Monthly Archives: April 2022

Understanding Human Needs is the Driver of Successful Design

GUEST POST from Chateau G Pato

In the realm of design and innovation, the ability to understand and respond to human needs is the cornerstone of creating solutions that truly resonate with users. As a human-centered change and innovation thought leader, I’ve had the privilege of exploring and advocating for approaches that prioritize empathy and understanding in the design process. Today, we’re diving into why addressing human needs is the driving force behind successful design and innovation.

The Foundation of Human-Centered Design

Human-centered design (HCD) is not just a methodology; it’s a mindset. At its core, HCD asks, “What do people need?” rather than “What can we make?” This fundamental shift in perspective sets the stage for creating designs that are intuitive, effective, and beloved by their users.

The process typically involves three key phases: Inspiration, Ideation, and Implementation. Throughout these stages, designers focus on empathizing with users, defining their needs, ideating solutions, prototyping, testing, and finally, implementing the best ideas.

“Design is not just what it looks like and feels like. Design is how it works.” – Steve Jobs

Understanding Human Needs in Design

Understanding human needs goes beyond surface-level observations. It involves delving deep into the emotional, psychological, and functional requirements of users. This understanding can be broken down into several categories:

Functional Needs: These are practical requirements. Does the design solve a problem? Is it efficient and effective?
Emotional Needs: Designs must resonate on an emotional level. They should evoke feelings of happiness, security, and satisfaction.
Cultural Needs: Understanding the cultural context of users is crucial. Culture influences how designs are perceived and interacted with.
Social Needs: Consider how designs affect social interactions. Do they facilitate connections or create barriers?

Case Study 1: Airbnb – Designing Trust in Shared Spaces

When Airbnb first introduced the idea of short-term home rentals, the company faced a significant barrier: trust. Why would someone open their home to a stranger or choose to stay in a stranger’s home? The success of Airbnb hinged on addressing this fundamental human need for trust and security.

Airbnb tackled this challenge by implementing multiple trust-building features:

User Profiles and Reviews: Allowing both hosts and guests to create profiles and leave reviews helped build credibility.
Secure Payments: Airbnb introduced a secure payment system that protected both parties.
24/7 Customer Support: Access to constant support built additional layers of trust.

These design choices show a deep understanding of human needs for safety and trust, ensuring the platform’s widespread adoption and success.

Case Study 2: Apple – Intuitive User Experience

Apple Inc. has long been a pioneer in human-centered design. The company’s approach to meeting human needs is encapsulated in their focus on intuitive user experiences. This philosophy has been evident in products like the iPhone, iPad, and Mac.

Key aspects of Apple’s design philosophy include:

Simplicity: Apple’s design transcends complexity, focusing on what users need most without overwhelming them with features.
Seamless Integration: Apple products work together seamlessly, creating a cohesive experience that fosters customer loyalty.
Aesthetic Appeal: Apple understands the emotional need for products that not only work well but look and feel premium.

By deeply understanding the end-user’s needs, Apple continues to craft products that are not just tools but beloved companions in the lives of their users across the globe.

The Future of Human-Centered Design

As technology evolves and the world becomes increasingly interconnected, the principles of human-centered design will only grow in importance. The focus will remain on creating products and solutions that are not only functional but truly enriching and fulfilling for users.

Technological advancements like artificial intelligence, virtual reality, and the Internet of Things will provide designers with even more tools to understand and cater to human needs in nuanced ways. This will lead to innovations that are deeply personal and transformative.

Conclusion

Ultimately, understanding human needs is not just the driver of successful design; it is its very essence. By prioritizing empathy and deeply understanding the intricate tapestry of human experience, designers and innovators can create solutions that are truly impactful. As we continue on this journey of human-centered transformation, let us keep human needs at the forefront of our design aspirations.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

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Accelerate Your Mission

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Moving Beyond Luck, Genius and Heroics

Accelerate Your Mission - Moving Beyond Luck, Genius and Heroics

BMNT Editor’s note: This blog series will explain the common beginner-steps needed to get an innovation practice off the ground, like creating an innovation thesis, organizing a minimum viable team, operationalizing the Innovation Pipeline®, leveraging world-class universities, and more. And if you already have an innovation practice, consider this a way to update or improve what you already have, because if you’re not learning, you’re already behind the curve.

GUEST POST from Brian Miller

Today’s complex era requires that governments adapt to emerging challenges by harnessing novel technologies, fostering a resilient workforce, and embracing new ways of doing business. To some, this means simply increasing research and development budgets and establishing clear national objectives. Yet this moment requires something more foundational: a new doctrine.

There is currently no doctrinal clarity or operational support for innovation at any level of the US government, so while increased spending and transformative goals will help, what the nation really needs is the implementation of a disciplined system designed to innovate and a workforce trained to use it.

Our traditional systems were designed for an earlier era of greater predictability and government-led technology development. They no longer work as intended. The current approach is not maintaining, let alone improving, the capabilities available to national decision-makers. Moreover, relying on luck, genius, or heroics to get the job done is not sustainable – if it ever was.

The US government simply lacks the capacity for enterprise innovation because the human (abilities, skills, knowledge) and organizational (structure, processes, culture) capabilities pertaining to innovation are insufficient.

These deficiencies manifest in several ways, including but not limited to:

Poor understanding of problems and opportunities across an enterprise
Disconnect between capability development and end-users
Limited success solving hard problems programmatically
The process for creating requirements is not rigorous
Acquisition personnel are required to make assumptions years ahead of time

At BMNT, we work with large government organizations seeking to fix or create a sustainable innovation practice in order to reliably produce transformative results.

This Mission Acceleration series is designed to share some of the common learnings and recommendations from years of supporting the lifecycle of civic innovation in the US, UK, Australia, Canada, and elsewhere.

This first post explains the high, hard goals: implementing a structure to guide innovation and training workers how to use it. Subsequent posts will share other common beginner-steps to creating a sustainable innovation pipeline.

1. Implement a structure designed to innovate

Investing in innovation differs significantly from other types of decision-making. Large organizations need a reliable system to address the inherent risk associated with innovation projects. The system that fuels the necessary risk management approach is called the Innovation Pipeline®. It’s a separate but parallel structure designed for enterprise innovation that complements the legacy systems of large government organizations.

At its core, it’s a framework, helping senior decision-makers link various methods, tools, and activities into a system that is repeatable and scalable. It does not focus solely on technology, which will conceal the issues around value, usability, and adoption. It does not focus solely on end-users or the organization. Instead, it’s the means to assess all three dimensions, and it maximizes the probability that each innovation project delivers a solution that solves a real, mission-critical problem in a way that the organization can sustain at enterprise scale.

The Innovation Pipeline is necessary for many reasons, but principally because innovation projects are not simply smaller versions of existing programs. Resources are first invested in validating a project, and only after validation are significant investments made in deploying a new capability. This ensures an organization has addressed the three main sources of risk associated with any innovation project:

Desirability (users need it and key stakeholders will adopt it)
Feasibility (it can be built affordably)
Viability (there is a pathway through the bureaucracy to deliver it)

2. Professionalize an innovation-capable workforce

An innovation system encompasses problems, technologies, and ideas – but it’s powered by people. Yet people can only innovate if they are trained to do so. An accountable innovation training program consists of three main thrusts:

Energize networks within and outside government to rigorously test solutions against specific mission-critical problems
Provide a common language, methodologies, and tools to generate evidence for resource decisions
Generate buy-in and support from key stakeholders responsible for transitioning and sustaining capabilities

What we’ve learned is that a training program must address three levels of the organization in order to begin to change human and organizational capabilities.

Senior leaders (via a 1-day offsite to build consensus and commitment about how to permanently improve organizational effectiveness)
Innovation program managers (via a multi-day executive training course, plus weekly check-ins as part of a practicum)
Innovation project leaders (via multi-day basic and intermediate training courses, plus weekly check-ins as part of a practicum)

Eventually, the entire workforce can be harnessed to innovate.

Next in the series: Why your organization needs an innovation thesis and how to create one.

Image credits: BMNT

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The Role of KPIs in Measuring Innovation Performance

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The Role of KPIs in Measuring Innovation Performance

GUEST POST from Art Inteligencia

In today’s rapidly evolving business landscape, innovation has become an imperative for survival and growth. Organizations around the globe are striving to harness innovation to drive competitive advantage, increase market share, and improve customer satisfaction. However, measuring the performance of innovation initiatives poses a significant challenge. Enter Key Performance Indicators (KPIs) – a vital tool in quantifying success, identifying areas for improvement, and driving innovation forward. But how can KPIs be effectively utilized to measure innovation performance? Let’s explore.

Understanding Innovation in Organizations

Innovation is not just about groundbreaking products or novel services; it encompasses processes, business models, customer experiences, and even organizational culture. Measuring its performance, therefore, requires a multilayered approach tailored to the strategic objectives of the organization. KPIs can provide a structured framework and a clear direction to streamline the measurement process.

Defining KPIs for Innovation

KPIs are quantifiable metrics that reflect the critical success factors of an organization. In the context of innovation, KPIs must be carefully selected to align with the organization’s vision and strategic goals. Effective innovation KPIs typically fall into a few categories:

Input Metrics: These measure the resources and efforts invested in innovation, such as R&D expenditure, number of innovation projects, or employee training hours.
Process Metrics: These KPIs evaluate how innovation is managed and executed within the organization, reflecting the efficiency of innovation processes, speed to market, and development cycle times.
Output Metrics: These assess the outcomes of innovation efforts, including number of patents filed, new products launched, and incremental revenue from new offerings.
Impact Metrics: These KPIs measure the broader effects of innovation on business performance. This includes customer satisfaction, market share, and long-term financial performance.

The Importance of Tailored KPIs

The challenge with measuring innovation through KPIs is ensuring they are relevant to the unique context of each organization. A one-size-fits-all approach is likely to falter. Instead, organizations should customize KPIs based on their innovation maturity, industry specifications, and strategic goals. The right KPIs can uncover insights that lead to actionable strategies for enhancing innovation performance.

Case Study 1: 3M’s Commitment to Innovation

3M is often hailed as a model of innovation, boasting a track record of transforming inventive ideas into profitable products. For decades, 3M has successfully used KPIs to drive its innovation strategy. The company has set a specific KPI: 30% of its sales must come from products developed in the past five years.

This KPI fosters a strong culture of innovation, incentivizing teams to consistently innovate and refresh their product offerings. By regularly assessing the percentage of sales from new products, 3M ensures a steady pipeline of innovative ideas while maintaining focus on customer needs and market trends. The KPI is embedded across the organization, with executive compensation often linked to performance in this area. As a result, 3M continues to push the envelope, sustaining its competitive edge in various industries.

Case Study 2: Google’s Use of OKRs in Innovation

Google’s prolific innovation engine can be attributed in part to its use of Objectives and Key Results (OKRs), which are a complementary approach to KPIs. OKRs facilitate a robust framework for fostering and measuring innovation efforts. At Google, these objectives are set quarterly and revolve around ambitious, oftentimes audacious, innovation goals.

Key Results are established alongside these objectives to track progress and ensure alignment with company-wide priorities. For instance, an objective could be to “improve user engagement on YouTube,” with key results related to the duration of video watches, number of content uploads per day, or specific feature rollouts. Through this dynamic approach, Google remains agile and enables teams to seek moonshots, while maintaining accountability and visibility into innovation activities.

Implementing and Iterating KPIs

Successful implementation of KPIs for innovation requires thorough planning, cross-functional collaboration, and ongoing assessment. Organizations should regularly revisit and refine their KPIs to reflect changing strategic priorities and market conditions. Introducing a feedback loop from employees, customers, and other stakeholders can provide valuable insights into the effectiveness and relevance of KPIs.

Remember, KPIs aren’t an end in themselves; they are tools to guide decisions and enhance innovation capabilities. It’s important for organizations to cultivate a culture of learning and experimentation, where KPIs evolve alongside innovation processes.

Conclusion

KPIs play a pivotal role in measuring innovation performance, driving accountability, and aligning efforts with strategic goals. By carefully selecting and implementing KPIs that resonate with the organization’s unique innovation context, companies can navigate the complexities of the innovation landscape more effectively. Through case studies like 3M’s commitment to sales from new products and Google’s use of OKRs, we see the tangible impact of KPIs in fostering a culture of continuous innovation. Ultimately, in this age of rapid transformation, those organizations that adeptly leverage KPIs in their innovation endeavors are better positioned to thrive and lead the future.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

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Why Good Ideas Fail

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(And How to Help Yours Succeed)

Why Good Ideas Fail

GUEST POST from Greg Satell

In 1891, Dr. William Coley had an unusual idea. Inspired by an obscure case, in which a man who had contracted a severe infection was cured of cancer, the young doctor purposely infected a tumor on his patient’s neck with a heavy dose of bacteria. Miraculously, the tumor vanished and the patient remained cancer free even five years later.

You would think that such an accomplishment would be hailed as a breakthrough, but much like Ignaz Semmelweis a half century before, Coley’s work was met with skepticism. In fact, it would take over 100 years, until the first drug was approved in 2011, for immunotherapy to become widely accepted by the medical community.

This is far more common than you would think. We tend to think that if we get an idea right, that others will recognize its worth. That’s hardly ever true. In fact, if your idea is truly new and different, you can expect to encounter stiff resistance. Success or failure depends less on the actual value of an idea than how you overcome resistance and scale to impact.

The Tyranny of Paradigms

The use of the term paradigm shift has become so common that we scarcely stop to think where it came from. When Thomas Kuhn first introduced the concept in his classic The Structure of Scientific Revolutions, he described more than an event, but a process, which had pervaded the history of science.

It starts with an established model, the kind we learn in school or during initial training for a career. Models become established because, at least on some level, they work. So the more proficient we become at applying a good model the more favorable others view our performance. It’s what allows us to rise through the ranks and become successful.

Yet all models are, in some way, incomplete. Newton’s dynamics, to take just one famous example, work perfectly well for objects we encounter in everyday life and survived more than three centuries with little modification. It was only when scientists started looking closely at objects that were very small and very large that a need for Einstein’s theories arose.

That’s why new paradigms almost always face significant resistance and need to be championed by outsiders or newcomers. Or, as the physicist Max Planck put it “a new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die, and a new generation grows up that is familiar with it.”

An Idea In Its Infancy

Pixar founder Ed Catmull once wrote that “early on, all of our movies suck.” The trick, he pointed out, is to go beyond the initial germ of an idea and put in the hard work it takes to get something to go “from suck to not-suck.” He called early ideas “ugly babies,” because they start out, “awkward and unformed, vulnerable and incomplete.”

There’s something romantic about the early stages of an idea, but it’s important to remember that, much like Catmull’s, ugly babies, your idea is never going to be as weak and vulnerable as those early days before you get a chance to work out the inevitable kinks. You need to be careful not to overexpose it or it may die an early death.

So it’s important to overcome the urge to start with a bang and, at least in the beginning, focus on a relatively small circle who can help your ugly baby grow. These should be people you know and trust, or at least have indicated some enthusiasm for the concept. They should also be people who will be willing to point out early flaws.

For example, in his efforts to reform the Pentagon, Colonel John Boyd began every initiative by briefing a group of collaborators called the “Acolytes,” who would help hone and sharpen the ideas. He then moved on to congressional staffers, elected officials and the media. By the time the top brass were aware of what he was doing, he had too much support to ignore.

Learning What You Don’t Know

While your idea is still an “ugly baby, there’s still much that you don’t know and the evidence is rarely clear. In the case of Dr. Coley and immunotherapy, injecting cancer patients with toxins to make them sick was not only counter-intuitive, it often didn’t work. It seemed to help in a few rare cases, but not in most others and Coley couldn’t explain why.

As it turned out, the story was far stranger than anyone could have imagined. Coley and his supporters assumed that injecting toxins jump-started the immune system, but that wasn’t the case. In reality, our immune system is perfectly capable of identifying and attacking cancer cells. In fact, it seems that it kills off potentially cancerous cells all of the time.

Unfortunately, some cancers develop counterattacks. They evolve molecules that bind to specific receptors in our immune system and turn off the immune response. That was the reason why immunotherapy efforts kept failing, until Jim Allison made his breakthrough discovery in 1995.

What Allison figured out, more than a century after Coley’s experiment, was that we can engineer molecules that can “ block the blockers” and cure previously incurable cancers. Even then, it wasn’t an easy path. By the time he came around, many had tried and failed to develop an immune approach to cancer. It would take three years to find a firm willing to fund his work.

The drug based on Allison’s work, called Yervoy, received FDA approval in 2011, 16 years after his initial discovery. Finally, the floodgates opened and the work of countless immunotherapy researchers over more than a century began to bear fruit. Today, there are thousands of active scientists working in the field.

Ideas Need Ecosystems

Today, both William Coley and Jim Allison are celebrated scientists. However, while Coley’s work was never widely accepted during his lifetime, Jim Allison won the Nobel Prize for his work. Both had essentially the same idea, that the immune response could be used to fight cancer and save lives.

The truth is that ideas need ecosystems to scale to impact. Coley worked tirelessly to promote the potential of immune approaches to cancer and, after his death in 1936, left a small but dedicated cadre of disciples determined to continue his work. His daughter, Helen, set up the Cancer Research Institute to fund further discovery.

By the time Jim Allison came around there were powerful molecular analysis techniques that allowed he and his colleagues to identify specific molecules within the immune system and understand their function. There were also networks of venture capital that funded firms like the one that supported Allison’s work.

Power in an ecosystem lies not at the top but emanates from the center and you move to the center by connecting out. That’s what separates great innovators from people who merely have ideas. They understand that no idea can stand on its own. Much like Catmull’s ugly babies, they need to be nourished and protected if they are to grow and make a real impact on the world.

— Article courtesy of the Digital Tonto blog
— Image credit: Pexels

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Innovative Approaches to Accessibility in Technology

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Innovative Approaches to Accessibility in Technology

GUEST POST from Chateau G Pato

In the rapidly evolving landscape of technology, the importance of accessibility remains a crucial focus. As we advance into a world increasingly intertwined with digital tools and platforms, ensuring that all individuals, regardless of ability, can operate these technologies is more important than ever. Creating technology that is accessible not only serves those with disabilities but enriches the user experience for everyone. In this article, we explore innovative approaches to accessibility and offer insights into how companies are successfully integrating these strategies to create a more inclusive digital environment.

Redefining Accessibility

Traditional accessibility in technology often focused on compliance-driven adaptations, which, while necessary, sometimes missed the bigger picture of user experience and inclusivity. Innovative approaches begin with empathy and a deep understanding of diverse user needs, leading to solutions that are not only compliant but also delightful to use.

Universal Design Principles

Universal design, a concept originally from architecture, has transcended into the tech sphere, emphasizing that solutions should be usable by everyone to the greatest extent possible, without the need for adaptation. By applying universal design principles, designers and developers can create products that are inherently accessible right out of the gate. This approach fosters innovation as teams are challenged to think outside the box and create interfaces and interactions that are intuitive for all users.

Artificial Intelligence and Machine Learning

Advancements in artificial intelligence (AI) and machine learning (ML) are paving the way for more insightful accessibility solutions. AI can automate and enhance accessibility features such as voice recognition, real-time translation, and image recognition, thus opening new realms of possibility for people with disabilities. By training AI models on diverse and inclusive datasets, accessibility can become more personalized and responsive to individual user needs.

Case Study: Microsoft’s AI for Accessibility

Microsoft’s commitment to accessibility is prominently showcased through its ambitious “AI for Accessibility” program. Launched in 2018, the initiative invests in leveraging AI technologies to amplify human capabilities for those with disabilities, focusing on employment, daily life, and communication.

One of the flagship outputs of this initiative is the Seeing AI app, designed for visually impaired individuals. This app utilizes AI to narrate the world around the user using a smartphone camera, identifying objects, reading text, and recognizing faces. Seeing AI delivers on multiple fronts of accessibility, offering an intuitive user experience underpinned by cutting-edge technology.

“By augmenting human abilities with artificial intelligence, we can achieve more inclusive outcomes and ensure that technology empowers all users,” says Jenny Lay-Flurrie, Microsoft’s Chief Accessibility Officer.

Microsoft’s dedication to inclusive design highlights not just the potential of AI, but also the importance of a commitment across the organization. By fostering a culture of accessibility from leadership to product teams, companies can ensure that accessibility is not an afterthought but an integral part of the innovation process.

Case Study: Apple’s VoiceOver

Apple has long been a pioneer in integrating accessibility features directly into its products. VoiceOver, a screen reader built into iOS and macOS, is a prime example of innovation in this space. Unlike traditional screen readers, which are often third-party applications that must be purchased and installed separately, VoiceOver comes pre-installed and integrated deeply with the operating systems.

VoiceOver utilizes gesture-based navigation with touch commands on iOS devices, allowing visually impaired users to explore their devices in an intuitive manner. What makes VoiceOver particularly innovative is its synergy with Apple’s ecosystem, enhancing the overall accessibility across different devices, including Mac, iPhone, iPad, and Apple Watch.

This integrated approach has far-reaching implications for user empowerment and independence. It reflects Apple’s belief that accessibility should be central to the user experience, not a mere add-on. By equipping all of its devices with robust accessibility features, Apple ensures that users with disabilities have the tools they need to thrive in an increasingly digital world.

Design Thinking for Accessibility

Integrating accessibility into the design thinking process is crucial for creating solutions that truly meet user needs. This begins with empathy and understanding, engaging with people with disabilities in the research phases of product development. Through methods like journey mapping and prototyping with diverse populations, teams can uncover unique insights and innovate in ways that standard testing may not reveal.

Inclusive Testing and Feedback Loops

To ensure that accessibility is woven into the fabric of technology solutions, businesses must incorporate inclusive testing and feedback loops. Involving users with varying abilities in testing stages ensures that products are genuinely accessible and valuable. Continuous feedback loops enable organizations to iterate on their products, continuously refining and enhancing accessibility features.

Future Directions

As we forge ahead, the future of accessibility in technology is promising yet requires commitment from all stakeholders. Educating teams within organizations about the importance and techniques of accessibility will drive innovation. Furthermore, as technologies like augmented reality (AR) and virtual reality (VR) continue to evolve, they hold the potential to significantly enhance accessibility, creating immersive experiences that are accessible to all.

Moreover, as global connectivity increases, collaboration across industries and borders will be instrumental in developing universal accessibility standards. By working together, sharing knowledge, and championing inclusivity, we can cultivate a digital world where technology serves as a bridge to opportunity rather than a barrier.

Conclusion

The journey towards accessible technology is ongoing and demands an innovative mindset. By embracing emerging technologies, conducting empathetic research, and fostering inclusive design, we can create digital environments that are not only accessible but also empowering for all users. As technology leaders, it’s our responsibility to champion accessibility as a core value, ensuring that everyone has the opportunity to thrive in our connected world.

Image credit: Unsplash

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Should You Have a Department of Artificial Intelligence?

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Should You Have a Department of Artificial Intelligence?

GUEST POST from Arlen Meyers, M.D.

Several hospitals, academic medical centers and medical schools are creating artificial intelligence organizational centers, institutes and programs. Examples are Stanford, the University of Colorado , Children’s Hospital of Orange County and Duke.

If you are contemplating doing the same, think about what is the best organizational structure? There’s a lot of debate about where AI and analytics capabilities should reside within organizations. Often leaders simply ask, “What organizational model works best?” and then, after hearing what succeeded at other companies, do one of three things: consolidate the majority of AI and analytics capabilities within a central “hub”; decentralize them and embed them mostly in the business units (“the spokes”); or distribute them across both, using a hybrid (“hub-and-spoke”) model. We’ve found that none of these models is always better than the others at getting AI up to scale; the right choice depends on a firm’s individual situation.

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The decision will depend on:

What problems are you trying to solve? Form follows function.
What resources do you have? People, money, processes, intrastructure, IP protection?
What is your level of digital transformation?
What is the level of your organizational innovation readiness?
What are the underlying hypotheses of your intrapreneurial business model canvas and what evidence to you have that they are valid?
How will you overcome the barriers to dissemination and implementation?
What processes do you have in place to scale?
Do you have the right people?
Do you have a culture of innovation silos and, if so, how will you break them down?

10. How will you measure results? Dr Anthony Chang, the co- founder of the American Board of Artificial Intelligence, suggests that the following are some helpful metrics to measure the artificial intelligence capabilities of the health system in the context of an individual AI project:

AI Project Score

The projects that involve machine learning and artificial intelligence, either clinical oradministrative, can be followed in stages (with each stage being scored 1 point each to a maximumof 5 points) and scored to keep track as well as maintain momentum:

Stage 1: Ideation. The project is first discussed and brought to a regular meeting for input from all stakeholders. This is perhaps the most important part of an AI project that is often not regularly done with enough discussion and consideration.

Stage 2: Preparation. After approval from the group, the data access and curation takes place in order to perform the ML/AI steps that ensue. The team should appreciate that this stage takes the most effort and will require sufficient resources.

Stage 3: Operation. After the data is curated and managed, this stage entails a collaborative effort during the feature engineering and selection process. Using the ML/AI tools, the team then creates the algorithms that will lead to the models that will be used later on in the project.

Stage 4: Presentation. Upon completion of the model with real world data, the project is presented in front of the group and depending on the nature of the project, it is either presented only or is also presented at a regional or national meeting or advanced to be published in a journal.

Stage 5: Implementation. Beyond the presentation and publication, it is essential for the AI project to be implemented in the real world setting using real world data. This project still requires continual surveillance and maintenance as model and data often fatigue.

11. Are you connected to the other parts of the healthcare AI ecosystem?

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12. Are you prepared to overcome the ethical, legal, social, economic and privacy issues?

Feeding the organizational beasts that are resistant to change is hard. They have an insatiable appetite. Be sure your pantry is well stocked.

Image credit: Pixabay

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Building a Culture of Engagement and Empowerment

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Building a Culture of Engagement and Empowerment

GUEST POST from Art Inteligencia

In today’s rapidly evolving world, organizations face unprecedented challenges that require innovative thinking, resilience, and adaptability. The pathway to thriving in such environments often lies in the deeply intertwined culture of engagement and empowerment. These two pillars are critical in unleashing the potential of individuals and driving organizations toward success. A culture of engagement and empowerment ensures that employees are not only motivated and committed but also have the autonomy and resources to bring their best ideas to life.

Understanding Engagement and Empowerment

Engagement is the emotional commitment an employee has towards the organization and its goals. A highly engaged workforce is enthusiastic about their work, actively involved, and willing to go the extra mile. Empowerment, on the other hand, is about providing employees with the authority, tools, and resources they need to make decisions and take actions that impact their work and the organization. When blended seamlessly, these elements cultivate an environment where innovation flourishes and employees feel valued and confident.

Core Principles for Cultivating Engagement and Empowerment

1. Transparent Communication

Open and transparent communication is the foundation of engagement. When employees are informed and included in decision-making processes, they feel valued and more connected to the organization’s mission. Regular updates, open-door policies, and feedback loops can create a culture where communication flows freely and openly.

2. Recognition and Reward

Recognizing and rewarding employees for their contributions is essential in building a culture of engagement. Reward systems should be aligned with the organization’s goals and reflect fair and transparent criteria. Both formal recognition programs and day-to-day acknowledgements play a crucial role in maintaining high morale and motivation.

3. Ownership and Responsibility

Empowerment is synonymous with ownership. Encourage employees to take responsibility for their work and outcomes by providing them with the autonomy to make decisions. This can be facilitated by establishing clear goals, expectations, and boundaries, while allowing employee creativity and initiative to guide their execution strategies.

Case Studies

Case Study 1: Google – Harnessing Employee Innovation

Google has long been heralded as a model of innovation, in large part due to its culture of engagement and empowerment. Their approach, known as “Innovation Time Off,” permits engineers to spend 20% of their time working on projects of their choosing. This policy empowers employees to explore new ideas, develop personal projects, and create innovations that benefit both them and the company.

Products such as Gmail and Google News were born from this initiative, exemplifying how empowerment can lead to significant innovations. Additionally, Google fosters an inclusive culture through regular “TGIF” meetings, where leadership openly shares company information and solicits employee feedback, thus ensuring ongoing engagement and transparency.

Case Study 2: Zappos – Commitment to Employee Autonomy

Zappos, renowned for its customer service, also leads in fostering a culture of engagement and empowerment. The company’s core values are centered around delivering “WOW” experiences and embracing and driving change, which is facilitated by empowering employees to make decisions.

A shining example of Zappos’ commitment to empowerment is their decision to adopt “Holacracy,” a system of organizational governance where traditional hierarchies are replaced with self-governing teams. Employees at Zappos are encouraged to take initiative and lead projects, with resources and support readily available. This structure not only ensures engagement but also allows employees to maximally contribute to the company’s growth and success.

Practical Steps to Build a Culture of Engagement and Empowerment

1. Craft a Shared Vision and Purpose

A collective purpose promotes buy-in and unity. Involve employees in the creation of a shared vision by engaging them in meaningful dialogues about the company’s future. This fosters ownership and clarifies how each individual’s work contributes to organizational success.

2. Develop Leaders as Coaches

Leadership plays a crucial role in promoting engagement and empowerment. Transition managers into coaches, focusing on mentorship rather than micromanagement. Leaders should facilitate development, provide constructive feedback, and support problem-solving efforts.

3. Create a Safe Environment for Experimentation

Empower employees to innovate by creating a safe space where they can experiment without fear of failure. Encourage trial-and-error processes, and celebrate learning from mistakes as a growth opportunity. This acceptance of risk ultimately fuels innovation and engagement.

Conclusion

A committed focus on building a culture of engagement and empowerment is not just beneficial but essential for organizations aiming to lead and innovate in their fields. By nurturing environments that prioritize transparent communication, recognition, ownership, and continuous support, organizations can unlock the full potential of their workforce. As seen with industry leaders like Google and Zappos, a robust culture of engagement and empowerment paves the way for sustained innovation, competitive advantage, and long-term success.

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Impacting Communities via Innovation Empowerment

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Impacting Communities via Innovation Empowerment

GUEST POST from Chateau G Pato

In today’s rapidly evolving world, innovation is much more than just a corporate buzzword; it is a foundational element for empowering people and transforming communities. When harnessed effectively, innovation can catalyze positive changes that generate long-term social, economic, and environmental benefits. This article explores how communities can be empowered through innovation by focusing on collaborative efforts that engage citizens as co-creators of sustainable solutions. We will delve into two inspiring case studies highlighting creative empowerment strategies that have yielded significant impacts.

Case Study 1: Solar Sister – Harnessing the Sun to Empower Women

Solar Sister is a remarkable case study demonstrating how innovation can empower an entire community. Founded with the mission of eradicating energy poverty while promoting women’s entrepreneurship, Solar Sister has become a beacon of hope across Sub-Saharan Africa. By equipping women with clean energy technology such as solar-powered lamps and phone chargers, this initiative not only addresses critical energy shortages but also provides economic opportunities.

Solar Sister’s approach is both simple and profound: train, support, and mentor women as they build clean energy businesses in their communities. This model not only ensures widespread access to affordable, reliable clean energy but also empowers women by providing them with leadership skills, financial independence, and increased social standing. The innovation lies in its grassroots-driven approach that turns beneficiaries into active participants in transforming their own communities.

“Solar Sister illuminates the lives of women and their communities through the power of the sun, demonstrating that sustainable energy solutions can come from the most unlikely innovators.”

The impact of Solar Sister has been widespread. Thousands of women entrepreneurs have joined the movement, providing clean energy to over one million people. The benefits extend beyond individual families, impacting the environment by reducing dependency on kerosene and diminishing carbon emissions, thus helping fight climate change.

Case Study 2: CityBee – Redefining Urban Mobility

In Lithuania, urban mobility innovation is revolutionizing how communities interact with their cities, thanks to CityBee. Recognizing the traffic congestion and pollution challenges faced by modern cities, CityBee devised a car-sharing service that blends technology, community involvement, and sustainable transportation solutions.

CityBee’s model is incredibly intuitive: through an app, users can locate and unlock cars or bikes, use them for short trips, and park them at strategic city locations. This service reduces the necessity for private vehicle ownership, alleviates parking demands, and decreases urban air pollution. CityBee reimagines mobility as a flexible, on-demand service that embraces technological innovation to meet the evolving needs of urban dwellers.

The community impact has been profound. By championing a shared economy model, CityBee has encouraged users to fundamentally change how they perceive transportation—shifting from ownership to access. This transformation not only positions cities as spaces designed for people rather than vehicles but also empowers communities to participate in more sustainable urban living practices.

“Innovative solutions like CityBee prove that rethinking and reshaping urban mobility isn’t just a possibility—it’s a necessity for sustainable, vibrant city landscapes.”

Innovative Pathways to Empowerment

The profound lessons from these two case studies underscore the limitless potential of innovation as a mechanism for empowerment. By involving communities in innovation processes, leveraging locally driven solutions, and fostering inclusive environments that uplift underrepresented voices, we can ensure sustainable development and community well-being.

Communities empowered through innovation are better equipped to navigate the complexities of the modern world—transforming challenges into opportunities, sparking economic vibrancy, and nurturing social cohesion. As we continue to explore and harness the boundless potentials of innovation, our commitment to human-centered design should remain steadfast. By creating platforms for shared learning, meaningful engagement, and collaborative co-creation, we lay the foundation for empowered, resilient communities.

Conclusion

Empowerment through innovation is not just an ideal; it is a pragmatic strategy for fostering sustainable growth and collective responsibility across our diverse global communities. As demonstrated by Solar Sister and CityBee, the innovative forces that empower individuals simultaneously invigorate the communities they inhabit. By prioritizing people-centric innovation and nurturing community involvement, we catalyze positive changes that transcend generations. Together, let us embrace the transformative power of innovation as a conduit for empowerment and social good, nurturing a world where communities thrive, and hope flourishes.

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Best Practices and Pitfalls of Building an Innovation Ecosystem

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Best Practices and Pitfalls of Building an Innovation Ecosystem

GUEST POST from Art Inteligencia

In today’s rapidly evolving business environment, fostering innovation isn’t just a strategic advantage—it’s a survival imperative. An effective innovation ecosystem integrates diverse elements, harnessing external and internal synergies to fuel sustained creativity and growth. But as with any complex system, crafting a robust innovation ecosystem comes with its own set of best practices and potential pitfalls. In this article, we’ll delve into both, supported by case studies that illustrate these critical points.

Best Practices for Building an Innovation Ecosystem

1. Foster a Collaborative Culture

The cornerstone of any successful innovation ecosystem is a culture that champions collaboration. Organizations must cultivate environments where ideas are freely exchanged without fear of judgment, encouraging cross-pollination between departments and disciplines. Providing platforms for collaboration—both physically and digitally—enables diverse teams to work together towards breakthrough innovations.

2. Leverage External Partnerships

In the journey to foster innovation, no organization is an island. Building partnerships with startups, academic institutions, and even competitors can inject fresh perspectives and capabilities. Open Innovation, driven by interfacing with external entities, is a key strategy many successful businesses employ to enhance their innovative potential.

3. Invest in Continuous Learning

An innovation ecosystem thrives on continuous learning and development. Encouraging employees to engage in ongoing education, whether through formal programs or earmarked “innovation time,” keeps the ecosystem agile and forward-thinking. It’s about creating a learning organization that can adapt and evolve as new challenges and opportunities arise.

Case Study 1: 3M

The Post-it Note Phenomenon

3M stands out as a paragon of innovation, with the famous invention of the Post-it Note serving as a testament to the company’s innovation ecosystem. Initially, the adhesive technology behind Post-it was considered a failure because it wasn’t strong enough for its intended use. However, 3M’s culture of openness and experimentation enabled this “failure” to be repurposed. The internal 15% rule, where employees could spend a portion of their time on projects of their own choosing, played a crucial role in nurturing this innovation.

3M’s approach highlights the value of a corporate culture that not only tolerates failure but also turns it into opportunities. By encouraging a culture where ideas can be recycled and reused creatively, 3M successfully transformed a dud product into a blockbuster staple. Their innovation ecosystem thrives on sustained encouragement of exploratory projects and cross-departmental collaborations, a model many other companies strive to emulate.

Common Pitfalls in Building an Innovation Ecosystem

1. Over-reliance on Internal Resources

A major misstep in fostering an innovation ecosystem is the tendency to solely rely on internal talents and resources, often leading to echo chambers. Without external input, solutions may be limited to existing knowledge and conventional thinking. This not only stifles creativity but also undermines competitive advantage in the long run.

2. Lack of Strategic Alignment

Innovation efforts that aren’t aligned with an organization’s overarching goals can lead to disjointed initiatives and wasted resources. Ensuring that innovation strategies sync with the broader business objectives is crucial. Strategic misalignment often results in minimal support from top management, under-funding, and ultimately, failure.

Case Study 2: Kodak

The Fall of a Giant

Kodak’s story is often cited as a cautionary tale for organizations attempting to foster innovation ecosystems. Despite inventing the digital camera in 1975, the company failed to capitalize on its potential due to an internal focus that prioritized film sales over technological advancement. This case illustrates a pitfall of missing strategic alignment and over-reliance on existing business models.

Kodak’s downfall underscores the necessity of aligning innovation with future-oriented business goals. Their internal culture, focused heavily on their traditional cash cow, was unable to adapt quickly enough to the disruptive technology they themselves had pioneered. The innovation ecosystem failed not from lack of technological prowess, but a failure to strategically embrace and integrate emerging technologies.

Conclusion

Building a thriving innovation ecosystem is a complex yet rewarding endeavor that requires thoughtful planning and execution. By fostering a collaborative culture, leveraging external partnerships, and investing in continuous learning, organizations can create a fertile ground for innovation. However, avoiding pitfalls such as over-reliance on internal resources and lack of strategic alignment is equally important. The contrasting case studies of 3M and Kodak serve as a poignant reminder that the path to innovation lies not merely in novel ideas but in the capacity to strategically harness and integrate them within a supportive ecosystem framework.

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