Author Archives: Braden Kelley

About Braden Kelley

Braden Kelley is a Human-Centered Experience, Innovation and Transformation consultant at HCL Technologies, a popular innovation speaker, and creator of the FutureHacking™ and Human-Centered Change™ methodologies. He is the author of Stoking Your Innovation Bonfire from John Wiley & Sons and Charting Change (Second Edition) from Palgrave Macmillan. Braden is a US Navy veteran and earned his MBA from top-rated London Business School. Follow him on Linkedin, Twitter, Facebook, or Instagram.

Harnessing the Dragons of your Imagination for Innovation

Harnessing the Dragons of your Imagination for Innovation

The harder I try not to think of myself as an artist, the stronger I’m pulled back to the idea that even if my art is a little different than traditional drawing, painting, photography, music, dance and other traditional arts, that it is still art.

Today’s article was inspired by a Lex Fridman podcast interview with the lead singer of Imagine Dragons – Dan Reynolds.

Dan is a Mormon, a musician, one of nine children, a father, and a surprisingly humble and astute person. All of these things are relevant because who we are as a person is the result of every facet of ourselves today, and in our upbringing. Our art comes from our experience and our empathetic connections to the experiences of others. While Dan is a musician, he is also an artist, and artists can and should learn from all different types of artists.

At the heart of every kind of art is truth, but more about that later.

“After silence, that which comes nearest to expressing the inexpressible is music.” — Aldous Huxley

In this article I will highlight what I took away from the interview and some of the great music they Lex and Dan discussed, but feel free to jump in and watch the conversation at any point:

The most important takeaways from the interview are these:

  1. People have really good bullshit detectors
  2. You must authentically feel something, and your audience must feel it too
  3. Having a source of honest feedback is critical to progressing your art

Let’s now look at each of these and relate them from music to innovation:

1. People have really good bullshit detectors

In the interview Dan contrasts their success with two different records “Bet My Life” and “Believer” – which both did well – but “Believer” out-streamed “Bet My Life” by 10x.

Here is “Bet My Life” from YouTube with its 160 Million views on YouTube:

And “Believer” with its 2.2 Billion views on YouTube:

Okay, maybe that’s a bit more than 10x, but Dan when asked about what went wrong with “Bet My Life” he admitted that they produced the song themselves and that they took what was originally a stripped-down song and over-produced it – costing the song some of its authenticity in the process.

If we cross over to innovation on this topic, in the past I’ve written that Veracity is Required for Innovation Success.

Yes, innovation is an art.

Here are some key thoughts from this article on the importance of truth to innovation:

“Fail to identify a solution with real innovation veracity and you are likely to miss potential elements of optimal value creation, you will likely struggle to make its value accessible, and there is a greater likelihood that you will fail to properly translate the value of the solution for your customers.

So, taken another way, the search for innovation success is a search for truth. You must therefore unlock the inner truths of your intended customers (think unmet needs or jobs-to-be-done), you must search in areas that your intended customers will feel are true for your brand, and areas that feel true to employees given the company’s mission and values. When your pursuit of innovation centers around truth and when you commit to a focused effort to increase your innovation capability – and to pursue Innovation Excellence – then and only then do you have your best chance at innovation success.”

2. You must authentically feel something, and your audience must feel it too

In innovation we often talk about how it takes 100+ ideas to find 10 projects worth investing time and money in, and from those 10 projects – if you’re lucky – you might have one show promise as a potential innovation.

In the Lex Fridman interview Dan Reynolds revealed that he writes about 100 songs a year and from those perhaps 10 might get recorded. Dan started as a drummer, and while voice is often as seen as the melody of a song, his vocals are in part driven by a percussion mindset. For innovation we like to speak about bringing different mindsets and perspectives to increase the chances of finding something meaningful.

Speaking of feeling and authenticity, Dan tells a story in the interview about how they were working on an album with famous record producer Rick Rubin and listened to a song that Dan believed in, but after hearing it he told Dan “I don’t believe you.”

The path to adoption is through belief…

Some of the songs they listened to in regard to ‘feeling it’, included Harry Nilsson’s “Without You”:

Cat Stevens’ “Father and Son”:

And Harry Chapin’s “Cat’s in the Cradle”:

Identifying whether you are transmitting authentic feelings or not is very difficult. We’ve already spoken about the importance of veracity, and if we build on that using something I wrote about in my article That’s Innovation with Two V’s, leveraging information from the movie A Good American, about how the following three components can help you identify signals and drive the transformation of DATA into INTELLIGENCE (or innovation veracity in our context):

  1. Volume – in order to derive meaningful conclusions you need a lot of data inputs, in this case, lots of idea fragments (ideas come later)
  2. Variety – multiple perspectives are necessary to avoid blind spots and increase the potential for connecting idea fragments
  3. Velocity – volume by itself is not enough, momentum is important too. You have to keep Stoking Your Innovation Bonfire

3. Having a source of honest feedback is critical to progressing your art

Making art that resonates with others is incredibly different. It is easy to get lost in our own perspective.

“If you want to go fast, go alone. If you want to go far, go together.” – African Proverb

It is incredibly important as an artist, as an innovator, that you find a group of trusted voices to allow you to accelerate the development of your art – or your innovation. Science experienced an incredible acceleration in the private clubs of London in the 1600’s, impressionist art experienced an amazing acceleration in the south of France in the 1800’s – because of the rapid exchange of ideas and feedback.

For Dan Reynolds, one of those trusted voices is his father, he also has one of his brothers as the band’s manager, another brother as their lawyer, and brings in external voices to help with the production of their records – people like Rick Rubin.

Listening to your trusted external voices can help you see where you’re falling short. There is a great quote in the interview above regarding Dan’s realization around the sometimes-uncomfortable role of a famous person in society.

“By not saying anything, I was saying everything.” – Dan Reynolds
(re: LGBTQ issues at the time)

It is only from being open to receiving feedback that we can learn anything. And when it comes to art, when it comes to Optimizing Innovation Resonance:

To achieve and maintain innovation resonance, you must nurture a commitment to learning fast, both during the innovation development process and after the launch of a potential innovation. You must maintain a laser focus on how you are creating value, helping people access that value, and translating that value for people so they can understand how your potential innovation may fit into their lives. So, do you have processes in place as part of your innovation methodology for measuring and evolving solutions in place to help you get to innovation resonance?

And to help reduce the tyranny of the innovation hero and to encourage innovation collaboration, I created the Nine Innovation Roles:

  1. Revolutionary
  2. Conscript
  3. Connector
  4. Artist
  5. Customer Champion
  6. Troubleshooter
  7. Judge
  8. Magic Maker
  9. Evangelist

… to make a place for everyone in innovation.

Conclusion

There is a reason this blog is called Human-Centered Change & Innovation. The reason is that when it comes to change, innovation and transformation, the people side of all three is everything.

To be successful, you must consider “the other.”

You must engage with “the other.”

You must understand “the other.”

This requires empathy, this requires veracity, and when you bring empathy and veracity together, you have a chance at achieving resonance.

All types of art and innovation require empathy, veracity, and resonance for success.

I hope you’ve enjoyed the interview, the music, and the conversation.

I hope all of this will help you slay your dragons, imagine a future where you are connecting more fully with your audience, and creating something amazing.

Keep innovating!

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Good Design Makes Technology Disappear

Good Design Makes Technology Disappear

by Braden Kelley

The late Clayton Christensen wrote a little book called The Innovator’s Dilemma that many of you I’m sure have read. Many people think of it as a book about disruptive innovation, but it can be much more than that if you shift your perspective.

The Classic Disruptive Innovation Example

One of the case study examples is that of mini-mills disrupting the rolled steel producers in the steel industry by starting at the bottom of the food chain with the production of low margin re-bar and then moving upwards into higher margin steel products. This is seen as the blueprint for how you disrupt an industry. You go first where the incumbents are least likely to be concerned about new entrants – low margin products – a market that incumbents might actually be happy to lose, because their average margins will actually increase and wall street will potentially reward them in the short-term with higher stock prices.

But if you shift your perspective on this case study and apply it to emerging technology, something new emerges.

Learning and Adoption Require a Compelling Use Case BEFORE They Can Occur

I’ve been listening to a lot of podcasts while I work lately. Podcasts with leading scientists from around the world. One of the core themes that continuously emerges is that innovation is really hard and takes a long time. I was really struck by iRobot co-Founder Rodney Allen Brooks speaking about how they had a target of launching the Roomba at $200 and this meant that he had FIFTY CENTS per unit to spend on a piece of silicon to power their invention. He told the story of running around Taiwan looking for a chip that was cheap enough and was handicapped in ways that wouldn’t matter for their particular application – as ALL chips in that price range are going to have severe limitations. This is a great story for highlighting some of the unexpected challenges in turning an invention into an innovation.

Another interesting innovation case study – on the failure side – is that of Google Glass. The smart glasses arrived as an overhyped and underwhelming product and died on the vine in a very short period of time. One of the key reasons for their failure was the lack of a compelling use case, and another was that technology was too front and center – so much so that Google Glass seemed like a creepy invention.

“Making access to information just instant and intuitive. By doing that, technology fades into the background, and we’re more connected with the people and things around us.”

This quote is pulled directly from the video below about Google’s reboot of their smart glasses initiative:

Google’s Live Translation Glasses arrive this time without a product page, without a formal product name and promising much less.

One of the things that really struck me in this short video is that while it is super easy to anchor on the value of the translation piece – displaying Mandarin on screen from an English voice for example – they have several other powerful uses cases, including:

  • People who have single-sided deafness
  • People who don’t want to wear hearing aids, or for whom hearing aids don’t work
  • People who are fully deaf
  • People who are trying to learn a new language

Do One Thing Really Well and Build From There

Google’s Live Translation Glasses remind me of another pair of smart glasses launched a little while back in the glow of the Google Glass failure – Amazon’s Echo Frames.

Amazon’s Echo Frames build themselves around the compelling use case of hands-free searching and calling. They have speakers and a microphone, connect to your iOS or Android smartphone, and can even be fitted with prescription lenses.

Amazon Echo Frames

Don’t Strip the Gears on Your Innovation Machine

Our ability to imagine usually outpaces our ability to execute and it can be a challenge to rein in our imagination to match our ability to not just execute, but to do so profitably and at a pace that our customers can see their way to adopt it.

When we look at my Innovation is All About Value methodology, we can also see that companies fail less often at value creation, and more frequently at value access and value translation.

When your start small and build around a compelling use case it is easier to get the value translation right and it is easier to build the key value access components to support your value creation.

Timing matters…

Price matters…

Compelling use cases matter…

What’s yours?

Keeping the end in mind and the future in sight – is important – but it is more valuable to identify where to start and add value as you go.

Don’t strip the gears on your innovation machine and keep innovating!

Image credit: The Verge, Amazon

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Creating Innovation with Hardcore Soft Skills

Creating Innovation with Hardcore Soft Skills

Recently I had the opportunity to speak with Yadira Caro on the Hardcore Soft Skills Podcast.

In the episode I define what innovation really is, how people, process and technology come together to create innovation and where people go wrong.

The conversation includes a discussion of how to craft successful innovation teams because it’s such a crucial factor for successful innovation.



I also speak about the peril of idea fragments and the importance of respecting your employees by putting funding and execution capabilities in place BEFORE you ask your employees for even a single idea.

We talk about top-down innovation…

We talk about bottom-up or middle-out innovation…

And, we also speak about many different innovation misconceptions.

So, I encourage you to check out the episode!

You can listen to the embedded podcast above or click this link to go to the podcast page.

Image credit: Pixabay

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Building a Learn It All Culture

Don’t Be a Know It All

Building a Learn It All Culture

by Braden Kelley

Trying to be a “know-it-all” is a flawed goal.

It is impossible to know everything.

This is by design.

This is by intention.

In much the same way that programming languages have garbage collection built in, the human brain is built to prune. The human brain is built to forget more than it remembers. Instead of trying to override our natural tendencies, we must embrace them and see instead see how they empower us to be continuous learners.

“Garbage collection is the process in which programs try to free up memory space that is no longer used by objects.” — FreeCodeCamp

Where Insights Come From by Braden Kelley

And while knowledge is important, it is perishable, it is transitory, and it is not the highest aspiration.

  1. An understanding of data allows the creation of information
  2. The consumption of information allows the creation of knowledge
  3. The exploration of knowledge allows the creation of insight
  4. The connections between insights allow the creation of wisdom

Curiosity fuels the transformation of data and information into insights and wisdom, while knowledge funnel progression is driven by a quest for efficiency.

Knowledge Funnel

Knowledge FunnelThe knowledge funnel is a useful concept learned from Roger Martin in the Design of Business. The concept highlights how any new area creating information (and hopefully knowledge) starts very much as a mystery, but as our understanding of the topic area increases, we begin to identify heuristics and make sense of it. For me, this is where we begin to move from data and information to knowledge, and then as our knowledge increases we are able to codify this knowledge into algorithms.

Importance of Curiosity to a Learn It All Culture

If you want to build a learn-it-all culture, it all starts with curiosity. Curiosity leads to inquiry, and inquiry leads to learning. The achievement of insights is the ideal outcome for learning pursuits, and insights power innovation.

I’ve been writing about the importance of curiosity and its role in innovation since 2011 or before.

“The important thing is not to stop questioning. Curiosity has its own reason for existing.” – Albert Einstein

At an event I attended in New York City in 2011, Peter Diamandis of the XPRIZE Foundation talked about how for him the link between curiosity and innovation is the following:

“What should be possible that doesn’t yet exist?”

In my article Key to Innovation Success Revealed!, on the topic of curiosity I wrote:

The reason that curiosity is the secret to innovation success is that the absence of curiosity leads to acceptance and comfort in the status quo. The absence of curiosity leads to complacency (one of the enemies of innovation) and when organizations (or societies) become complacent or comfortable, they usually get run over from behind. When organizations or societies lack curiosity, they struggle to innovate. Curiosity causes people to ask ‘Why’ questions and ‘What if’ questions. Curiosity leads to inspiration. Inspiration leads to insight. Insights lead to ideas. And in a company or society where invention, collaboration and entrepreneurship knowledge, skills, abilities and practice are encouraged, ideas lead to action.

Five Keys to Building a Learn It All Culture

Change is the one constant, and it is continuous. If it wasn’t, all of us would still be hunting animals and collecting berries. Embracing continuous change and transformation allows us to accelerate our understanding of the universe and how our organizations can serve their missions more effectively and efficiently. Continuous change requires continuous learning. To prepare our people and our organization to succeed at continuous learning we need to do these five things:

1. Develop Good Learning Hygiene

Learning is a skill. To build an organization of continuous or lifelong learners, we must first help people learn how to learn. Two of the most important learning skills that we are not taught how to do in school, but that are crucial for success at innovation and other modern pursuits are the following:

  • Deep Thinking — Few of us are good at deep thinking and as a result, deep learning. Getting people to put all of their devices away is the initial challenge. Feeling comfortable not knowing the answer and sitting at a table with nothing more than a blank piece of paper is really hard. Teaching people how to meditate beforehand can be quite helpful. The goal of course is to get people into the state of mind that allows them to think deeply and capture their idea fragments, nuggets of inquiry and micro-inspirations. This will provide the fuel for collaboration and co-creation and the next key learning skill.
  • Augmented Learning — We live during amazing times, where if we don’t know something we can Google it or ask Siri, Cortana or Alexa. All of the assistants and search engines available to us, serve to quickly augment our human knowledge, skills and abilities. Knowing how to build good search queries is an incredibly powerful life skill. Teach it.

2. Reinforce Growth Mindset Behaviors

There has been much chatter about the difference between a fixed mindset and a growth mindset. It’s not really a new concept, but instead modern packaging for the level of maturity shown by those successful professionals who are willing to say:

“I don’t know.” and “Let me find out.” and “Failure is an opportunity to learn.”

Two ways organizations can demonstrate their commitment to a growth mindset are to:

  • Celebrate Failure — Create events or other ways to share some of the most important failures of the month or quarter, and what was learned from each.
  • Fund Curiosity — If you’re hiring curious people with a growth mindset, then every employee will be curious about something. Find a way to fund their investigation and exploration of what they’re curious about – even if it is not work-related. This is a great way of demonstrating the importance of curiosity to innovation and your commitment to it.

3. Make Unlearning Socially Acceptable

We all want to be the expert, and we work hard to achieve mastery. Meaning, often we hold on too tightly as new solutions emerge. And, to adopt new ways of solving old problems, often we have to unlearn what we think we know before we can learn the new ways. Smart organizations constantly challenge what they think they know about their customers, potential partners, product-market-fit, and even where future competition might come from.

4. Flex Your Reskilling and Retraining Muscles

With the accelerating pace of change, the organizations and even the countries that invest in reskilling and retaining their employees (or citizens) are the organizations and economies that stand the best chance of continued success. As more organizations commit to being purpose-driven organizations, the costs of recruitment actually increase, making it even more important to keep the employees you attract and to reskill and retrain them as your needs change. Especially as the pace of automation also increases…

5. Create Portable Not Proprietary Knowledge

If you gave an employee ten hours to spend to either:

  • Earn a professional certification
  • Complete company-created employee training

Which do you think most employees would choose?

Sorry, but most employees view company-created trainings somewhat like the dentist. They do it because they have to.

Work with professional associations to influence certification curriculums towards the knowledge, skills and abilities you need.

Find more and better ways of encouraging mentorship.

Invest in internal internship and innovation programs that allow employees to explore the ideas and the other areas of the business they’re passionate about.

Conclusion

Transitioning from a know-it-all to a learn-it-all culture is no small feat and requires commitment and investment at a number of different levels inside the organization. I’ve highlighted the five keys to building a learn-it-all culture inside your organization, but only you can take the keys and unlock these capabilities inside your organization. Now is the time to invest in your learning transformation.

But smart countries will be thinking bigger. Smart countries will be thinking about how they can transform their educational systems to create a continuous learning mindset in their next generation, finance a move from STEM to STEAM, and commit to ongoing worker reskilling and retraining programs to support displaced workers.

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Keeping Pace with the Latest Trends in Social Media and Online Video

David Meerman ScottThe ways we communicate continue to evolve. Keeping pace with the latest trends in social media and online video, while preventing your product or service from getting lost in the digital clutter, is a daunting task. David Meerman Scott is a master at helping you speak directly to your audience, make a strong personal connection, and generate attention for your business.

In the eighth edition of The New Rules of Marketing & PR: How to Use Content Marketing, Podcasting, Social Media, AI, Live Video and Newsjacking to Reach Buyers Directly, David explores the latest approaches for highly effective public relations, marketing, and customer communications – while helping you avoid of the costs of traditional advertising!

New Rules of Marketing and PRI had the opportunity recently to interview David, a marketing strategist, entrepreneur, investor and advisor to emerging companies, and bestselling author of 12 books, including Fanocracy, about the new eighth edition of The New Rules of Marketing & PR.

Throughout his career he has been fascinated by seeing the future of how people and organizations work together, studied ‘what’s next’, and looked for patterns others don’t see.

Three times a year David (@dsmcott) is the lead marketing speaker at the legendary Tony Robbins Business Mastery events, delivering a two hour session on New Marketing Mastery.

Below is the text of the interview:

1. What is the biggest change in either PR or Marketing that today’s companies face?

I wrote this for the first edition of The New Rules of Marketing & PR back in 2007: “There used to be only three ways to get noticed: Buy expensive advertising, beg the mainstream media to tell your story for you, or hire a huge sales staff to bug people individually about your products. Now we have a better option: publishing interesting content on the web, content that your buyers want to consume.” The same is true today upon the publication of the 8th edition!

The tools of the marketing and PR trade have changed. The skills that worked offline to help you buy or beg or bug your way into opportunity are the skills of interruption and coercion. Online success comes from thinking like a journalist and publishing amazing content that will brand you as an organization or person it would be a pleasure to do business with. You are in charge of your own success.

2. Must companies re-think their approach to PR in the digital age?

Many people steeped in the tradition of product promotion naturally feel drawn to prattle on and on about their products and services. But I have news for you. Nobody cares about your products and services. Yes, you read that right.

What people do care about are themselves and how you can solve their problems. People also like to be entertained and to share in something remarkable. In order to have people talk about you and your ideas, you must resist the urge to hype your products and services. Instead, create something interesting that will be talked about online. When you get people talking on the Web, people will line up to learn more and to buy what you have to offer.

Sadly, marketers continue to hype products and services instead of understanding buyers and creating interesting content to reach them.

3. Do press releases still have value?

Yes, press releases have value but way less than most PR professionals believe. There is so much more that can be done.

Somehow along the way PR professionals have lost sight of what ‘true’ PR is and have set their focus on the media. What quick steps can PR pros take to get back to the public relations roots of creating mutually beneficial relationships with all of their publics (shareholders, stakeholders, communities, employees, etc.)?

To paraphrase the Public Relations Society of America (PRSA), definition: “Public relations helps an organization and its publics adapt mutually to each other.”

Nowhere does this description mention the media!

Somewhere along the line “public relations” became the same as “media relations.” What people need to realize is that these are different activities. Media relations, or working through journalists, is fine. Hey, who doesn’t want to be quoted in an important outlet?

But there are so many other ways to hear attention.

PR is about reaching your audience. There are many more ways to do that than just via the media: YouTube videos, blog posts, eBooks, charts, graphs, photos, a Twitter feed, a presence on Instagram, TikTok and so much more.

4. What role should LinkedIn play in companies’ marketing strategies? Any difference in your answer for B2B vs. B2C companies?

There are many social networks out there and LinkedIn is one of them. Marketers should understand their buyers and be active on the social networks that are most important to them. For many B2B businesses, LinkedIn is super important, so for them yes, LinkedIn is valuable. However many people use LinkedIn as another way to send unwanted sales messages. To be effective people should use LinkedIn to publish content and to engage with other people’s content.

Continue reading the rest of our conversation on CustomerThink

SIX more questions and answers!

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Chance to Help Make Futurism and Foresight Accessible

I’ve been hard at work building all kinds of tools to help innovation, change, transformation and design thinking practitioners be more successful in their jobs.

The number of human-centered tools in the Change Planning Toolkit v13 from the initial fifty (50) to more than SEVENTY.

I also introduced lots of inexpensive tools like the:

  1. $9.99 – Problem Finding Canvas
  2. FREE – Innovation Maturity Assessment
  3. FREE – Visual Project Charter™
  4. FREE – Experiment Canvas™
  5. FREE – ACMP Standard for Change Management® Visualization

And the core of the forthcoming Human-Centered Innovation Toolkit is well underway.

But I’ve also been exploring the very obtuse realm of futurism and foresight and pondering how to make it more accessible to us ordinary humans, and I think I’ve done it!

Chance to Help Make Futurism Accessible

I’ve created a set of TWENTY (20) simple but powerful foresight and futurism tools to power my FutureHacking™ methodology.

To spread them farther and faster I’m looking to partner with a forward-thinking organization to bring them to market.

  • Does your organization view itself as leading its customers into the future?
  • Are you looking for an amazing marketing opportunity?
  • One that would empower thousands of innovation and strategy professionals to do their own foresight and futurism work?

If so, then contact me here and we’ll build a launch plan together that connects your brand to a powerful new FutureHacking™ movement!

FutureHacking Tools Collection

Benefits to you will include, but will not be limited to:

  1. Joint promotion of your brand via my site, social media, email newsletters, etc.
  2. Presence of your logo as a sponsor on the tools and educational assets
  3. Access to the tools for your employees
  4. Other ideas you suggest!

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Creating the World’s Best Change & Transformation Book

The Perfect Change & Transformation BookOn Friday I was speaking with my publisher Palgrave Macmillan (now part of Springer) about doing a second edition of Charting Change.

This means that my publisher is interested in having me create a new version of Charting Change that would include most, if not all, of the content contained in the first edition, while also adding thousands of words of new insights (plus new pictures and tools).

This causes me to ask you the following questions:

  1. What human-centered change and transformation topics are missing from Charting Change?
  2. What information would the perfect change & transformation book contain?
  3. What tools do change management professionals and transformation leaders need to enjoy greater success in their jobs, projects, and programs?
  4. Toolkit subscribers – which of my new tools should I highlight in the second edition that I didn’t introduce in the first edition?
  5. Who do you think has something compelling to add to the conversation in an additional guest expert section in the book? And what is the topic you want to hear from them on?

Charting Change introduced my Human-Centered Change™ methodology and a suite of 50+ tools available for purchase (book buyers get access to 26 of the 50+ tools). That toolkit has since grown to a collection of 70+ tools available to toolkit subscribers.

Thank you so much to everyone who has supported the first edition thus far and also to my Human-Centered Change™ Toolkit subscribers.

I’m interested to hear in the comments below your thoughts on the questions above!
(or send me an email)

If you don’t already have a first edition copy of Charting Change, you can get one here:

https://www.amazon.com/dp/1137536950/
(support my sharing of free Human-Centered Change & Innovation tools and insights)

And don’t forget to download your Free Human-Centered Change Tools!

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Marketing Gimmick of the Year – 2021 – Air Protein

Marketing Gimmick of the Year - 2021The winner of the 2021 award for Marketing Gimmick of the Year has to be Air Protein.

The marketing premise is that the company is creating a scalable process for creating protein from ‘thin air’ using a $32 million Series A funding round and 1960’s era NASA research.

Sounds too good to be true doesn’t it?

And that’s why it’s the marketing gimmick of the year.

It’s not technically untrue, but it doesn’t give the whole picture of how the protein is actually created.

According to The Times out of the U.K., the production of Air Protein begins when purified carbon dioxide is mixed in a fermenter with hydrogenotrophs (naturally occurring microbes) to produce a flour-like substance that is 80 percent protein. This protein is then mixed with other ingredients to create meat alternatives. And believe me, this takes a lot of additional work.

So “thin air” is a bit of stretch and the marketing tagline “Meat Made from Air” stretches the depiction of reality near to the breaking point. But, it doesn’t mean the technology is still not potentially amazing and transformational.

The reason is that the way plant-based proteins and other alternative proteins are made are often even less ‘natural’.

So, it will be interesting to see how the finished product of Air Protein grades out versus the titans of the alternative meat market – Beyond and Impossible – but from a marketing perspective, they are off to a strong start!

Image credit: Air Protein

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Is Now the Time to Finally End Our Culture of Disposability?

Is Now the Time to Finally End Our Culture of Disposability?Quality used to mean something to companies.

A century ago, when people parted with their hard-earned money to buy something, they expected it to last one or more lifetimes.

Durability was a key design criteria.

But, as the stock market became more central to the American psyche and to executive compensation, the quality of available products and services began to decline in the name of profits above all else.

.

Ford Quality is job oneThere was a temporary consumer revolt decades ago that resulted in companies pretending that quality was more important than profits, but it didn’t last long. In the end, Americans accepted the decline in quality as outsourcing and globalization led to declining prices (and of course higher profits) and fewer goods carrying the “Made in the USA” label, quickly replaced by Japan, China, Mexico, Vietnam, Bangladesh and the rest.

An Inconvenient TruthAround the turn of the century we had the birth of the Cradle-to-Cradle (C2C) movement followed a few years later by Al Gore’s An Inconvenient Truth. Perhaps people were beginning to wake up to the fact that our planet’s resources are not infinite and our culture of disposability was catching up to us.

But these movements failed to maintain their momentum and the tidal wave of stores stocking disposable goods continued unabated – dollar stores and party stores spread across the country like a virus. States like New York began shipping their garbage across borders as their landfills reached capacity. Unsold goods began being dumped on the African continent and elsewhere (think about all those t-shirts printed up for the team that didn’t end up winning the Super Bowl).

Is now the time for the winds to shift yet again in favor of quality and sustainability after decades of disposability?

Will more companies better embrace sustainability like Patagonia is attempting to do?

People have been complaining for years about the high cost to repair Apple products and the increasing difficulty of executing these repairs oneself. Recently Apple was FORCED by shareholder activists to allow people to repair their iPhones. Here is their press release that tries to put a positive spin on what they were pressured into doing.

This is the moment for shareholder activists and governments around the world to force companies to design for repairability, reuse and a true accounting of the costs of their products and services inflict upon the populace and the planet. The European Union and Mexico are working together towards this not just because the planet needs this, but because The Circular Economy Creates New Business Opportunities.

Meanwhile, Toyota recently announced that starting this year (2022) in Japan that they will retrofit late-model cars with new technology if the customer desires it. The company aims to let motorists benefit from new technology without having to buy a new car. The LoraxToyota calls this “uppgrading” and defines it as retrofitting safety and convenience functions, like blind spot monitoring, emergency braking assist, rear cross-traffic alert, and the addition of a hands-free tailgate or trunk lid. Remodeling will also be an option and will include replacing worn or damaged parts inside and out, such as the upholstery, the seat cushions, and the steering wheel.

Are these two companies voluntary and involuntary actions the beginning of a trend – finally?

Or will the culture of disposability continue unabated until our natural resources are exhausted?

Do we truly live in the land of the Lorax?

Image credits: Wikimedia Commons, OldHouseOnline

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