP at Microsoft. We will discuss innovation advantage through strategy and insights from his book, Strategy First: How Businesses Win Big.

Brad’s Background Brad’s stepfather used to go to Heathkit stores to find computer parts and build computers. Through this, Brad saw a lot of future potential in personal computers. He ended up going to business school, and after finishing, he interviewed with companies such as Apple, Microsoft, and HP. He ended up landing a job with Microsoft, where he spent 14 years exploring innovative advantages. While at Microsoft, Brad led the marketing efforts for the Windows 95 launch. It was the first operating system to help PCs go mainstream. Windows 95 ushered personal computers, Microsoft and Bill Gates into the mainstream media and technology world.

Strategy Brad learned a lot about strategy from Bill Gates. At Microsoft, he learned how the company had bet on the PC. They believed there would be a PC in every home on every desk, running Microsoft software. Right away, he learned that making bets is vital to success. If you bet on the wrong thing, you fail, but if you bet on the right thing, you will have a chance at success.

When Brad first started, Microsoft was doing poorly on word processing and spreadsheets and was behind its competitors. Microsoft decided to bet on a GUI (Graphical User Interface) and made a big risky bet on Windows, which turned out to be very successful. They eventually went on to become the leader in applications by using innovative advantages. Microsoft built most of their applications from the ground up.

A significant difference between Microsoft and Apple was that anyone could build a Windows computer as well as applications for it. Apple was a closed ecosystem where the users were not able to do that.

Strategy First: How Businesses Win Big When Brad was talking strategy to different businesses and MBA students, people would always ask him if he had a book. He did some research and found out there were no books that talked about strategy in a clear and easily understandable way, and that is how his book was born. The purpose of the book is to show that strategy is the most important thing to the success of a business leader and to give a model and tips about how to build a good strategy.

In many organizations, the strategy can mean a thousand different things. Brad defines strategy as a plan to compete with three key elements: execution, market potential, and customer value. Customer value is the inherent value of a product or service to a customer. The market potential is generally about how much profit you can make.

In some businesses, it might be how many customers you have, such as Twitter. At the Innovation Bootcamp, we don’t look at financials first when evaluating an idea. We say to value the idea first on the standpoint of impact and to achieve the objective. Once you’ve identified those ideas, you build a hypothesis on what the market potential is. Some people lose focus on the idea and don’t add the strategy in, which is a bad idea.

Advice for the Listeners Brad gives five key tips for building a new strategy in his book. The first is to seek change. Whenever there is a change in the market, such as COVID-19, there is a strategic opportunity to put innovative advantages into play. The internet, as an example, has made some businesses fail, and others succeed. Secondly, mind the gaps. Minding the gaps is about looking at the key areas of strategy and seeing where people aren’t doing well, then filling those gaps. Lastly, do a strategy off sight. First, assess your current strategy. Then, discuss where you want to take your strategy with your team. Talking things out and being aligned with a strategy is so very important. Leaders not aligned with a strategy will fail. No team sport will succeed unless everybody is on the same page.

About our Guest: Brad Chase Brad Chase has advised leaders of businesses of many different sizes, from startups to Fortune 500 firms. Some of the companies he has worked with include GE, Telstra, VMware, Mozy (a subsidiary of EMC), Blucora, Sonos, Vizrea, and Crisply. He has also held leadership positions on the boards of many companies and nonprofit organizations, including Expedia, Ooyala, DreamBox, Brooks, Boys and Girls Clubs of King County, and The Nature Conservancy. As a public speaker, Brad has spoken about his particular theory on business strategy, Strategy First. He has talked to executives at large and small businesses, incubators, at conferences, and to students at top-flight MBA programs. Before consulting, board work, and speaking, Brad spent 14 years at Microsoft finishing his tenure as a Senior Vice President and Executive Officer managing a team of over 4,000.

If you want to keep updated with what Brad is doing, check out his website, and book here. Check out his LinkedIn here.

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Today’s guest is a follow up of a show we did recently around 3D printing. A lot of the listeners were interested in learning more about the overall tools and techniques of 3D printing. Andy Roberts, Vice President, inventor, and lead developer of Live Parts™ at Desktop Metal joins us today. On today’s show, we will discuss 3D printing and how Andy and Live PartsTM seeks to innovate the manufacturing process.

Andy’s Background

Andy was in the software industry for many years before getting involved with 3D printing. Eventually, he wanted to be involved in something more tangible like manufacturing. When Desktop Metal started, he saw an opportunity to innovate manufacturing by mixing software with hardware through 3D printing technology. I have a little background in subtractive manufacturing (building by removing material), as my father worked at an old milling machine company. When it comes to additive manufacturing (building by adding material), it is quite interesting. Technology is so sophisticated that it can create finished or near-finished products. It allows parts to be made in ways that they weren’t able to be made before. Desktop Metal is building these printers for the creation of products, as well as the software so people know how to properly use them. That is important because if a user is not from a manufacturing background, this software allows them to create quality parts.

Live PartsTM

Andy was interested in innovating manufacturing by creating new design tools for engineers. One day he was looking out a window and watching trees blow in the wind. He thought about nature and how no one designs a tree, but rather plants the seed and it grows and adapts on its own. He started studying cells and how individual cells grow and take the form of different shapes. He created a prototype design tool based on this process. While it seemed like a cool idea twelve years ago, the technology was not there, so Andy put it on the shelve and pursued other ventures. Four years later, Desktop Metal was started, and Andy reached out to them to help build this software through 3D printing. The process starts with an assembly of existing parts. You then designate the regions that have to connect to different parts and send the information to the system. You need to specify the material which defines the strength of the parts. The system knows to get rid of excess material for less weight or to add material for more strength.

The Creation Process

Andy walked us through a video showing the process of a skateboard being created by Live PartsTM. The parts were shown growing to fill in the regions connecting the parts. Next, they went through a process of adapting, in which old cells were killed off and new cells were spawned. The analysis of the part simultaneously takes place as the part grows, similarly to what happens in nature. When it comes to different materials, the parts can be very different. Engineers have the opportunity to choose different materials and change them during the process based on their wants. The parts react just like living cells and adapt accordingly, which is how Live PartsTM has innovated manufacturing through 3D printing.

Advice for the Listeners

In the innovator space, there is a lot of interest in rapid prototyping to get ideas tangible. Many innovators have the ideas but don’t have a mechanical background or any experience with 3D printing. Andy recommends that innovators get their feet wet with 3D printing in some sort of capacity. If you work for an organization that has access to printing materials such as plastic or polymer, start using them. Learn about the benefits and drawbacks of using these technologies. A common misconception is that you just push a button and it starts printing things. There are a lot of details and constraints that will affect your design when you are attempting to innovate manufacturing. You don’t have to buy a 3D printer to get involved in it. There are a lot of places that have access to 3D printers so you can get started.

About our Guest: Andy Roberts

Andy Roberts is Vice President, inventor and lead developer of Live Parts™, a new generative design tool at Desktop Metal that uses morphogenetic principles to enable engineers and designers to quickly realize the benefits of additive manufacturing, including material and cost efficiency, and design flexibility. A graduate of Harvard University and Massachusetts Institute of Technology with extensive experience at leading technology innovators such as Parametric Technology Corp., Ab Initio, Azuki Systems, and IBM, Andy has a proven track record of bringing to market successful products for engineers and developers.

If you want to keep updated with what Andy is doing with Live Parts, check out Desktop Metal’s website here.

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This week’s guest innovates in an area that most view as already being innovated to its max potential. This view can’t be further from the truth, as this innovator and his team have made game-changing new products. Dave Fabry, Chief Innovation Officer at Starkey, joins us to discuss the innovation of hearing aids. We will discuss innovations in audio and what Dave and Starkey are doing to advance hearing aids technology.

Dave’s Background

Dave is not the typical CIO, as he didn’t come from a tech background. Growing up, he wanted to be a veterinarian and found audiology while on that path. In the early 1980s, Dave went to the Mayo Clinic as an extern, and fell in love with clinical practice and working one-on-one with those who suffered from bad hearing but were reluctant to use aids. After getting his PHD., he went on to Walter Reed Army Medical Center, where he got direct exposure to acoustic pathology that many soldiers struggle with. Later in his career, he switched over from the clinical side of audiology to the industry side, and that eventually lead him to Starkey.

Starkey’s Mission

In the U.S, only one in three people that need hearing aids wear them. If people become complacent with that, they leave room for a newcomer to disrupt. The mission at Starkey is to self-disrupt the market while still focusing on its core strategy of better hearing. They wanted to provide the first hearing aid with employed sensors connected to the internet. Starkey aims to turn hearing aids from something that people have to wear, into something they want to have and wear. On the show, we have talked about battling innovation antibodies, and how people deal with their innovation antibodies in an organization. At Starkey, Dave challenges himself to look at what the needs of the patient are rather than what his perspective would lead him to believe. He wears the products at times and works directly with patients when working on new technology. Many organizations view innovation programs as lab-oriented activities. You need to get out there and see first-hand what the customer is interested in, to fill their needs and wants genuinely.

Starkey’s Features

Dave has a relatively young staff under him at Starkey. The average first-time hearing aid user is 67 years old. Starkey continually has to adjust their perspective to that of the end-user as they do not see things the same way as their older users might. On top of that, they have to care enough to learn about the patient’s situation. They are increasingly taking in consideration of other elements that the family and users need. One challenge of innovating for an aging population is the intimidation factor. For me, I had my Starkey’s custom-built to help me hear questions coming from large audiences, and I’m a tech-savvy person. If it were my grandparents in the same situation, it would go right over their heads. Starkey focuses on creating hearing that is useful and effective without much effort from the user. They recently introduced Edge Mode that uses AI technology that provides an acoustic analysis of the situation by just tapping on the device. Starkey has partnered with companies like Apple, Google, and Amazon to take advantage of cloud computing. They also have a feature called thrive care that allows the family to monitor the user’s activity from an app with the user’s permission. They also have Bluetooth features that are compatible with iPhone and Android platforms.

Challenges/Changes

Starkey is continuously working on multi-functionality for its users. One unique challenge is similar to a problem I had at HP, which is battery life. A little bit of optimization makes a big difference, as battery life is only going up 10% a year. At Starkey, they have rapidly changed from regular batteries to rechargeable batteries that give more efficiency to their product. Innovation isn’t about reinventing the wheel but instead thinking about what is in front of you differently.

About our Guest: Dave Fabry

Dave Fabry, Ph.D., is the Chief Innovation Officer at Starkey leading end-to-end innovations within the clinical audiology department. Dave received his Ph.D. in hearing science from the University of Minnesota. Subsequently, he divided his career between academic/clinical roles at the Mayo Clinic, Walter Reed Army Medical Center, the University of Miami Medical Center, and several industry positions. He served as President and Board Member of the American Academy of Audiology, and recently, elected to the Board of Directors of the American Auditory Society. Dave has served as Editor-in-Chief of Audiology Today since 2008 and is a past Editor of the American Journal of Audiology and Section Editor of Ear and Hearing. He is a licensed Audiologist in Minnesota, Florida, and Rwanda. His 30+ years of industry experience and proven ability to implement forward-thinking concepts are instrumental in shaping future innovations at Starkey.

If you want to keep update with what Dave and Starkey are doing, check out their Facebook here. Check out Starkey’s website here.

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Over the last few weeks, we have been focusing the shows on different thinking styles, such as out of the box thinking. This week's topic is a different twist on what we have been recently discussing. People often overlook what I call inside the box thinking and try to stay away from it. On today's show, we will discuss inside the box thinking and how it can be utilized in any team or organization to boost innovation success.

Inside the Box Thinking

'Inside the box thinking' means to innovate within the constraints defined by the box. It is more generally described as constraint-based innovation. The idea behind it is understanding your constraints and utilizing those constraints to innovate beyond the box. The box can be an organization, government, or even a team. It defines where you are operating here and now. The box can contain inside constraints that you can change. It may also include outside the box constraints that are out of your control. Let's look at what those constraints can look like:

• Strategy/Vision – Going into a particular market with a fixed and specific plan.
• Policies/Procedures – Depending on how these are set up, they can be very constraining.
• Decision Making – Who makes the decisions? What are the decision-making criteria?
• Resource Allocation – How does your organization allocate resources (time, people, money, equipment)?

The Seven Laws of Innovation

Dealing with inside constraints can be a tough task. What I like to call the seven laws of innovation, are laws that are critically important for inside the box thinking. Here's what the seven laws mean:

• Leadership – Having leaders within an organization that support innovation is critical. An alignment amongst the organization must happen to achieve innovation success.
• Innovation Culture – Culture is key because an innovation culture encourages people to get out and try new ideas. Likewise, a bad culture can drag an organization down.
• Resources – It is critical to have resources that are devoted to innovation, and to use your best resources.
• Patience – Inside innovation takes time. Stay committed.
• Innovation Framework Process – You need to have an innovation framework process that is tailored to your organization's culture.
• Big Hairy Audacious Goal (BHAG) – What is the colossal objective that you are going to pursue? The goal needs a timeline and plan of execution.
• Execution – Remember that ideas without execution are hobbies. There is no value without execution.

Outside Constraints

These can include competition, outside investments, partners/suppliers, government regulations, etc. I've worked in regulated industries, which have given me a good perspective on what this is all about. Outside constraints are typically outside of your control and have been imposed upon you. These don't always have to be negative and can often be used to your advantage. Let's look at what these are:

• Competition – If your competitor is much larger than you, they can invest and fund a lot more than you. You can innovate around the economy of scale by blowing it up. Look at what Uber and Lyft did to the taxi and rental car industry.
• Outside Investments – Innovation requires capital. It is challenging to do game-changing innovations without capital these days. That being said, there are a ton of different ways to get capital.
• Partners/Suppliers – If you combine your innovation efforts with partners, you can bring products to market faster. I call this co-innovation, and I have done this a lot throughout my career. A common interest and culture are vital when partnering with someone.
• Government Regulations – Governments can define regulations that restrict your access to raw materials/different markets. Sometimes you have to meet specific requirements to operate in a particular market.

Summary

Like I mentioned earlier, people tend to think that good ideas only come from out of the box thinking, which is not true. Inside the box thinking is to constrain the problem but not the potential ways of solving it. Problem statements are critical because they radically increase the quantity and quality of your ideas. Inside the box thinking is also to constrain the atmosphere, but not the team. This is around culture and giving permission and autonomy to innovate. You don't want to limit the team so that they can't innovate ideas. Another part of inside the box thinking is restricting the resources but not the ways to utilize them. Constraint-based innovation is hugely powerful in limiting resources and can empower a team to create something novel.

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This week we are joined by a guest who has helped a wide range of companies speed up the process of innovation. John Carter, an inventor of Bose’s Noise Cancelling Headphones, designer of Apple’s New Product Process, and founder of TCGen Inc., joins us to talk innovation. On today’s show, we will discuss the lessons John learned while working under Dr. Bose, and how you can better your innovation pursuits.

Background

John believes that viewing things as a system rather than individual components helps achieve more profound innovations. By system, John means a collection of components that lead to consumer value. He found his interest in systems while studying engineering at Harvey Mudd College. His interest was focused on sound systems, so he pursued a master’s degree at MIT after graduating. While at MIT, he got connected with Dr. Bose and went on to work at Bose for 15 years. John learned many life-changing lessons from Dr. Bose that greatly impacted his career.

Lessons Learned

While at Bose, John worked on noise-canceling headphones for seven years. He learned an important innovation lesson right away while working on microphones for headphones and quality loudspeakers. His first two projects were solely with Dr. Bose and a technician. During the first couple of months, they were making great progress on the headphones but were having some challenges. Dr. Bose decided to drop the other program and focus on the headphones. While focusing on improving the base and distortion of the headphones, they realized that the customers wanted noise cancelation. As the inventor, they thought they knew how the customer would like the product, and they were dead wrong. John and his team made the mistakes of not understanding the true benefits of the product and overengineering. When I was at HP, there was a lot of overengineering with our printing business. We were engineering way out on the curve, while the customers couldn’t even tell the difference that we thought was noticeable. John says that Bose was able to beat its competitors by not focusing on improvements that aren’t very noticeable.

The Importance of Marketing

In the last segment, we talked about the patience required through the innovation process. The noise-canceling headphones have always impressed me, not just the product, but how it was brought to the market. $300 noise-canceling headphones were so new and radical to the market. Some of the greatest innovations at Bose were done on the marketing and sales front, not the product. They used simple product mission statements such as “great sound from small packages”. While John was developing products in the lab, Dr. Bose was focused on retail and marketing experiments. He used an innovation process of successive refinement and thought outside the box. Firstly, he tried selling Bose products door to door. Next, he went to direct mail by putting coupons in magazines. Lastly, he went through a radio station that covered various products. This allowed Bose to build a dedicated fan base and taught John the importance of third-party credibility. Having someone else in a position of authority talk about you in glowing terms is very impactful. Dr. Bose was an amazing innovator when it came to marketing. His willingness to experiment, fail, and try again is what brought Bose to where they are today. Failure is education and is about cutting out dead alleys to find the right way.

Advice for the Listeners

One common question I get is around innovation investment. In John’s experience, you should spend about 10% of your budget innovation three-five years into the future. When I first got to HP, innovation was a low percentage of the budget. Over time, we shifted to using 10% of our budget on innovation as well. For smaller organizations, John says a rule of thumb is to fund about ten to twenty thousand dollars a year of every technical person you have on board as an investment. Many organizations hurt themselves by not hiring the right people and not letting them do their thing. Having small teams and a high focus is very important for innovation success.

If you want to keep updated with what John is doing, check out his website here. Check out his book here.

About our Guest: John Carter

John Carter is a widely respected expert on product development. He is an inventor of Bose’s Noise Cancelling Headphones and designer of Apple’s New Product Process. As Founder of TCGen Inc., he has consulted for Abbott, Amazon, Apple, Cisco, HP, IBM, Mozilla, Roche, and 3M. He is the author of “Innovate Products Faster,” featuring more than 40 tools for accelerating product development speed and innovation. John has an MS in Engineering from MIT.

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We are picking up where we left off from last week's show. Lasts week, we discussed out of the box thinking, which means to think from a different perspective. In part 1, we discussed thinking differently and thinking unconventionally. On this week's show, we will discuss thinking specifically from a new perspective.

Recap of Part 1

We started last week talking about thinking styles. Some of us may have multiple styles, such as myself. I like to come up with creative ideas, but also tend to be an analyst that likes collecting information. Next, we talked about thinking differently. We discussed seven different ways that are vital to thinking differently. You want to practice strategic, inquisitive, big-picture thinking, focused, risk-oriented thinking, shared-thinking, and reflective thinking. As I shared last week, one of these is not better than the other. You should do all seven of these in some scheduled way. Set some time on your calendar to utilize each of these seven types of thinking. Set an hour a week for strategic thinking, then another hour for inquisitive thinking. Ask what questions you should be asking of your team or customers. Step back and take some time to look at the big picture. For focus thinking, go somewhere isolated where you can focus on an opportunity area. For risk-oriented thinking, find someone more willing to take the risks that you won't. For shared thinking, collect ideas from people. For reflective thinking, set aside all of these times to reflect on new ideas.

New Perspective

One key area of thinking outside the box is to think from a new perspective. It would be best if you change your perspective by taking a different route than your current one. One challenge that I give my staff is to take a different path to work. Sometimes we get in the zone and don't notice new things as we are stuck in the same route every day.

Firstly, we need to get a new perspective to help us see customers, products, and opportunities differently. Let's look at five ways to do this:

Naturalism – This is an approach where one sits back and observes. At HP we did a project on lower-middle-class members in India. The project was looking at communication with family members that had gone to college and moved to Europe or North America. Instead of asking questions, we stayed in people's homes. We observed how they interacted and communicated right then and there, which was an eye-opening experience.

Participant Observation – This is observing while asking questions. The best example of this is when I would go into Best Buy to observe and ask customers why they chose a product other than HP's.

Interview – This is a large observation. We do this for our Innovation Bootcamp, where we bring customers to dinner, and the students in the class ask the audience questions.

Survey – This is gathering information about the group. The best way to do this is by asking questions of different types. A variation of this is focus groups. I am not of a big fan of focus groups and surveys because I think bias can be injected into the surveys based on the questions asked.

Archival Research – There is a ton of work that has been done by other researchers. You can learn from others, so find research that may disagree with you and look at it transparently. Get out of your comfort zone, because changing your perspective can help you find that next great idea.

The Customers Perspective

Now we will discuss how to walk in your customer's shoes. The best way to do this is to create a customer journey map. This tool examines how your customers interact with you. Let's look at what is needed to do this:

Establish User Personas – This is a semi-fictional character based on your prospective and current customers. You take a collection of your customers from surveys or observational studies and categorize them. Allow yourself to think about it in the context of that customer.

Understand Your Customer Touch Points – How will your customers interact from start to finish? You need to understand their perspective of your ads, websites, product quality, etc.

Actors Who Influence Your Customers – These are people out of your control who can influence a positive or negative experience. If I am at Best Buy observing/talking to people and someone brings a friend with them, that friend can have a significant impact on what product they end up buying.

The first thing you want to do when you have all of this is to create an empathy map. An empathy map examines how the customer feels during each interaction. An example of this is Chick-fil-A employees saying my pleasure after serving you. Next, you want to sketch the customer's journey on a whiteboard, post-it notes, mind map, etc. This process helps create innovations that will have a considerable impact.

This two-part series was about out of the box thinking. In part one, we discussed different thinking styles. It is crucial to understand how others think and to have people with varying styles of thinking on your team. Next, you want to think differently through all seven of the styles previously stated. In part two, we discussed getting a different perspective. Do interviews, invite prospects to dinner, do surveys, etc. Next, create a customer journey map and personas to get into the customer's shoes. Then, understand how customers interact and how they are influenced. Lastly, create a customer empathy map and sketch your customer journey to find how to make their experience better.

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This week, we will cover a topic that is a bit of a spinoff from a show on buzzwordsthat I recently did. A listener of the show was confused about buzzwords and buzzphrases that are often used in the innovation space and sent me an email. We will discuss the buzzphrase “out of the box thinking,” analyze it, and discuss how you can think outside of the box to gain an edge in the world today.

Out of the Box Thinking The term “out of the box thinking” is a metaphor that means to think from a new perspective. It originally came from some management consulting firms that were trying to solve problems in new ways. The term was attached to a concept known as the nine-dot problem. The idea is a 3 x 3 grid of dots formed in the shape of a square, equaling nine dots. The challenge is to draw a line through all nine dots without retracing over a previous line or lifting your pen. You need to use out of the box thinking to solve this problem. Initially, four lines in sort of a triangle shape were commonly used. Next, someone came up with drawing three-wide lines going around the box, touching all the dots. Then, someone solved the problem with one very fat line. If you’ve been a long-time listener of the show, you have heard me give the challenge of answering what half of thirteen is. If you answered 6.5, you’d get an A on your math test. On an innovation test, I’d give you a C-, because you solved it with one easy answer. You could write it out as 1 and 3 and split it vertically, creating two digits. You could also write it out as Roman Numeral thirteen and split it vertically, which gives you eleven and two. There are thousands of different ways to answer these types of questions. The key is to not stop at the most obvious answer or to say it does not have an answer. Part of thinking out of the box is to think differently and understand the problem from a different perspective.

Thinking Styles and Types We each have our natural thinking styles. It’s important to know what your preferred style of thinking is, and if you are a mix of different styles. Let’s dig into what those thinking styles are:

Synthesist – These people are creative and open to a wide range of ideas. The synthesist is an interesting type of person that is always exploring new things.

Idealist – These people are always working towards a big goal. They set the bar high for themselves and others around them. Idealists are great at achieving things that nobody thought could be done.

Pragmatists – These people take the logical approach to problem-solving. They tend to be focused on immediate results and driven by quarterly or annual achievements.

Analysts – These people are interested in the facts and data points. They have a clear procedure for doing things. They love data and are big on metrics. They get satisfaction from achieving success by using defined processes.

Realist – These people tackle problems head-on. They don’t feel challenged by everyday ambiguity. These are the people who get stuff done in an organization.

Once you know your style, you need to figure out how you can think differently to achieve success.

‘Thinking differently’ is the key question to tackle once you know your thinking style. I’m now going to share seven ways you can think differently. The key is to utilize all seven of these approaches to be free of blind spots:

Strategic Thinking – This helps prepare for uncertainty. It gives you a plan to prepare for the what-if situations. Strategic thinking puts you ahead of every situation that could occur.

Inquisitive Thinking – Question everything. This causes people to think differently and look at problems differently. This can be applied to everything. Ask questions to gain knowledge.

Big-Picture Thinking – This applies heavily to analysts. Think about the situation from another person’s lenses, whoever that may be. This gives you a different and valuable perspective.

Focus Thinking – This shuts out the operations and takes away distractions. You need time to think away from the everyday busyness of society.

How to Think Differently When challenged to do “out of the box thinking,” there are a few ways you can approach it. Firstly, you need to utilize risk-oriented thinking. As a leader, you need to dream bigger than most. Whether you are a leader of teams or ideas, you need to think big. We tend to mentally apply a risk model to these situations, which needs to be eliminated from the thought process. You need to take all the risk constraints out of the scenario, whether it is financial, technology-based, etc. Once this is done, you will be more comfortable taking the necessary risks to be successful. Next, you need to rely on shared thinking. Collaboration in the innovation space is critical. You need to get input from others because you are not always the smartest person in the room. Shared thinking can be hard but is necessary in some cases to accelerate your ability to “think outside the box.” Lastly, practice reflective thinking. We all love our ideas, as they are our “babies.” In some cases, we need to take a step back and take our emotions out of it. We need to distance ourselves from our ideas and look at other views as well. Set aside time to practice all of these thinking processes, and you will be able to successfully “think outside the box.”

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Today’s show is going to be a little different than usual, as I will be doing a solo show. On today’s show, we will discuss some current affairs, my opinions on them, and provide my answer to some fan feedback.

SpaceX

One thing that has recently piqued my interest was the SpaceX Dragon demo launch. I was glued to the NASA stream and was quite impressed. The stream offered a great look at the inside of the rocket and I got to watch the rocket launch into space. As a kid, I watched Apollo’s launch and Neil Armstrong taking steps on the moon, which really exited me. I am a big believer in space due to the history of the U.S space program. It is an excellent catalyst for innovation, and I believe all governments have a role to encourage innovation. Technology such as a sensor to monitor blood/oxygen levels is just one of many creations that came from NASA. An innovative friend of mine, Gretchen McClain (former AD for NASA ISS), started a public-private partnership where the U.S paid others to build capabilities. The U.S module that is part of ISS was built by the Russians. I had the distinct privilege to be Gretchen’s guest at NASA to see the U.S module go up to be part of the ISS. Gretchen realized that to better explore space, it was important to co-innovate. We are seeing more and more of this being done by our government today. The key is to define a problem in such a way that people feel like they can solve it.

The Future of Businesses

Over the weekend, a friend sent me an article from the Charter Tribune by Chris Jones. It was sent to me due to my interest in “megatrends” over the years. This article was looking at the impact on cities from COVID-19. The article was structured around the question of whether the cities would recover. My friends asked me what I thought about all of this based on my megatrends research. My research always focuses on 10-20 years out and is constantly changing. No one can predict anything too accurately, but it is more about laying out the range of possible futures to be better prepared. In the case of COVID, schools were out, businesses went to working from home, etc. Luckily, 80% of U.S homes have access to broadband services at home and have tools like Zoom to assist them. Zoom has turned out to be a big tool that a lot of people are using for school and work purposes. With all of this going on, we are learning how effective working at different locations other than the office can be. In my case, I have run the radio show from many locations such as Florida, Kentucky, Las Vegas, D.C, etc., and have done it with similar efficiency as in the studio. I see a future model of working from anywhere springing up rapidly due to COVID.

Virtual Brainstorming

Last week, I took a meeting request from a key government agency in the U.S. They heard about the work I’ve been doing with the Marine Corps, VA hospitals, and in the past, the U.S Department of Education. They wanted to take what we have been doing with other agencies and apply it to them. I ran them through what we had done in the past, and how we do our one-day Ideation Workshops. One question that was posed was, “can this be done virtually?”. My answer was yes. It can be done just as good virtually. Since COVID, I have been putting out “Virtual Brainstorming Demonstrations” on YouTube and have been hosting virtual brainstorms. This has been made easy with tools like Jamboard. Through doing this, I have found that it can be more inclusive and diverse. You can invite anyone from the world to join the session without the cost of travel and extra constraints. This opens up more opportunities to build a better team. Another benefit is the fact that it requires less time. It takes little time to fire up a Zoom or Jamboard session and get working. More people will be willing to join in a session like this because of how hassle-free, efficient, and convenient it is.

Innovation Misconceptions

Recently, I got an email from a listener of the show asking if it is a good time to start a business or invent a new product/service. This is tied to the question around COVID-19. I’ve heard all kinds of excuses and have had tons of conversations about this recently and throughout my career. People often have a great idea but haven’t done anything about it. It is often thought that innovation is for the young, but that is not the case. Vera Wang, fashion designer, didn’t start innovating till she was forty. Colonel Sanders of KFC didn’t get to franchising till his sixties. Henry Ford didn’t start his motor company until his forties. Age is not a constraining factor, and you can’t let it stop you from innovating. People often say, “don’t start a business in a recession/depression”. Companies like Disney and HP both started in a depression. Some think you need a special degree, which isn’t the case either. Some think you have to have all the contacts and a ton of money. There are many ways that you can work around those factors. Maybe you don’t know where to start. Firstly, you should find a community of people with similar passions. If you are an innovator like myself, join The Innovators Community. We have about one thousand members range from high-up CEOs to innovators working out of their garage, who are supporting each other. My final question to you, “What are you waiting for”?

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This week's guest comes from my family's neck of the woods, the state of Ohio. Jerry Abiog is the Co-founder and CMO of Standard Insights, an AI service growth platform. We will discuss his learning from past innovation failures, and how Standard Insights utilize AI to aid the growth of businesses.

Innovation Failures Jerry and I share a mutual appreciation for Ohio, as both my family and Jerry are from there. While talking about the state, we got into discussing the funding programs for startups that Cincinnati offers. I have been supporting a company from Cincinnati called LISNR, which is an audio technology that allows you to embed data and audio that humans do not hear. I would describe Cincinnati as a non-traditional high-tech center, not as high up as Boston or Atlanta, but steadily growing in its technology presence.

Jerry has about 25 years of experience in sales and marketing. He left the corporate world around nine years ago to help out software companies with sales and marketing initiatives. Working with was an AI startup, which turned out to be an innovation failure, taught him a lot. Jerry said he learned that it doesn't matter what software platform you are selling. It has to be easy to use and solve your customer's problems. After this, he ended up meeting his co-founder, and Standard Insights was up and running.

Failures of an AI Startup Jerry said that the main lesson he learned from the AI startup failure was that it can't always be about you. No one cares about how good your technology is unless you can solve a problem with it. When It comes to starting Standard Insights, the vision was to help businesses drive buyers with AI. There are great tools out there with regards to AI, but they are not on an easy-to-use platform. Standard Insights helps businesses target the right person with the right product or service at the right time. Standard Insights is different because they incorporate all the text stacks into one, making it simple and easy to email, text, or run social media campaigns. It's not about creating something that is a big breakthrough but making something that is already out there better.

Standard Insights and COVID-19 In the business world, there has been a new drive for digital transformation. With COVID, it has become an imperative thing. Grocery stores are taking online orders and doing curbside pickup, as well as restaurants taking orders and payments online. At Standard Insights, they developed a digital menu for restaurants last year, but it wasn't taken too well. Now, they are bringing it back and launching it. You can access the menu on your phone and order from there, making it faster to get your order in. It also benefits restaurants as they don't have to use Grubhub or Uber Eats, which costs them a good amount of extra money. In times of disruptive shock such as COVID-19, more and more innovative technologies continue to spring up.

Advice for the Listeners Jerry gave some good advice from his experience as an entrepreneur. He said never to give up and always be open to learning. If it were not for his past innovation failures, he would not be where he is today. He said, try to do something difficult every day, if not professional, personal. He competes in Ironman fitness competitions, which helps him stay sharp for his business dealings. When it comes to being an entrepreneur, failure comes with the territory. I always tell entrepreneurs that innovation failures are part of the experience. Most investors look for entrepreneurs that have experienced failure.

About our Guest: Jerry Abiog Jerry Abiog is a Co-Founder and CMO of Standard Insights, an AI service growth platform that enables businesses to execute data-driven omnichannel campaigns. Jerry has roughly 25 years of experience in sales and marketing and has been involved in several startups throughout his career. He has a Bachelor's degree in Business Administration from the University of Cincinnati.

If you want to keep update with what Jerry is doing, check out his LinkedIn here. Check out Standard Insights website here.

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While I was CTO at HP, I had the gaming division reporting to me. Also, I used to be a hardcore gamer, so gaming is something that has always held my interest. This week’s guest does an exciting twist on the typical gaming strategies/approaches. Austin Smith is the Co-Founder and CEO of Mission Control. We will discuss esport innovations, and what Mission Control is doing to change the esports world.

Gaming Austin found his passion for gaming while growing up and gaming with his brother and his friends. He does not consider himself a hardcore gamer but engages in gaming for social interaction and fun. Austin used to view gaming as something you either do on your own or occasionally with friends, but that changed. He sees esports as very similar to recreational sports. The social and community aspect of sports is what inspired Mission Control. You don’t have to be a hardcore gamer to enjoy game-changing esports with your friends.

I, too, realized how big the gaming market was when I attended a huge gaming event in Korea. This was in 2006, and there was around 45,000 people in attendance. The experience changed my view of gaming from a strictly social activity to a competitive sport.

Mission Control Austin came from a line of business owners, so creating a business was natural to him. While in college, he befriended his co-founder, Byron. They worked on a lot of things together in college. They ended up getting hired and worked together professionally after college, growing their friendship and teamwork. Austin says they have overlapping values and visions, but also have very different personalities and skills that help them excel in their business. Austin said that he and his partner noticed how esports was growing and wanted to dive in and build something. They couldn’t walk away from it, and in late 2018 they left their jobs to pursue Mission Control.

Byron is very focused and is the one who executes, while Austin is more creative and acts as the visionary. Their team reminded me of Steve Jobs and Steve Wozniak. Jobs was the visionary, and Steve Wozniak put the vision into play. It is vital to find that compatible partnership early on in a business pursuit to be successful.

Esport Innovations COVID-19 has given Mission Control an advantage as they provide social interaction but on a digital level. Gaming offers interaction and community through our rec-games, and they gained a lot of attention as soon as things started shutting down. Mission Control focuses on the micro-community. We gather those micro-communities from all over the place and create a social community of those people. We don’t focus on gathering the best players around the world but focus on having fun as a group.

Mission Control has been around for about a year now and launched a beta in 2019. Austin says they launched their product to a larger group and started scaling it in early 2020. In the past months, they have had 3 times the amount of plays than in their whole history. Duke University, MIT, and GameStop are some notable groups that use their product to create community experiences. Austin says that Mission Control’s biggest hurdle is giving everyone what they want. They are so many game-changing things you can add to a platform, so that is where it gets tough. Players do have a mobile app that they can download and schedule games. They can also communicate with other teams, similar to a fantasy league, but they are many other things that can be future add-ons.

When looking back, Austin said there are some things that they could’ve have done differently. Over planning is one thing that Mission Control struggled with early on, as they focused more on planning than executing. Austin says it is essential to have good people that specialize in different things around you. Austin found his staff while looking for intelligent, open, kind, and curious people.

If you want to keep track of Mission Control's esport innovations, check out their website here. Check out Austin Smith’s LinkedIn here.

About our Guest: Austin Smith Austin Smith is the Co-founder and CEO of Mission Control, a platform for rec league esports, similar to a local adult softball league or college intramural — but video games. Mission Control manages the league schedule, validates scores, and determines the champion while serving as a community forum for league members and friends. Austin attended St. Louis University, where he studied Economics, Entrepreneurship, and Service Leadership.

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This week’s guest on Killer Innovations is one who has had innovation experience in a variety of different industries. Jonah Myerberg is the CTO at Desktop Metal, a company that specializes in metal and carbon fiber 3D printing technology. We will discuss 3D printing and what Desktop Metal is doing to aid in fighting COVID-19.

Jonah’s experience

Jonah started at Black & Decker, making power tools. He went on to work at Bose Corporations, which exposed him to a high level of innovation. The creation of A123 Systems reintroduced him to engineering, which his team eventually sold to a Chinese conglomerate. While at HP, I had the benefit of getting a personal demonstration from Dr. Bose himself. He spent 20 plus years of research on a suspension system, leading a great example of innovation. I don’t know any other organization that was committed to innovation on that scale for that amount of time. In the innovation game, some people tend to focus on the present rather than what can come in the future. Dr. Bose set a great example of how important long-term innovation is.

3D printing is an excellent example of this, as it came from “traditional” printing to the 3D printing technology we have available today. Jonah states that the huge killer innovation does not necessarily have to be your invention, but your invention can enable the next killer innovation.

Desktop Metal

Jonah was designing high-performance batteries for racing teams. While working with these racing teams, he saw how they efficiently and effectively used 3D printing to optimize their performance. He thought this technology was something that everyone should use, not just elite racers. Making 3D printing accessible to everybody who wanted to use it lead to the creation of Desktop Metal. There are so many industries that are attracted to 3D printing in one way or another. Apart from the automotive industry, consumer electronics invests heavily in single designs for small parts. The jewelry industry has to manufacture small metal parts and would love to print precious metals like silver, copper, and gold.

Judging the performance of produced parts is a traditional focal point for 3D printing. Fidelity is an essential factor in 3D printing, but performance is generally the central focus. The material needs to be strong and have the right chemistry for the intended purpose. At Desktop Metal, they realized that the big challenge is when new materials and processes get presented within 3D printing. They started with materials that were well known and commonly used. Even if the process of forming is different, many engineers feel comfortable using 3D parts built out of stainless steel because the material used is familiar.

Aiding the fight

With the COVID-19 pandemic, many companies have come together to develop products to aid the situation. Desktop Metal opened its doors of technology and asked what they could do to help with the situation. They reached out to hospitals and essential workers and got a lot of feedback on needed supplies they could help out with. They had requests from the VA hospitals to make scuba masks into COVID-19 facemasks, as well as ventilators for other hospitals. Swabs were one highly requested item that Desktop Metal and some other companies teamed up to develop.

When it comes to the face masks, Desktop Metal was asked by doctors to design and provide a converter that would take an N95 filter and connect it to a scuba mask. As far as the ventilators go, hospitals acquired a ton of them after they had run out. The only issue was that there was no way to connect them. We ended up printing several connector pieces and attaching them to the ventilators.

Advice for the Listeners

Throughout Jonah’s wide-ranging career, he has had a lot of beneficial experience. When asked for advice if he was to mentor a new innovator starting a career, Jonah’s advice is to dive in. “Don’t be afraid to ask what needs to be fixed and try to fix it. Also, do not be afraid to fail at your attempt to fix it. Try to help people because they all have different challenges that need fixing. Don’t focus yourself in one area, instead learn broadly. Cross functionality is essential for success in innovation. Don’t reinvent the wheel; apply it in different areas.”

If you want to stay up to date with Jonah Myerberg and Desktop Metal, check out their website here. Check out their LinkedIn here.

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On today’s show, we will be doing something a bit different than that of our recent shows. We will be discussing buzzwords, things that are often misused in the innovation world and outside of it.

Innovation Buzzwords

A buzzword is a term that can be technical or specific to an industry or a job function. It is often used to impress laymen, which often pushes people away. Some common examples would be synergy, which simply means working together. Another example would be clickbait, which is used as a negative slam for those who create content. Growth hacking is also a buzzword that has gone way overboard. It consists of trying to figure out how to grow an organization. Buzzwords are meant to simplify things for some people, but others often don’t know what they mean. It would be so much easier if we just simplified our language in a way that everyone could understand it.

In the Innovation game, we have our own set of buzzwords that tend to drive people crazy. The number one innovation buzzword in my book is design-thinking. Design-thinking has been around for quite some time and is a term hated by actual designers. The original intent was to find a process where the needs of the user were conceived from the start of the project all the way through. These days, design-thinking has lost its meaning and fully turned into an innovation buzzword.

Ideation/Disrupter

The next innovation buzzword I want to discuss is ideation. Ideation is a term that I use a lot. We at The Innovators Network teach workshops on the process of ideation. What does it really mean? Ideation is a process where innovators generate ideas. People outside of the innovation industry can be highly annoyed by it. In reality it is a made-up word. What is the difference between ideation and brainstorming? Honestly, I couldn’t tell you the difference. The output of both ideation and brainstorming is ideas. In some cases, you can argue the usage of ideation arose because as a way to find new clients.

The next buzzword is one that I also use a lot. The term disrupter describes someone who “rocks the boat”, coming into an existing industry with a unique and different angle. Disrupters may not necessarily be bad people, but they come in and disrupt already established settings. An example of this would be Uber changing the ride-hailing industry. Uber disrupted the industry earning itself the reputation of a disruptor. Along the lines of disrupter, we have the buzzword innovators. This is basically someone who introduces a new product, service, or a new strategy that is revolutionary. The challenge is that everyone and their mother says they are an innovator. People often describe themselves as innovators to be seen as extraordinary. As a result, it’s meaning has become less and less differentiated, making it hard to tell who’s really an innovator. Some argue that innovator is not a buzzword, but I say it is based on how much it is thrown around and applied so loosely.

System-Thinking/Pain Points

The next innovation buzzword we will discuss is system-thinking. You may have heard of this from one of the big six consulting houses attempting to differentiate themselves. I used to be part of this group, so I understand what these companies are trying to do. They use the term system-thinking in which they look at complex things as systems rather than a defined and well-understood process. This concept is so vague that most people don’t know what it really means. They are trying to make something sound way more complex than it really is. Next, we have the buzzword pain points, which refer to answering the things that drive customers crazy. Another buzzword used is social innovation, which I have had a good amount of experience with. This term has been used to the point that it is almost meaningless. It is meant to focus on innovating to fix a social problem.

Thought Leader/IMS

The next buzzword we will discuss is the term thought leader. This should be the goal of all aspiring innovation leaders, but this term can become cringe-worthy and overused. Do you call yourself a thought leader? Or do others call you a thought leader? You need to be genuine in your thought leadership and humble with it. Idea management software is a term that appeared in the last ten years. Its sole purpose is to capture and track ideas. The misuse of the term comes when people label their excel spreadsheets as idea management systems, which simply are not. Calling something an idea management system just because it is a popular buzzword is misusing the term. I often find myself using many of the buzzwords we discussed, which end up confusing people. My goal this year is to get rid of the barriers that separate those inside and outside the innovation arena, starting with buzzwords.

Thanks for joining us. Check out my blog here and my book here. If you want fast updates on what I am doing, text innovation to 44222 (U.S), or send me an email to innovation@killerinnovations.com. This will add you to my contact list and update you on any of my upcoming webinars.

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Due to the great feedback we received from our Virtual Brainstorming show last week, we will be doing another one this week. Our goal at the end of the show is to come up with a list of suggested features for our sponsor, Zoom. Zoom has experienced a lot of growth during the COVID-19 virus and has seen new usage in a lot of unique ways. Part of today’s objective is to show how you guys can conduct a virtual brainstorm by yourselves using Jamboard. The process will help you generate tons of new ideas on whatever issues, opportunities, or needs you and your organization may face.

Question 1

We will be dealing with three questions from the Killer Questions Card Deck derived from my book “Beyond the Obvious.” On the front of a Killer Questions Card, there is a set of questions. On the back, there is what I like to call “sparking questions,” which are there to push you to the next idea or unique insight. The card deck consists of who, what, and how cards that come in gold, blue, and green. Today we will be focusing on who and what. Question number one asks, “Who is using my product in a way I never expected?” The sparking questions are, “what problems and needs are you looking to address? Are you too focused on what you believe your customer’s problems and needs are that you are missing out on a potential opportunity?”. The second sparking question is, “how can you identify existing customers and observe how they use your product?”. Thirdly, “is there a way to allow your potential customers to play with and use your product without giving them specific parameters on how and when they should use it?”. Let’s hop onto Jamboard to get this session going:

• Education – If there’s one thing regarding the use of Zoom that surprised me, it’s this one: 1:1 with teachers, virtual classrooms, students doing team projects, and students just hanging out together.
• Speech-Language Pathologists - School-based therapists had to offer tele-practice services due to COVID-19 suddenly. 1:1 calls between therapists and clients provide the ability to see and hear each other. We have seen 3rd party apps that the therapist and client can do over Zoom to work on specific skills while having fun.
• Musicians - Using Zoom to hold virtual concerts given that each musician is in their homes. For King & Country, they used virtual tools to write a new song called “Together.” Musicians are giving music lessons over Zoom.
• Gymnastics/Dance Studios – Zoom has allowed these lessons to continue. Grandparents like me can watch our grandkids no matter how far away they are.

Question 2

Question number two asks, “What features of my product create unanticipated passion”? The sparking questions are, “what are the features that have elicited the strongest emotional response from my customers?”, “how do you ensure these are carried forward both in your current and future products?” and “how do you avoid killing the passion?”. Let’s jump into brainstorming:

• Free Zoom to Schools/Teachers – It elicited so much passion because it was the right thing to do. They made it easy for schools to avoid budget issues.
• Virtual Backgrounds – It allows you to hide the messiness of any background. We hold background competitions at my office every Friday. Zoom has virtual background competitions. There is now a new category of graphic designers and photographers that create libraries of Zoom virtual backgrounds.
• Original Audio – This takes away all the filtering of audio. This feature has allowed for music-making/the listening of live concerts without hearing the chopped-up sound. Zoom offers this feature to remove all the filtering.
• Grid View – This allows you to see upwards of twenty-five to fifty people at a time. The grid view gives you the feeling of everyone being present, eye-to-eye. It offers a much more personal perspective and has generated a lot of passion.
• Ease of Use – Zoom works across all platforms, making it super convenient to use. Given how easy it is to get people to join a Zoom call, people are using it to stay connected with their friends and family members.

Question 3

Question number three asks, “What emotional, psychological, or status benefits could people derive from using my product”? The sparking questions are, “does your product create a connection with its customers that goes beyond just being a good solution to their needs?”, “can you refine it to reflect the changing needs and desires of your customers?”, “is the emotional connection literally between the customer and the product, or between the customer and what the product signifies?” and “are there good or interesting reasons to resist an emotional connection and prevent them from happening?”. Let’s hop on Jamboard and crank out some ideas:

• Being Together - Using video to stay connected with friends and family. Zoom allowing teams to feel like they are together and working effectively.
• Reduce the Feeling of Loneliness -Especially for those who are single and by themselves. It helps family members in nursing homes feel less lonely.
• Feeding the Spiritual Needs of the Community -Churches using Zoom for services, small groups, and for generally getting together to talk and support each other within a given faith community.

Ideation

Based on thinking deeply about these three questions, what new features would you present to Zoom? Let’s hop back on Jamboard to get some ideas going:

• Video Overlay (similar to what I am doing with Jamboard/Youtube) – this allows the speaker to engage the viewer and “make eye contact” with them.
• Remote Karaoke – allows for social interaction and rates how well you hit the notes and sang.
• Payment System tied in with Zoom – allows Zoom to become a revenue-generating platform for those who are putting out content such as fitness trainers or musicians.
• TV Streaming Via Zoom – allows the audience to watch a movie or show at the same time and allowing them to communicate with each other during the event.

Thanks for listening to the show. Do you have a topic, opportunity, or problem you would like to propose for a Virtual Brainstorm? Send it to me at phil@killerinnovations.com. Check out the brainstorm for this show that I did on Jamboard here.

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On today’s show, I will be demonstrating a private ideation/brainstorming session that you can do on your own. This helps in generating key ideas and solutions to the various problems you may be facing. There are numerous tools you can use for this, but today I will be using Jamboard from Google.

Virtual Brainstorm

With the COVID-19 pandemic going on there are a lot of unknowns. You currently have two choices. You can freak out and go into hibernation, or you can sit down and brainstorm ideas that will allow you to not only survive but thrive during the crisis. For today’s virtual brainstorm, we will look at two questions from the Killer Questions Card Deck as they relate to COVID-19. These questions have been edited to focus the ideation specifically around COVID-19 because better focus increases the quantity and quality of the ideas. Our first question asks what customer segments will no longer exist or will be significantly impacted as a result of COVID-19. Our second question asks what customer segments could emerge as a result of COVID-19.

COVID-19 Changes

Let's get into ideas for our first question. What segments will no longer exist or will be significantly impacted as a result of COVID-19? One idea I thought about would be sports and concert fans. These people love going to social activities and are going to be significantly impacted by COVID-19. The other segment that I thought of was travel influencers. These are the people who travel and do reviews of different places and are definitely going to be impacted as a whole. Similarly, businesses that are dependent on tourism such as hotels, tour guides, and national parks are going to be challenged going forward with this crisis.

New Emergences

Let’s move on to our second question. What segments could emerge as a result of COVID-19? The first one I came up with is the social distancing butler. This is the person such as a family member or friend who helps with errands such as grocery shopping and picking up various needed items. This person helps reduce the risk for someone who might be more affected by the virus. Another idea is what I call the COVID gig. These are people who have become contractors to essential businesses such as restockers or delivery drivers. These might be those who have been furloughed from their jobs and are filling the gap somewhere else. My next idea is what I call the virtual babysitter. Being a grandparent, I often babysit my grandkids for our kids that live in the area. With COVID-19, things are a little different as they cannot drop the kids off and go on a date anymore. Two to three times a week, my wife and I will virtually read bedtime stories to our grandkids via Facebook portal. This gives the parents a bit of a break from the kids and gives us some quality time with our loved ones. The final idea I thought of is what I call a virtual background creator. As a result of COVID-19, our sponsor Zoom has seen an astounding amount of new users. With this growth in video calls, virtual background is going to become very important going forward and I think the demand for the software will see an increase.

Let me know what you think of the virtual brainstorming and feel free to propose a topic and killer question for a future “virtual brainstorm”. Check out the brainstorming session I did on Jamboard here. Watch the brainstorming session on YouTube here.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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Joining us via Zoom this week is William Benner, the President and CTO of Pangolin Laser Systems. We will discuss laser technology and what he's doing to change laser-powered innovation.

Pangolin Laser Systems

William got into electronics because of his father, who worked as an engineer at NASA. I attended college to study electronics but was also in a rock band. During my time in a rock band, the focus was not always on the music. We enjoyed being flashy and creative and got people excited about it, which is where I found my interests in lasers. Eventually, the band faded away, but my love for lasers continued, and I wondered how I could do business out of it. Fast forward to today, and we are the only laser-powered innovation company in the United States and manufacture products for people who conduct laser shows such as clubs, concerts, etc. How big is your company? We started in 1986 and have a total of 35 people scattered around the world. We manufacture 100% of our software in the U.S and sell a lot of hardware and software overseas with the help of our sister companies in Slovenia and China.

Customers

Who are your main customers? William says the customers consist of theme parks such as Disney World and Universal Studios, the NFL, NBA, NHL, tours, concerts, and corporate events. Most of our customers are not direct but contract out production companies to utilize our products.

In my experience, customers are not typically the best source for innovation. Do your customers often come to you with ideas, or do you develop them? William said it's the customers that are usually asking us to adapt our technology to their ideas. We look at how close their idea is to what we already do, and how much time and money it will cost the customer and us. We go where we need to go to help bring our technologies to other markets and benefits.

Crazy Experiences

Laser shows can get crazy and creative. What are some of the craziest things you guys have seen or done? William says one of his peers was approached by the Chief Marketing Officer of Coca Cola, offering a million dollars to put a logo on the moon. One company has come up with an idea of sky lasers serving as beacons being projected into the sky. We don't know what this will look like, but you'll only know if you experiment. One customer came to us wanting to project lasers into space, and we had to figure out how to make it safe and reliable. We developed a product and formed a separate company that sells the product.

Advice for the Listeners

Given all your experience, what advice would you give to the listeners? William said it is a lesson he learned quite recently. In the past, I would ask myself how I would put together a product for a customer. For our last three projects, what helped was not asking how, but imagining what it would look like if it already existed. Write it down, and that becomes a map to get you to where you are going. It's not business advice, but when it comes to innovation, its how to get there. This turns all the "how" questions to something more tangible and visible.

What are some challenges you have faced with laser-powered innovation? William says that laser scanners need to be filled with epoxy. I had an idea of how to do it, but I tried it, and it did not work. As soon as it failed, I came up with another idea to solve the problem. Yes, my idea failed, but it led to a solution that wound up being much easier and better. While it hurts sometimes, failures lead to success over time and begin a new pathway to solving a problem.

If you want to stay up to date with what William Benner is doing, check out his website here.

About our Guest: William Benner

William Brenner is the President and Chief Technology Officer of Pangolin Laser Systems. In addition to receiving more than 25 international awards for technical achievement, products invented by Benner and manufactured by Pangolin are used by companies such as Walt Disney World, Universal Studios, Boeing, and Samsung.

I'm hosting this free webinar to help other leaders navigate the changes that are coming. Being able to identify, survive, and leverage the current disruptions is the new must-have skill set of a successful leader. This webinar applies to all types of organizations. You can register to be part of the series on disruptive shock by visiting the website here.

Let's connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don't forget to join our Innovators Community to enjoy more conversations around innovation.

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This week's show is an excerpt from a recent webinar I did on how to survive and thrive during challenging times such as these. At the end of today's show, I will share how you can attend the free webinar series through Zoom, known as Disruptive Shock.

Disruptive Shock

We're currently experiencing what I call a disruptive shock. What is a disruptive shock? It's a sudden upsetting or surprising event or experience that stop things from continuing as usual. COVID-19 is the poster child for a disruptive shock. With its fast, people have been asking me for advice on how to deal with the situation. While this all seems new to some, disruption is always happening. It happens in the form of new technology, new business models, etc.

There are three types of disruptions:

• Operational Disruption – this is your normal fluctuation of pricing, etc. Price wars, being short of supply, not being able to meet demand, etc. These can be planned for.
• Competitive Disruption – made to get an edge on competition from the outside. Uber disrupting the taxi industry, Tesla with electronic cars, etc.
• Disruptive Shocks – these cannot be anticipated or planned for. SARS, COVID-19, etc.

We're all familiar with things like flooding, earthquakes, fires, etc. Some of these may be short-lived and of little impact such as a storm hitting a rural town. In the case of COVID-19, it is unique in that its impact is on a global scale. GDP is estimated to be down anywhere from 11-30% in the U.S. In times of economic depression, it is said to never start a business. However, during the Great Depression, companies like Disney, and HP were started. We as leaders cannot retreat at this time but need to identify those opportunities to better position and create opportunities for ourselves.

My Experience with Disruptive Shock

I've had my fair share of disruptive shocks throughout my career. During the SARS epidemic, I was at HP and our supply chains were impacted significantly. Our supply chain was not very digitally managed or monitored and due to the multinational distribution, it was quite a shock. We decided we would never be single-sourced on any key component again and utilized resiliency and flexibility to recover. Then, when the Fukushima tsunami happened, we ran into more component problems. One little spring that was a vital component in laptops was from one manufacture based in the area where the Fukushima tsunami occurred. This missing spring shut down laptop supply for three months causing us to miss revenue targets. This unfortunate situation taught me to utilize a second-order supply chain. After Hurricane Catrina happened, I was released from HP with help from the White House to head up recovery efforts in New Orleans around technology and broadband infrastructure. What I learned here was that in hard times competition and politics diminish, and the ability to leverage collaboration can be the difference between life and death.

Here are three main lessons learned from my disruptive shock experiences:

• Take Action – this is not a time to push off action. Be willing to course-correct as you learn more about the situation
• Prioritize Possible Changes – what changes will impact you? How do you prioritize all the things that are going to be disrupting against you?
• Rapid High-Velocity Experimentation – you need to be ready to do a series of rapid high-velocity experimentation to find your new normal now and make the proper adjustments.

Disruptive Shock Strategy

When I'm in the middle of a disruptive shock, I like to step back and ask myself a set of questions I call disruptive questions. First, I ask what someone I know or respect would do in the situation. What would Elon Musk, Albert Einstein, or Thomas Edison do in this situation? Next, I ask what the one thing I should not do in this situation is. This creates a barrier that I know not to cross. Thirdly, I ask myself what would happen if I stop doing certain things, and ask what the outcome of that would be.

I'm hosting this free webinar to help other leaders navigate the changes that are coming. Being able to identify, survive, and leverage the current disruptions, is the new must-have skill set of a successful leader. This webinar applies to all types of organizations. You can register to be part of the series on disruptive shock by visiting the website here.

Let's connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don't forget to join our Innovators Community to enjoy more conversations around innovation.

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This week’s guest is an innovation guru from one of the world’s leading business schools. Stefan Thomke is a William Barclay Harding Professor of Business Administration Chair at Harvard Business School, and a widely published author around innovation processes. On today’s show, we will discuss Stefan’s new book, “Experimentation Works: The Surprising Power of Business Experiments” and how experimentation functions as the engine of innovation.

Experimentation

Stefan says he got involved in experimentation while working as an engineering intern. He got tasked with optimizing a chip manufacturing process and was lost on how to do it. Someone mentioned looking into experimentation, and he decided to research and study it. He was able to solve the problem, prompting his realization that experimentation is the engine of innovation. For many innovators I know, innovation is viewed as stumbling in the dark hoping you have that “eureka” moment, verses having a methodology. Is that the case for innovators you interact with? Stefan says part of the problem is how we use the word experimentation itself. When people say they experiment, often they mean they are just trying something. They did something and it didn’t work, therefore it must be an experiment. I am talking about disciplined experimentation using principles employed in a scientific method. This is important because you can’t learn much from an experiment without implementing a process into it. In your book, “Experimentation Works: The Surprising Power of Business Experiments”, you call out the difference between an experiment and a mistake. In your opinion, what is the difference? Stefan says a mistake is something that you learn nothing from. The difference is that a failure has a learning objective, where a mistake does not. Failure is ok when you are learning from it.

Does experimentation get correlated to incrementalism? Stefan says that most innovation in the world is incremental. Most of the big performance changes we see are the result of the cumulative impact of small changes. Microsoft changed the way they displayed their headlines and increased revenue by 100 million dollars a year. I call it high-velocity incrementalism, which means that you need to run fast but also go for scale. You need to be able to link cause and effect as a business. At the end of the day, you want to have a high level of confidence that action A will produce outcome B.

Experimentation Culture

What are some attributes that are needed for an experimentation culture in business? Stefan says that companies often assume if they put the right tools into place the experimentation will just happen, which is not the case. There are a few elements needed to be successful. Firstly, a company needs to have curious people who value surprises. Secondly, they need to insist that data trumps opinions. Oftentimes companies will only accept results that confirm their biases and challenge results that go against our assumptions. Thirdly, we need to empower people to perform experiments. If people have to run it up the chain for every experiment, you’re not going to get the scale that you need run on. Next, you need to ethnically sensitive because we will all react differently to experiments. Lastly, you need to embrace different leadership models.

When it comes to an experimentation culture, how do leaders need to act differently? Firstly, they need to set a grand challenge. The role of the leader is to set a grand challenge to keep the focus of the organization. Secondly, put in place systems, resources, and organizational designs so the people of the organization can get to work. Lastly, you need to be a role model and subject your ideas to tasks with intellectual humility.

Advice for the Listeners

Can you give us an example of one of the myths in your book and explain it? Stefan says he was giving a lecture to a group of leaders. A man raised his hand and said they didn’t agree with experimentation and said he taught his people to follow their intuition and judgment. I explained to him that it is not one or another. Rather, experimentation compliments intuition and judgment rather than turning it off. It's about bringing them together rather than doing one or the other.

What is some advice that you could give the listeners on implementing experimentation into the innovation process? Stefan says to just get started. Experimentation is the engine that drives innovation. You can’t innovate without experimentation. You go through different levels as you experiment, but you have to start at point A to reach point B.

If you want to keep up with what Stefan Thomke is doing, check out his website here. Check out his LinkedIn here.

About Our Guest: Stefan Thomke

Stefan Thomke is a William Barclay Harding Professor of Business Administration at Harvard Business School. Stefan Specializes in the management of innovation, product development, technology, and operations. Prior to joining the HBS faculty in 1995, he worked as an electrical engineer and a consultant at McKinsey & Company, where he served manufacturing and service companies in the automotive and energy industries. He is the author of numerous books and articles on business and the innovation experimentation processes.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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This week’s guest is one who is all too familiar to us. Phil McKinney, the host of the Killer Innovations show, will be joining us for the 16th anniversary of the Killer Innovations podcast. Bob O’Donnell, a Silicon Valley veteran, the President, Founder, and Chief Analyst at TECHnalysis Research, joins us to discuss the history of the Killer Innovations and some memorable moments on the show.

How It All Started

Let’s talk about the backstory of the podcast. How did it get started and what was the motivation behind it? In 2004 while at HP, I had a talk with my mentor Bob Davis. I asked him how I could pay him back for all the help he had given me. He laughed at me and told me to just pay it forward. In late March 2005, I recorded a little test show while in a bathroom at the Marriot Resort in Arizona and eventually it just took off. What was the idea for your focal point? For me, it was all about innovation. Everybody thinks of me as being a tech guy because of my time at HP, but my background also covers things like wireless and mobile. It’s all about giving people an inside look on things and helping them take ideas and develop them into knockout products and services. It doesn’t matter if you’re running a lawn care service or a large multi-national company providing auto insurance. Our listeners cover a wide variety of sizes and industries. What’s your elevator pitch on innovation? Innovation is a skill that anyone can learn, and anyone can become proficient at it. We are all born naturally creative, and we need to find those channels of creativity to create and share the ideas running around in our heads. It’s all about taking those ideas and not letting the fear of failure stop you from successfully solving those problems.

FIRE

When companies hire you to discuss innovation, what are the key messages you deliver? Recently, we’ve been working with Brother, the U.S Marine Corps and the Veterans Administration helping the government understand innovation from a unique perspective. We teach a framework with four elements around the word FIRE. F stands for focus and it’s about identifying where the upside opportunity is. Once you identify the problem space, then you can get into the I which is ideation. There are a lot of different ways to come up with ideas. Each person goes off on their own and comes up with ideas. Then they come back and share those ideas with their group. The third step is ranking. Very few organizations participate in rankings. There are different processes for ranking ideas but as a leader, it is important to get your team involved in it. The last letter is E for execution. Without execution, it’s a hobby. What are the timeframes for teaching the framework of FIRE? For the Marine Corps, we can do focus, ideation, and ranking in two to three hours. That includes problem statement definition, individual and team brainstorming, ranking, and an early phase of execution.

Memorable Shows

What are some of the most memorable shows you’ve done? I’ve had Peter Guber, co-owner of the Golden State Warriors on the show, and got to be in one of his books. Bob Metcalfe, the founder of 3Com which co-invented ethernet, was also on the show. In 2005 before iTunes was a thing, I started podcasting. There was a company called Odeo that specialized in podcatching so people could get podcasts on their iPods and phones. They reached out to me asking for feedback when they were first conceiving their product. Odeo ended up becoming the social media platform Twitter. The Dean Kamen (FIRST, inventor Segway) show we did recently was also a very memorable one.

Fan Moments

Phil said its really motivating when you get feedback from fans of the show. My very first fan engagement was in London, back in the early days of the show. A guy reached out to me asking if he could meet me. We ended up going to a pizza restaurant across the street from the hotel I was staying in. I thought he would be the only one there, but it turns out the whole restaurant was filled with fans of the show. Not too long after that, HP acquired webOS, and I announced that I would be flying to New York. When I got to the hotel at around 2 am, there were almost a dozen people I didn’t know waiting in the lobby to talk to me.

The Innovators Network

The podcast has grown from an individual podcast to the Innovators Network and is on the Bizz Talk Radio. Can you tell us some history of that? Phil says the Innovators Network was launched around two and a half years ago. We wanted to create a platform allowing up and coming podcasters to get distributed on platforms like iHeart and Spotify. It is a host distributor for innovation podcasts such as Tech.Pinions, Killer Innovations, 5 Miniutes to New Ideas, and Kym McNicholas on Innovation podcast focused on medical-tech innovation. A few years ago we got asked to syndicate the show on Bizz Talk Radio and are now on 63 radio stations in the United States.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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This week’s guest is involved in the innovation game for as long as I’ve been around. Stephen Shapiro is a leading speaker and author on innovation, who previously lead a 20,000-person innovation practice at Accenture. On today’s show, we will discuss creativity, reframing questions, and how diverse personalities can come together to create a thriving innovation team.

Creativity

Stephen says that we all start with a high level of creativity. We are all creative in our ways, but some people approach creativity differently. As we discussed in the previous show, every team needs a variety of different players with varying levels of creativity to achieve success. Stephen says collaborating with teams is vital to innovation success. Finding what teams are and what they are not will help them surround themselves with the key members that are needed. What is one lesson you learned from your time at Accenture? Stephen says he learned early on that everyone is creative and innovative; we just contribute in different ways.

Personality Poker

Stephen created a card game to help bring different people together to achieve a goal, known as Personality Poker. The game has four steps to the innovation process, and four different styles are linking back to the steps. While in Vegas playing Blackjack, I got the idea of 4 steps, 4 styles, 4 suits, went home and grabbed a deck of poker cards, and got writing. The goal is for people to play to their strong suit, and to make sure your team is playing with a full deck. Not playing a strong suit is where a lot of organizations are falling flat. We tend to hire people and who “fit the mold” and result in the loss of breadth of experience and thinking. How would you compare this to something like Gallup Strengthfinders? Stephen says it’s not about what you are good at, but what gives you energy. We can be good at something, but it might rob us of our energy. The game helps you see what you do well and what gives you energy while telling you who you are and aren’t. How have these impacted teams? Stephen says there are 52 cards as well as words that describe behavioral attributes. People can gift these cards to others, which allows you to see how you are perceived and how people remember you. It acts as a great conversation starter within organizations and helps to bring the right people to the right team. On top of that, the game emphasizes having diverse perspectives and appreciating what each person brings to the table.

Reframing the Question

What drove you to write your new book, “Invisible Solutions”? Stephen says that his previous book emphasized asking better questions but did not explain how to do it. I spent the last ten years building a toolkit on reframing problems and decided it was time to put it into a book. “Invisible Solutions” are the solutions right in front of you, but you can’t see them because you are asking the wrong questions. What approach do you use to craft good questions that people understand? I created a systematic approach to reframe questions, not to generate new questions necessarily. What is the “aha” moment for people in figuring out how to reframe questions? Stephen says they first come to have a deep appreciation of how important it is. They also start to understand how difficult it is. People usually don’t want to take the time to stop and think about what the right approach is. Thirdly, people can’t stay in the question stage, and they just want to start solving the next one. Most people don’t spend enough time trying to solve the problem, and they just rush the answer.

Advice for the Listeners

What is one story that will give the listener some advice to take away? Stephen says a great example would be of a group called Pumps & Pipes in Houston, Texas. This group is composed of cardiologists who get together with people from the oil and gas pipeline industry. As far apart as those groups sound, they both work with the movement of fluid through a tube. In one story, a cardiologist was trying to figure out how to break up clots in the body. An oil engineer was dealing with the same issue from sludge and had developed a filter. They collaborated and were able to create a filter that breaks up clots in the body.

If you want to keep up with what Stephen Shapiro is doing, check out his website here. Follow him on LinkedIn here.

About Our Guest: Stephen Shapiro

Stephen Shapiro is a full-time innovation speaker and advisor to clients around the world. Before becoming a full-time speaker, Stephen created and led a 20,000-person innovation practice at Accenture. His work has been featured in The New York Times, Wall Street Journal, Newsweek, SUCCESS Magazine, CNBC, ABC News, TLC, and USA Network. He is the author of four books and continues to teach and lead innovation and problem solving everywhere he goes.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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On Today’s show, we will be discussing the most optimal innovation team size that will generate the most creativity and innovative ideas. This topic is something that would have helped me greatly if I had studied and learned it early on in my career. I will also discuss eight types of people that every innovation team needs in order to be successful.

Innovation Team Size Study

Does team size have an impact? Recently, I read a study done by Jeanne Brett and Dashum Wang from the Kellogg School of Management and Northwestern University titled “If You Want Creativity, Keep Your Team Small”. Basically, this study said that large teams solve problems, and small teams generate new problems to solve. As the teams grew from 1-50, the levels of disruptiveness decreased. The large teams delivered value by developing established ideas and used smaller companies to be disruptive.

The issues that impacted teams as they got larger were:

• Relational Loss – the perception of team members that they are working with little support from other members
• Social Loafing – the tendency of the individual group members to contribute less than they would contribute working in a smaller group or alone.
• Lack of Development Maturity – larger teams tend to look to leaders for direction and motivation. Smaller teams frequently progress to periods of intense productivity fueled by “trust-based” relationships, structures, etc. With five or six people on your innovation team, it is easier to move forward with a common vison for the problem you are trying to solve.

How do you address the innovation team size problem? It is found through utilizing Multi-Team Systems (MTS), which is the process of breaking down a large team into smaller teams with some form of structural network. Implementing this process will bring efficiency and a higher rate of success.

My Experience with Innovation Team Size

We will now discuss my experience of team sizes throughout my career. My career started at Deltak where we developed computer and video-based training. This publishing operation required large teams. Later in my career, I joined Thumbscan which had mid-sized teams of a couple dozen people, and the lack of efficiency frustrated me. Through my frustration, I branched off to create a product called PCBoot, which ended up winning product of the year at Computer Dealers Exhibition (Comdex), the precursor to Consumer Electronics Show (CES). It took me by myself a long time to build that product to the point where the parent company ran out of money. Through these times, I realized not only how important a team is, but the size of the team as well.

Other Teams

Let’s talk about other teams outside of my direct experiences like Apple MacIntosh in the 80s. They came out with the Apple 1, 2, and then the 3, which was not very successful because it was developed by a large team. Apples success came when Steve Jobs hand-picked his MacIntosh team and locked the doors to anyone outside of the team. He separated the team from the larger organization to reduce the risk of large team influence, and it paid off. Now let’s look at the Manhattan Project. It started off with a small team which was split up into smaller teams in different areas focused on different aspects of the project. Each team knew what they had to generate in order to contribute to the larger overall objective, and they were very successful. When teams are broken down and given a specific objective, they become efficient in obtaining their specific goal.

My Optimal Innovation Team

I’d like to use a religious reference here. Jesus had twelve disciples, so why would I try to handle more than he could? Throughout my career I’ve learned that my optimal innovation team size is in the 6-8-person range. If I have more than that, I tend to lose focus and feel less engaged. I would argue that nobody should have more than twelve people directly reporting to them. While the number is important, the make-up of the team is also important. As a leader, it is your responsibility to bring together an innovation team with the right skillsets.

Here are seven people that I believe are core to any high-impact innovation team:

• The Visionary – the person who is the heart and soul of the idea.
• The Leader – the person who recruits and motivates the best possible team.
• The Mother – the person who is sensitive to everyone and makes sure everyone is taken care of.
• The Energizer – the person who will get it done, sometimes at a cost. They pump energy into the team
• The Customer Advocate – the person who advocates for the customer. They are the voice of the customer on the project.
• Radar O-Reilly – (from the movie and TV show Mash): The person who can find/secure anything you need by understanding the process in an organization.
• The Designer – the designer is no longer a behind the scenes activity.

Bonus:

• Neurodiversity – get people who think differently than you on your innovation team. They can see what others don’t see in a unique way.

With these key players on your innovation team, you are that much closer to creating that game-changing product or idea.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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Introduced to me through a mutual contact I worked with at HP, this week’s guest is the Senior Vice President of Product and Technology at Universal Electronics Inc. (UEI), Arsham Hatambeiki. We will discuss innovating technologies and what UEI is doing to make in-home technology experiences better for the consumer.

UEI What is UEI, and what is the company’s history? Arsham says he’d bet just about every listener of the show has a product of UEI. The company started with a basic concept of making life easier both for the consumer and the service provider. We came up with the idea of a “universal remote control” that could control different aspects of TVs and set-up boxes from the provider. How big is UEI today? We are about 3,700 employees distributed globally with offices in Scottsdale, AZ, the Bay Area, Orange County, and San Diego, California. Does UEI deliver finished products or just components added to a later finished product? Arsham says they do both. We offer finished products such as remote controls, security sensors, and gateways. We also have software that can integrate with smart TVs and smart speakers, as well as a software-only solution.

Path to UEI What was the spark that led you on the path to UEI? Arsham says he would categorize it into two different things. Firstly, I wanted to help the market evolve by integrating innovative technology into smart home, speaker, and other innovative home products. Secondly, I saw the need to keep brands in control of their own experiences. UEI came together to enable direct home delivery for the consumer. We focused on protecting choice and bridging the gap between entertainment experiences and smart home experiences. Have you seen pushback from consumers with privacy concerns? Arsham says most concerns of privacy by consumers have been misguided. I do think clear business models from brands will be the only way to address that. Having a clear business model stated by the brand is the only way to address that.

Cross-Brand Innovation What advice would you give to people innovating technologies across ecosystems? Arsham says to always start from the user in the application. In the world of smart homes, there is much more value in going deep than going wide. When integrating across ecosystems, you are often hoping that your business model doesn’t conflict with another’s, so beware of that. Users have proven that they like specific brands, they want to have a choice, and they like to build their own experiences. You need to go to the market with that in mind.

If you want to keep up with what Arsham Hatambeiki is doing with UEI, check out his website here. Follow him on LinkedIn here.

About Our Guest: Arsham Hatambeiki Arsham Hatambeiki is the Senior Vice President of Product and Technology at Universal Electronics Inc. Arsham has a research background in areas of data communication networks and machine learning with a special passion for smart home applications of conversational AI.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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Today’s guest is one who I met a few years ago at the Consumer Electronics Show (CES). Albert Zeeman is the Director of Marketing Services at GBO Innovations Makers and is an editor for the GadgetGear tech blog from the Netherlands. On today’s show, we will discuss trends and changes at CES, as well as some tips for startups.

Governments at CES

With all the changes with the companies at CES, what have you seen? Albert says he’s seen a lot of changes in his 16 years attending CES. I’ve seen different trends from the apple products such as the iPad to different flying cars and drones. Most notably, there have been a number of different policy makers in attendance at the show recently. People from the EU, the U.S Department of Energy, and some state secretaries of European countries have attended. Countries are sending different people to CES to promote themselves. Why is this trend arising? Because government policies have been struggling to keep up with the rate of innovation. AI has been growing and continues to be a hot topic these days. While the government can’t regulate everything, the question of whether there should be some ethical principles plugged into AI continues to resurface.

Change at CES

With all the new innovative products, have you noticed anything that isn’t at CES anymore? A lot of technology has moved in and design products have moved out. Everything is becoming touch screen and interactive. Another thing that disappeared has been companies making mounts for TVs. There used to be thirty or forty of them, but now there are just three. Audio headphones were also huge, but now its wireless earbuds such as the Apple AirPods.

Startups at CES

At Eureka Park of CES, there are a ton of different companies. Albert says that Eureka Park is filled with diverse startups eagerly looking for investments. A lot of these companies think they have the best idea and they are going to win investments with it. In reality, a good idea in and of itself does not win anything. Proper timing, execution, and focus are the keys to a successful startup. Many startups make the mistake of having one target market. Albert says that startups should redefine their target market strategy to three or four target audiences.

Medical Products

Albert said that there have been a lot of new medical startups at CES. One product I saw measured stress level from something added to the wristband on a watch. Medical devices have always interesting to me since I oversaw accessibility technologies creating products for those visually impaired or deaf while at HP. Albert says he’s seen a lot of hearing aid devices at CES this year.

If you want to keep up with what Albert Zeeman is doing check out his LinkedIn here. Check out his book and marketing plan methods here.

About Our Guest: Albert Zeeman

Albert Zeeman is a certified marketing and IT specialist who has worked on various innovative products throughout his career. Albert is the author of the book, “Marketingplan Today”, which details his proprietary method for developing a marketing plan in 1 hour. Currently, Albert is the Director of Marketing Services at GBO Innovations Makers and is an editor for the GadgetGear tech blog.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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This week's guest is an old friend of mine with an entrepreneurial spirit and a passion for collegiate athletics. Craig Ridley, CEO, and Co-Founder of ROUTE Analytics Inc. joins us to discuss some game-changing innovation efforts in the world of college sports recruitment. On today's show, we will discuss sports tech innovation and what ROUTE is doing to help young student-athletes make their dreams come true.

ROUTE What is ROUTE? Craig says ROUTE Analytics is the convergence of three of his many passions. It's sports, technology, and innovation through data science. We help high school athletes find their best path to play collegiate sports. We are grounded in the sport of football for three reasons: It is the most popular American sport, it is the most complex in terms of recruiting, and it is the most lucrative. There are many challenges for the parents, players, and coaches, in the recruiting process. What is the process of getting an athlete noticed by colleges today? Craig says it's more competitive than ever, and much of the lift falls on the athletes and the parents. That process begins earlier than ever, and the student-athletes and their families need to find the best opportunities to play. Collegiate athletic organizations such as the NCAA, NAIA, and NJCAA all have varying restrictions on college coaches and student-athletes contacting each other. That is where ROUTE comes into play. What kickstarted ROUTE? My son played football as a wide receiver in high school and wanted to play Division 1 football, but his coach told him that he was a Div. II/Div. III player. Through the recruiting process, we realized it wasn't that simple. Long story short, we took a sports tech innovation approach to the process and my son was able to get recruited to play at West Virginia University.

The Birth of ROUTE Craig says that a dream without a plan is a wish. We put up a plan to help my son achieve his goal. When the coach told us that he was a D2/D3 player, we were looking at about 417 schools and a total of 672 schools with football programs in the NCAA. We went to a football camp at the University of Maryland and realized that with 350 kids at the camp, the coaches were unable to evaluate all the kid's talents. Realistically, you can only do about five football camps a summer with the five weeks in between football seasons. We came back from that camp and got smarter with our approach. I started to build a spreadsheet and went to athletic and academic websites, journaling information and narrowing down the schools to target. That is the approach that we took to get my son to his dream. After navigating that process, I had parents asking me for help, but I could only help one family at a time. With my sports tech innovation background, I wondered if there was a way to help navigate this process more efficiently. With regards to ROUTE, what has been the response from coaches and schools? Craig says the coaches love it because it makes their jobs easier. We provide the research and analytics and the predicted outcomes, simplifying the process.

Spreadsheet to Business How did you go from a spreadsheet to launching a business? Craig says he started by looking for a great data scientist. I was blessed to find three of them and with some tremendous diverse experience. From there, we built a prototype and took it to the American Football Coaches Association (AFCA). The coaches at the show said they had never seen anything like it and encouraged us to build it. I put the initial capital in to go from prototype to beta, and now we're post-beta and working on version three. 80% of our current customers are on IOS devices and we are working on getting it available on Android as well. We have athletes from every state in the country, Canada, as well as users from Europe using our product. What is the next sport after football? Craig says basketball would be next, due to the number of kids playing it in the U.S. What does it take to bring on a new sport? Craig says they acquire a massive amount of data, so it is not a simple task. It's not just on the athletes, but on the school's athletic and academic data. We want to be the foremost data analytics and research company in the area we are in now. Focusing on sports tech innovation in one key area at a time is vital to maximization.

Advice for Startups With ROUTE being your fifth startup, what is the advice you wish you had before all the startups? Aligning your interests with the folks you're working is beneficial for everyone. Startups don't die because they run out of money, but because the founders run out of energy. It comes down to what you're willing to sacrifice to achieve your dream. How do you validate that your interests are aligned? Craig says it comes down to leadership. Listening is an underrated leadership skill. If you ask the right questions and you listen, you'll hear who and what makes them tick. Assembling my team was the essential step in creating ROUTE.

If you want to keep up with ROUTE and download the ROUTE app, check out their website here. Follow Craig on LinkedIn here.

About Our Guest: Craig Ridley Craig Ridley is the Co-founder and CEO of ROUTE Analytics Inc. ROUTE is a college football recruiting application that helps athletes make better decisions about where to play. Craig has a background in sports tech innovation through data science and was involved in five different startups.

Let's connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don't forget to join our Innovators Community to enjoy more conversations around innovation.

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Today's guest is one that I had the privilege of working alongside during my time at HP. Luca Di Fiore, Head of Products at Xtreme Performance Gear, joins us here at the Consumer Electronics Show (CES) 2020, to discuss some game-changing innovation efforts. On this week's show, we will discuss gaming tech innovation and the latest at Xtreme Performance Gear (XPG).

XPG During my time at HP, I worked alongside Luca in the Innovation Program Office. Luca leads the effort for the carbon fiber laptop known as the Voodoo Envy. He went on to work for Razer, leading the VR efforts over there. Luca says after working on some award-winning products at Razer, he moved on to a new venture known as XPG by ADATA, a memory company. XPG had an exciting plan to push into gaming. Given an innovation budget, Luca has the freedom to innovate. Why would a memory company want to get into gaming? Luca says it's more evident than it looks. The connection is very simple. Memory is the one part that you can really push through the next level with gaming. XPG was able to assemble a team of people passionate about gaming tech innovation from different companies such as Razer, HyperX, Corsair, etc. How big is the group? Luca says he has three teams working in product management, marketing, and RND, totaling almost thirty people. In less than eleven months, we've managed to launch short of twenty products with a relatively low budget. Luca says most of his team is in Taipei, Taiwan, a hub of competitive gaming.

New Products With XPG, you guys have made a ton of announcements recently. Can you give us the rundown? Luca says the big announcements here at CES are called "Invasion has Begun" and the fact that XPG entered into systems. There aren't many gaming companies that can do accessories, peripherals, and systems at the same time, so this is big for us.

On top of that, we announced a new gaming laptop and a partnership with intel. We also partnered with a U.S startup called Pixeldisplay to create one of the most innovative gaming tech monitors in the market. We looked at how much time tech enthusiasts spend on their monitor and wanted to find a way to preserve their eyesight. We've implemented Pixeldisplay's technology, which offers a better quality of the image that doesn't filter out the blue color, but just the harmful blue LED properties. How big is this display? Luca says it's the same size as any other display with the difference that it does not ship with a stand. On the peripheral side, we have brought in our innovation spearhead called XPG Headshot. In developing this product, we asked the question of how to create an ultra-lightweight mouse. We used 3D printing to create a nicely structured mouse built into one place.

Product Customization Typically, with mice today, there is a universal set of hand sizes, such as small, medium, and large. With 3D printing, do you customize the mice at XPG? We built this AI application to help in the customization of the mouse. We use an AI algorithm to take a picture of your hand and modify it based on the specific dimension. We even let you choose your grip style and personalize the mouse specifically for your needs. Scalability isn't a problem because our gaming tech innovation allows us to build anywhere in the world with these 3D printers.

What are some other announcements from XPG? We are sponsoring an ESL tournament in Bangkok, Thailand, and we brought a 24-karat gold keyboard, worth $10,000 as the prize. We also have a laptop collaboration with Intel. It is a gaming laptop with a 15" display and is available to ship in Taiwan and Latin America, acting almost like a field trial for the future U.S market.

Idea to Product Many listeners of the show have ideas. They've come up with but no expertise on how to turn them into a product. What advice would you give to an entrepreneur with a fresh idea? Luca says the first rule of thumb is to do great prototypes and make them as functional as possible. For example, my monitors had a prototype that could turn around in a month's time frame. We have a lot of prototyping housing in Asia, specifically Taiwan, due to the cost-effectiveness of the area. The area also has a lot of companies that help with startups. Having a prototype will get you started in creating your gaming tech innovation products or any other product types.

About our Guest: Luca Di Fiore Luca Di Fiore is the Head of Products at Xtreme Performance Gear (XPG) at ADATA. Luca is a bleeding-edge technologist with an international mindset and years of experience innovating and solving problems within the ICT industry, looking to make a difference in people's lives through new human-machine paradigms. His previous experience includes Director of R&D at Razer, and Senior R&D Manager, CTO Office-Innovation Programs at Hewlett-Packard.

Let's connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don't forget to join our Innovators Community to enjoy more conversations around innovation.

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Today’s guest is no stranger to the Killer Innovations Show. John Osborne II, Chairman of the Board of the Zigbee Alliance and General – Manager of Leedarson North America, joins us at the Consumer Electronics Show (CES). On this week’s show, we will discuss the growth of IoT devices and the trend of consolidation within IoT.

The Zigbee Alliance

With the recent scale-up of the device connectivity arena, what’s Zigbee been up to? John says that Zigbee has formed together with Apple, Google, and Amazon, to drive the industry into a common direction. If we can accomplish what we are trying to do with the big four, it will drive the industry towards consolidation. Consumers can go to stores and buy the product they want rather than focusing on specific brands. We don’t want this to be just another standard. Instead, we want to take the top existing technologies and put them together. We’ve seen more and more large companies desiring consolidation.

LEEDARSON and IoT

I get a lot of inquiries from listeners on the show with ideas for IoT devices. With your experience, what advice would you give to someone with these ideas? The company I work for, LEEDARSON, specializes in that. Whether one comes with a design ready to be built, or they have an idea, we can walk them through it. We try to educate, as well as walk them through the design process, and occasionally do real-time iterations. We’re happy to help whether they’re a multi-billion-dollar company or someone new to the industry. Sometimes people come in with similar ideas for devices that we already have. We’ll modify their idea, make it compliant, package it, and ship it to them. Others come in with great ideas about different devices, and we’ll test them and possibly do a joint development. We don’t strictly manufacture. We are involved in many different things.

Advancing IoT Products

What unique applications of IoT have you seen? John says there are very few significant new ideas. It’s mostly the same products being improved over time. The most changes we’ve seen are on the AI side. We’re trying to get the end device smart enough to operate without the cloud. Recently, I’ve seen some cool new things in the lighting arena. Lighting has been recently tied to entertainment. If you’re playing Fortnite, you want the room around you to emulate what is happening. However, this can often be tricky. In the case of many IoT devices, there is a cost lift to each of these modified products. What is that cost lift? John says people want more functionality at a lower price. For example, people are willing to pay about $5 premium on a smart bulb. That is a target we are all shooting for. Today, it is at around $10 premium. What are the other barriers holding people from buying IoT devices? Most people won’t just throw away their already purchased light bulbs. LED bulbs last a long time, so people get comfortable with them. We need to figure out how to incentivize people to swap out a good bulb for something more connected.

Increasing Consolidation

As Chairman of Zigbee, what else have you been working on? Part of what we have been dealing with is whether we’re a technology or an alliance. We may be changing the name soon. We’ve been partnering with different entities and working to put our differences aside to reach common goals. We have also been working on consolidating internal protocols to gain more flexibility. Some massive changes are coming for Zigbee. With all these groups newly combining, do you see this continuing over the next 4-5 years? These organizations have assigned full-time resources into it, as it is essential to them. I believe we will see this consolidation grow a lot over the next couple of years.

If you want to keep up with Zigbee Alliance, check out their website here. Follow John on his Linkedin here and his website here.

About our Guest: John Osborne II

John Osborne is currently General Manager at LEEDARSON North America and Chairman of the Board of the Zigbee Alliance. In these capacities, he helps educate and grow the IoT market globally. LEEDARSON is a global provider in traditional and connected lighting and sensors. The Zigbee Alliance is the premier Internet of Things (IoT) standards development organization since 2002. John has extensive experience in new product development, rapid product commercialization, systems innovations, and operations improvement. He has demonstrated the ability to manage and inspire multi-cultural, internal-external teams. He is a skilled communicator and presenter and has a sound background in budgeting, resource allocation, and operations efficiency.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

ES2020 Guest: John E. Osborne II S15 Ep50

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This year at the Consumer Electronics Show 2020 (CES), we were joined by another groundbreaking innovation group. E-Novia is an innovation company that inserts robotics and AI into everything they do. Our guests include Ivo Boniolo, Chief Innovation Officer and co-founder of E-Novia, Fabio Todeschini from BluBrake, Roberto Rossi from Smart Robots, and Patrizia Casali from Wahu, all enterprises of E-Novia. We will discuss E-Novia’s product lines and how they are infusing robotics and AI throughout various enterprises.

E-Novia

Ivo says that E-Novia came from the desire to bring robotics and AI to Italy’s most recognized fields. E-Novia collaborates with local universities to find and develop products that will have success in the marketplace. Currently, E-Novia has 30 enterprises in their group, while only being a company for five years. Ivo says E-Novia is currently in the process of an IPO to increase capital and qualify its unique model. What is the scale of E-Novia’s enterprises? E-Novia has enterprises that are in every stage, some early, in the middle, and some more advanced. With the huge design market in Milan, E-Novia has been working to create design products infused with robotics. We seek to create products that will welcome and interest the users. How has E-Novia been funded so far? Ivo says that E-Novia has been funded by an Italian family in the Manufacturing Industry as well as through fundraising. We have been working on growing our international relations, as we have a subsidiary in San Francisco, CA, and are currently opening an office in Japan.

BluBrake

We are now joined by Fabio Todeschini of BluBrake, an enterprise of E-Novia that develops Antilock Brake Systems (ABS) for e-bikes. Why do e-bikes need ABS technology? Fabio says that the e-bike market is growing a lot. The way we use bikes has changed from strictly cyclists using them to commuters using them as well. Many people using these e-bikes are unfamiliar with how to use them, causing accidents. People panic brake which cause the majority of e-bike accidents. Is Bluebrake’s product being used by bike manufacturers today? Fabio says it is available in Europe and they are working on making it available in the U.S. What is the incremental increase in the cost of adding this product to an e-bike? Around $500 additionally, which has been positive due to our high-end target-market. Are there others out there doing this? Fabio says there one competitor is Bosch, but Blubrake’s product is a bit different that its competitor. With all this traction, what’s next for Blubrake? Fabio says they are in the scale-up phase and wish to expand into the U.S, as they already have customers in Europe. As far as product expansion, Blubrake has a potential interest in motorcycle, scooters, and car braking systems.

Smart Robots

We are now joined by Roberto Rossi from Smart Robots, a system used to support production line operators in factories. Smart Robots emphasize making the human the center of the production process. What does this collaborative robotics really mean? Smart robots put humans first and support them with their two configurations. One guides humans during manual operations to eliminate errors by suggesting feedback. The other configuration works as a co-worker alongside the human. How do you get the workers to accept the robots as a tool? Roberto says that it is a step by step process. You introduce the robot to the workers and they get acquainted with it over time. Eventually, they come to appreciate the robot's help and treat it as a colleague. Where can these robots be useful? Roberto says that there is a lot of interest in different sectors of manufacturing. Wide goods productions such as washing machines and automobiles can use them due to their need of human and digital assistance. Complete automation is an old approach and human use in manufacturing is coming back. What’s next for Smart Robots? We have a big surprise coming into the safety realm of the manufacturing process. Many conditions in manufacturing need extra safety to keep workers protected. Our new product will aid in the safety of these workers.

Wahu

Now joining us is Patrizia Casali of Wahu, a company that offers a shoe sole with the capability to adapt to ground features and environmental conditions. Why is having a sole that changes so important? Patrizia says that if someone wants to go hiking or play golf, they need to use different types of shoes. With this technology, you use the same shoes and they adapt to your environment. How do the shoes auto-detect what’s underneath them? Inside the sole, there is an electronic board with sensors and actuators that take data and analyze it. We offer a lot of different customization options that the user may choose from.

About our Guest: Ivo Boniolo

Ivo Boniolo is a co-founder and Chief Innovation Officer of E-Novia, an innovative group that infuses robotics and AI into their ventures. Ivo studied at schools such as the Politecnico di Milano, the Politecnico di Torino, and Alta Scuola Politecnica. The experience gained from his schooling added to his skills in innovation, management, and invention. During his ten years with the E-Novia group, he has spent his time transferring his technical and innovation knowledge and experience to the growth of E-Novia’s many enterprises.

About our Guest: Fabio Todeschini

Fabio Todeschini is from BluBrake, an enterprise of E-Novia. Fabio has a Ph.D. in engineering. He has experience in working on Antilock Brake Systems (ABS) for motorcycles. Fabio has taken his experience in ABS and applied it to e-bikes, the product line of BluBrake.

About our Guest: Roberto Rossi

Roberto Rossi is from Smart Robots, another innovative enterprise of E-Novia. Roberto has a Ph.D. in robotics. After receiving his Ph.D., he helped start Smart Robots, which aids humans in the goods manufacturing process.

About our Guest: Patrizia Casali

Patrizia Casali is from Wahu, a company that offers a shoe with a unique sole that adapts to different environments. Patrizia is a biomedical engineer who joined E-Novia to work on innovation after receiving her master’s degree.

If you’re interested in learning more about E-Novia and its enterprises, check out their website here.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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Two outstanding guests joined us while we were at the Consumer Electronics Show 2020 (CES). Bob O’Donnell, the President, Founder, and Chief Analyst at TECHnalysis Research, and Greg Johnston from Manta5, a company that offers the world’s first Hydrofoil Bike that replicates the cycling experience on the water. This week on Killer Innovations, we will discuss CES, the PC industry, and Manta5’s new game-changing product.

Standing Out at CES

With the size and noise of the Consumer Electronics Show (CES), how do companies attract attention? Bob says that flashy press conferences are the key to getting noticed. Panasonic brought out Michael Phelps and showcased Star Wars characters to broadcast their work with Walt Disney Imagineering. Sony rolled out a car prototype known as the Vison-S during a press conference to promote the component technologies they are producing for the automotive industry. Having something that stands out is vital to gaining attention at an event like CES.

PC Growth

Bob and I had the pleasure of growing up together. We reconnected many years later through the PC industry. Bob has been a follower and influencer of the PC industry for a long time. With talk about PCs being dead, Bob shared some thoughts on the matter. The PC market has never reached its height. Still very much alive and kicking today, PCs have proved to be relevant even in the days of smartphones. The capabilities offered from PCs such as a larger screen and a physical keyboard are incredibly important. We saw some of the most significant innovations of PCs have been in recent times. AMD came out with their Ryzen 4000 Series parts for desktop and laptops based on their Zen 2 Core. Intel just debuted Tiger Lake, their next-generation intel core processor. On top of that, these guys are also exploring AI and 5G within the PC realm. That is why I partly believe we are in a real renaissance era of the PC market.

If you want to follow Bob’s endeavors, check out his recently started Forbes column here. He writes for Tech.pinions and has the Tech.pinions podcast, so check that out here. If you want to dig in, go to Bob’s website here.

Manta5

Here at CES, you will see just about anything and everything under the sun. Joining us is New Zealander Greg Johnston, CEO of Manta5, a company with a unique product. What is Manta5, you might ask? Greg says that Manta5 is the “brain-child” of its founder Guy Howard-Willis, an avid cyclist who had the dream of cycling on the water. Years later, that dream came true when Manta5 created the world’s first Hydrofoil Bike on water. The bike itself has two wings and a propeller, and while the user peddles, the cycle planes on the water.

Idea to Product

As an innovator, I know how hard it is to translate an idea into a product. How was the process of turning this idea into a product? Greg said there wasn’t much to go off at first, so they started with a bike frame and a propeller. We used a private pool and experimented with heaps of different prototypes trying to develop the hydrofoils. Once we nailed the rider position relative to the foils, we received a grant from Callaghan to develop the propeller and foils with an engineer. How long was the time frame for this process? It took about seven years to get the product out, and the product has been on the market for about a year now. It is a customized product except for the handlebars, the seat, and the pedals. What was the feedback on the product? Greg says the feedback has been overwhelming. We created an unboxing experience to deliver directly to the customer which they loved.

Growing Manta5

What was the learning process for the company with the blow-up of the product? Going from creating a prototype, to designing the product, to producing it on a scale has been a significant challenge. We’ve grown our design team as well as our production and engineering team over time. We’ve also been developing our relationships with suppliers for when we are ready to mass-produce these products. How did you guys catch the attention of manufacturers with this product? Greg says that Manta5 worked with an agent in Taiwan who knew their founders. Building relationships is everything. If manufacturers like you as a person and your vision as a company, that is huge.

Vision for the Future

What’s next for Manta5? The vision is to become cycling’s new frontier. We want to create a range of new products in biking while cultivating a sport through our product. When it comes to any game-changing product, copycats always arise. How will Manta5 deal with copycat products? We at Manta5 place importance on establishing ourselves as the leader in Hydrofoil Biking. We support other brands that may pop up in the future, as we want to cultivate a sport out of Hydrofoil Biking.

Follow Manta5 and check out the world’s first Hydrofoil Bike, view their website here, and check out their Facebook here.

About our Guest: Bob O’Donnell

Bob O’Donnell is the President, Founder, and Chief Analyst of TECHnalysi Research. The firm's research and O’Donnell’s opinions are also regularly used by major media outlets, including Bloomberg TV, CNBC, CNN, Investor's Business Daily, the Wall Street Journal, Yahoo Finance, and more. O'Donnell writes regular columns for USAToday and Forbes, as well as a weekly blog for Tech.pinions.com published on TechSpot, SeekingAlpha, and LinkedIn. Before founding TECHnalysis Research, Bob served as Program Vice President, Clients and Displays for industry research firm IDC. He is a graduate of the University of Notre Dame.

About our Guest: Greg Johnston

Greg Johnston is the CEO of Manta5, the creator of the world’s first Hydrofoil Bike, that replicates the cycling experience on the water. Greg is a driven entrepreneur who’s passionate about high growth startups and innovative social enterprise. He’s currently working alongside the original Torpedo7 founders to commercialize the Manta5 Hydrofoil Bike. Greg enjoys being a part of the Waikato startup and business scene. He’s always keen to meet new people, help connect others, and find ways to collaborate.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation

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This year at the Consumer Electronics Show (CES), we witnessed a notable trend occurring. Government agencies from all over the nation, as well as foreign government agencies, were seen at the show. This week, Dimitri Kusnezov, the Deputy Under Secretary for AI and Technology at the U.S Dept of Energy, joins us on The Killer Innovations Show. We will discuss what the future of AI looks like from the Department of Energy’s side of things.

The Dept of Energy’s Mission

Typically, people don’t notice much of the DOE’s activity in their everyday lives. In reality, the Department of Energy continuously operates from the shadows fixing our nation’s toughest problems. It works in areas that range from the health industry to electrical grids. At its core, the Dept of Energy exists to fix a wide variety of issues by leveraging its innovative capabilities. Dimitri Kusnezov, says that the DOE is the biggest funder of physical sciences in the U.S. They focus on public-private partnerships to accomplish their many goals. The DOE uses connections, as well as advanced innovative technologies, to keep our nation running efficiently.

CES and the Dept of Energy

How does the U.S Department of Energy approach attending a show like CES? Dimitri Kusnezov says that innovation is global. It’s almost anywhere you look, from small and large companies to academia. The DOE needs to identify where the innovation trends are and ask important questions. Who should we talk to? Where should we draw ideas? With the recent “overhype of AI,” the name has been thrown around loosely everywhere. I asked Dimitri where the DOE stands on AI. Due to the recent birth of Artificial Intelligence, the DOE has kept its feelings of AI open. Dimitri says when it comes to the future of AI, only time will tell. The Dept of Energy looks at specific problems and asks what it will take to best solve them. Something like AI can pose other problems if not approached correctly. AI touches areas such as privacy, civil rights, etc., and can sometimes hint at unintended biases. Who is to blame in touchy situations like these? Is it the guy writing the code? Is it the guy collecting the data? The problem with AI is that no one owns it explicitly. Data confidentiality is a big issue in the technology world today. With the growing potential and use of AI, innovators need to explore what the tech is all about thoroughly.

The Role of AI at the Dept of Energy

What is the role of AI at the Department of Energy? Dimitri Kusnezov says that Washington D.C has recognized the importance and value of AI increasingly over the past couple of years. The DOE has 17 labs and a workforce of around 90,000 people. They have surfaced more than 600 projects in the areas of nuclear weapons, smart cities, cybersecurity, transportation, farming, cancer research, etc. You’ll be able to see the core of learning and AI technology in many different areas throughout the U.S Department of Energy. With such a large cache of info available, how does the DOE extract actionable data? Dimitri says the DOE focuses on catastrophic events. They use AI and partnering to understand when to make decisions in those high-consequence situations. With such a big organization, how does the Dept of Energy leverage its tools? Dimitri Kusnezov says that the DOE workforce has many different skillsets and a good knowledge of their assets. The DOE has a unique advantage with the ability to simulate very realistic situations. Dimitri says their ability to handle data is unmatched by anyone else.

Advice on AI

What information can you give to other organizations looking into AI? Don’t overthink it, Dimitri says. Currently, AI is in a fragile stage. It is very limited in what it can do. The answer isn’t, “where can I plug in AI?” but rather, “what are the problems you’re trying to solve?”. Which AI methods apply to your problems? Identify what is essential for you and how AI can help you.

When it comes to the government, many innovators either avoid working with them or don’t know where to go to get involved. Where can those who are looking to help find you guys? Dimitri Kusnezov says that the Dept of Energy’s doors are always open. Many companies are stopping by our D.C headquarters and talk to us about various things. We have a Small Business Innovation Research (SBIR) office as well as other resources for innovators to get involved with us. I encourage innovators to get involved in a public-private partnership to solve government problems, advancing their products along the way. If you are working on something that might be useful to a government agency, I encourage you to reach out.

About our Guest: Dimitri Kusnezov

Dr. Dimitri Kusnezov currently serves as Deputy Under Secretary for A.I. and Technology. Dimitri received A.B. degrees in Physics and Pure Mathematics with highest honors from UC Berkeley. Following a year of research at the Institut fur Kernphysik, KFA-Julich, in Germany, he attended Princeton University earning his MS in Physics and Ph.D. in Theoretical Nuclear Physics. At Michigan State University, Dimitri conducted postdoctoral research and then became an instructor. In 1991, he joined the faculty of Yale University as an assistant professor in physics, becoming an associate professor in 1996. He has served as a visiting professor at numerous universities around the world. Dr. Kusnezov has published over 100 articles and a book. He joined federal service at the National Nuclear Security Administration in late 2001 and is a member of the Senior Executive Service and is also a Visiting Researcher at Yale.

If you’re interested in learning more about the U.S Dept of Energy and what they are currently up to, check out their website here. For small businesses interested in working with the DOE, check out their SBIR program here.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.

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This week on Killer Innovations, we are joined by two guests here at the Consumer Electronics Show (CES). Scott Kim, CEO of NEOFECT USA, an innovative health tech company, and Sarah Brown, the Director of Event Communications for the Consumer Technology Association (CTA). On this show, we will be discussing technology in the health industry, as well as what the future of CES looks like.

NEOFECT

NEOFECT has been focused on aiding people in stroke rehabilitation by providing them with top tier health technology. Their products, such as the Smart Glove, run solely on AI technology. This provides a more independent therapy option for users while tracking their progress over time. Scott Kim's passion and vision for the company come from hard life experiences. Scott was born with Spinal Bifida, making him very familiar with the rehabilitation process at a young age. Scott worked through his adversities and created something successful and meaningful. While NEOFECT has established itself as a high-end health tech company, it wasn’t an easy journey. Scott Kim started with a team of eight founders, and only three currently remain with the company. The company started small with limited funding and worked for four years to launch its first product. Today, the company has multiple products to aid stroke patients, as well as products to aid children in dealing with motor challenges.

What’s New

Going forward, NEOFECT is launching an app called NEOFECT Connect. This app will give its users live rehab solutions to aid in recovering from a stroke. It will act similarly to Skype and will provide users with the human relationship aspect of therapy that is desired. To keep up with NEOFECT and what they are currently doing, check out their Facebook page here.

Trends at CES

Consumer Electronics Show (CES) is the world’s largest and most influential tech event. Sarah Brown, the Director of Event Communications for CTA, the host of CES, joined us to discuss the growth and future of the event. A new trend is visibly starting up, as non-tech centered companies are attending CES. New industries such as travel and tourism, have been promoting products and services at CES as well. Smart Cities, aimed at making communities better prepared for natural disasters, have been popping up at the event. An array of different companies joined CES to show off their products to the world. CES become the "go-to" show not only for innovators but for policymakers as well. Representatives from the government, such as the Department of Energy, as well as international representatives from the EU, were in attendance.

Growth and Expansion

With all the different companies at CES, there is a magical competition between companies large and small. Startups are trying to gain the attention of investors and larger companies with their products. Hotels are filled up, and more and more companies are attending each year. With this continual growth, some questions come to mind. How much bigger can CES become? Sarah says that if companies want to be at CES, we want them here. Space is running out, but the facilities are being expanded significantly, so even the smallest companies can attend. What is one thing at CES 2020 that wows you? Sarah says flying cars are the coolest. Companies like Hyundai are partnering with Uber to bring flying cars to the people.

About Our Guest: Scott Kim

Scott Kim is the CEO of NEOFECT USA (San Francisco, CA), and Co-founder of NEOFECT, its parent company based in South Korea. The company is a rehabilitation technology company focused on providing vital rehab equipment to those recovering from strokes and suffering from motor challenges. Scott was born with Spinal Bifida, which gave him a unique understanding of the rehabilitation process. His prior work experience includes working in the gaming industry for GREE, Z2Live, and 505 Games. He received a bachelor’s of Business Administration from Korea University, as well as a master’s in Business Administration from the University of Virginia.

About our Guest: Sarah Brown

Sarah Brown is the Director of Event Communications for the Consumer Technology Association (CTA). Sarah serves as a spokesperson for CES and leads the media relations strategy for the show. Previously, Brown led the global media strategy for leisure, innovation, and food & beverage for Hilton Worldwide. Before her time at Hilton Worldwide, Brown worked for Ketchum, a global public relations firm. Sarah Brown earned her bachelor’s degree in communications from the University of Arizona and a master's in public relations and corporate communications from Georgetown University.

Let’s connect; I am on LinkedIn, Facebook, Twitter. If we do connect, drop me a note and let me know. The email address is feedback@philmckinney.com, or you can go to PhilMcKinney.com and drop me a note there. If you are looking for innovation support, go to TheInnovators.Network or want to be challenged to develop the next big idea, check out our Disruptive Ideation Workshops. Don’t forget to join our Innovators Community to enjoy more conversations around innovation.