Category Archives: Design

Voting Open – Top 40 Innovation Authors of 2025

Vote for Top 40 Innovation AuthorsHappy Holidays!

For more than a decade I’ve devoted myself to making innovation insights accessible for the greater good, because I truly believe that the better our organizations get at deliveriseng value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Authors available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021
Top 40 Innovation Bloggers of 2022
Top 40 Innovation Bloggers of 2023
Top 40 Innovation Bloggers of 2024

Do you just have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking to recognize the Top 40 Innovation Authors of 2025.

It is time to vote and help us narrow things down.

The deadline for submitting votes is December 31, 2025 at midnight GMT.

Build a Common Language of Innovation on your team

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions to this web site by an author will be a BIG contributing factor (through the end of the voting period).

You can vote in any of these three ways (and each earns points for them, so please feel free to vote all three ways):

  1. Sending us the name of the author by @reply on twitter to @innovate
  2. Adding the name of the author as a comment to this article’s posting on Facebook
  3. Adding the name of the author as a comment to this article’s posting on our Linkedin Page (Be sure and follow us)

The official Top 40 Innovation Authors of 2025 will then be announced here in early January 2026.

Here are the people who received nominations this year along with some carryover recommendations (in alphabetical order):

Adi Gaskell – @adigaskell
Alain Thys
Alex Goryachev
Andy Heikkila – @AndyO_TheHammer
Annette Franz
Arlen Meyers – @sopeofficial
Art Inteligencia
Ayelet Baron
Braden Kelley – @innovate
Brian Miller
Bruce Fairley
Chad McAllister – @ChadMcAllister
Chateau G Pato
Chris Beswick
Chris Rollins
Dr. Detlef Reis
Dainora Jociute
Dan Blacharski – @Dan_Blacharski
Daniel Burrus – @DanielBurrus
Daniel Lock
David Burkus
Dean and Linda Anderson
Dennis Stauffer
Diana Porumboiu
Douglas Ferguson
Drew Boyd – @DrewBoyd
Frank Mattes – @FrankMattes
Geoffrey A Moore
Gregg Fraley – @greggfraley
Greg Satell – @Digitaltonto
Helen Yu
Howard Tiersky
Janet Sernack – @JanetSernack
Jeffrey Baumgartner – @creativejeffrey
Jeff Freedman – @SmallArmyAgency
Jeffrey Phillips – @ovoinnovation
Jesse Nieminen – @nieminenjesse
John Bessant
Jorge Barba – @JorgeBarba
Julian Birkinshaw – @JBirkinshaw
Julie Anixter – @julieanixter
Kate Hammer – @Kate_Hammer
Kevin McFarthing – @InnovationFixer
Leo Chan
Lou Killeffer – @LKilleffer
Manuel Berdoy

Accelerate your change and transformation success

Mari Anixter- @MariAnixter
Maria Paula Oliveira – @mpaulaoliveira
Matthew E May – @MatthewEMay
Michael Graber – @SouthernGrowth
Mike Brown – @Brainzooming
Mike Shipulski – @MikeShipulski
Mukesh Gupta
Nick Jain
Nick Partridge – @KnewNewNeu
Nicolas Bry – @NicoBry
Nicholas Longrich
Norbert Majerus and George Taninecz
Pamela Soin
Patricia Salamone
Paul Hobcraft – @Paul4innovating
Paul Sloane – @paulsloane
Pete Foley – @foley_pete
Rachel Audige
Ralph Christian Ohr – @ralph_ohr
Randy Pennington
Richard Haasnoot – @Innovate2Grow
Robert B Tucker – @RobertBTucker
Robyn Bolton – @rm_bolton
Saul Kaplan – @skap5
Shep Hyken – @hyken
Shilpi Kumar
Scott Anthony – @ScottDAnthony
Scott Bowden – @scottbowden51
Shelly Greenway – @ChiefDistiller
Soren Kaplan – @SorenKaplan
Stefan Lindegaard – @Lindegaard
Stephen Shapiro – @stephenshapiro
Steve Blank
Steven Forth – @StevenForth
Tamara Kleinberg – @LaunchStreet
Teresa Spangler – @composerspang
Tom Koulopoulos – @TKspeaks
Tullio Siragusa
Yoram Solomon – @yoram

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We’re curious to see who you think is worth reading!

Ranking Your Top 10 Micro Moments

Ranking Your Top 10 Micro Moments

GUEST POST from Robyn Bolton

Everybody loves a Top X list. This past week I’ve read the Top 100 Best Comedy Movies of All TimeThe 100 Best Episodes of the Century, and the NYT’s 100 Notable Books of 2025. And all this before we’re inundated with the Top 10 lists sports, politics, celebrity news, world news, and whatever other topic a writer can dream up.

Top X Lists are about big things, events that affect everyone or that will be remembered for decades. And while those Macro-moments are what stand out in our memories, they rarely define our everyday existence.

What are Micro-moments?

I first heard of Micro-moments in an interview between Dan Shipper, founder of Every, and Henrik Werdelin, founder of Prehype (an incubator that helped launch Barkbox and Ro Health).  According to Werdelin:

Micro-moments for me are things when I’m in flow and things where I’m happy.  It can’t be a big thing like  having a family.  It has to be a very concrete things like I like walking over the Brooklyn Bridge in the morning.  It’s just something I get profoundly happy about, right? Or I like being in brainstorm meetings with (other entrepreneurs).

But his list of Micro-moments isn’t just a new-age happiness manifestation, it’s an actual decision-making tool.  Werdelin explains:

I was basically trying to figure out what to do next and I was keeping all my options open.  I got offered a job to run BBC Digital on the international side and then I got offered a job at a design agency called Wolf Collins who had an incredible CEO.

And so, I ended up having these 30 concrete [moments] where I’ve done stuff and then I started to use that as a way to measure options that would be thrown at me.  The BBC sounded like it would be a lot of money, and it was like a cool job, and it would give me, I guess, self-esteem for a second. But then when I looked at what it would entail, none of the Micro-moments would be included so I was like, “ah, probably not for me.”

My first Micro-reactions

  1. Eye roll: Thank goodness you had a list of Micro-moments so you could avoid the soul sucking horror of running BBC Digital!
  2. Righteous indignation: Do you have any idea how hard it is out there to find a job? People would be thrilled to have a job that delivers only ONE Micro-moment of happiness?!
  3. Breathe: Wait a second. What if Mico-moments don’t determine your role. What if Micro-moments…perhaps…mean a little bit more! (yes, that is a terrible rephrasing of the Grinch’s epiphany)

Micro-moments are more than moments of flow and joy. They’re the moments that make up our lives, relationships, and view of the world. They’re the moments that should be on our Top 10 lists but too often get crowded out by noisier, bigger moments.

They’re also things we can create, design for, and sometimes even control.

What are YOUR Micro-moments?

As the period of end-of-year reflection approaches, think about your Micro-moments. What small, concrete moments that brought you flow, joy, or peace, this year? Where were you? What were you doing? Who were you with? Jot them down.

When the new year dawns, go back to your list and get curious. What are the common themes, people, places, and activities in your Micro-moments. Write down what you notice.

As the year kicks into gear and everyone settles back into work and school routines, return to your list and start planning. How might you create more Micro-moments?

Life is made up of moments. Many of them are beyond our control. But some of them aren’t. And wouldn’t it be great to know which ones make us happiest so we can experience them more often?

Image credit: Pexels

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Nominations Open – Top 40 Innovation Authors of 2025

Nominations Open for the Top 40 Innovation Authors of 2025Human-Centered Change and Innovation loves making innovation insights accessible for the greater good, because we truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Authors available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021
Top 40 Innovation Bloggers of 2022
Top 40 Innovation Bloggers of 2023
Top 40 Innovation Bloggers of 2024

Do you have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking for the Top 40 Innovation Authors of 2025.

The deadline for submitting nominations is December 24, 2025 at midnight GMT.

You can submit a nomination either of these two ways:

  1. Sending us the name of the author and the url of their blog by @reply on twitter to @innovate
  2. Sending the name of the author and the url of their blog and your e-mail address using our contact form

(Note: HUGE bonus points for being a contributing author)

So, think about who you like to read and let us know by midnight GMT on December 24, 2025.

We will then compile a voting list of all the nominations, and publish it on December 25, 2025.

Voting will then be open from December 25, 2025 – January 1, 2026 via comments and twitter @replies to @innovate.

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions by an author to this web site will be a contributing factor.

Contact me with writing samples if you’d like to publish your articles on our platform!

The official Top 40 Innovation Authors of 2025 will then be announced on here in early January 2026.

We’re curious to see who you think is worth reading!

SPECIAL BONUS: From now until December 31, 2025 you can get either the hardcover or softcover of my latest best-selling book Charting Change (free shipping worldwide) for only £/$/€ 23.99 (~36% OFF).

Support this blog by getting your copy of Charting Change

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The Wood-Fired Automobile

WWII’s Forgotten Lesson in Human-Centered Resourcefulness

LAST UPDATED: December 14, 2025 at 5:59 PM

The Wood-Fired Automobile

GUEST POST from Art Inteligencia

Innovation is often romanticized as the pursuit of the new — sleek electric vehicles, AI algorithms, and orbital tourism. Yet, the most profound innovation often arises not from unlimited possibility, but from absolute scarcity. The Second World War offers a stark, compelling lesson in this principle: the widespread adoption of the wood-fired automobile, or the gasogene vehicle.

In the 1940s, as global conflict choked off oil supplies, nations across Europe and Asia were suddenly forced to find an alternative to gasoline to keep their civilian and military transport running. The solution was the gas generator (or gasifier), a bulky metal unit often mounted on the rear or side of a vehicle. This unit burned wood, charcoal, or peat, not for heat or steam, but for gas. The process — pyrolysis — converted solid fuel into a combustible mixture of carbon monoxide, hydrogen, and nitrogen known as “producer gas” or “wood gas,” which was then filtered and fed directly into the vehicle’s conventional internal combustion engine. This adaptation was a pure act of Human-Centered Innovation: it preserved mobility and economic function using readily available, local resources, ensuring the continuity of life amidst crisis.

The Scarcity Catalyst: Unlearning the Oil Dependency

Before the war, cars ran on gasoline. When the oil dried up, the world faced a moment of absolute unlearning. Governments and industries could have simply let transportation collapse, but the necessity of maintaining essential services (mail, food distribution, medical transport) forced them to pivot to what they had: wood and ingenuity. This highlights a core innovation insight: the constraints we face today — whether supply chain failures or climate change mandates — are often the greatest catalysts for creative action.

Gasogene cars were slow, cumbersome, and required constant maintenance, yet their sheer existence was a triumph of adaptation. They provided roughly half the power of a petrol engine, requiring drivers to constantly downshift on hills and demanding a long, smoky warm-up period. But they worked. The innovation was not in the vehicle itself, which remained largely the same, but in the fuel delivery system and the corresponding behavioral shift required by the drivers and mechanics.

Case Study 1: Sweden’s Total Mobilization of Wood Gas

Challenge: Maintaining Neutrality and National Mobility Under Blockade

During WWII, neutral Sweden faced a complete cutoff of its oil imports. Without liquid fuel, the nation risked economic paralysis, potentially undermining its neutrality and ability to supply its citizens. The need was immediate and total: convert all essential vehicles.

Innovation Intervention: Standardization and Centralization

Instead of relying on fragmented, local solutions, the Swedish government centralized the gasifier conversion effort. They established the Gasogenkommittén (Gas Generator Committee) to standardize the design, production, and certification of gasifiers (known as gengas). Manufacturers such as Volvo and Scania were tasked not with building new cars, but with mass-producing the conversion kits.

  • By 1945, approximately 73,000 vehicles — nearly 90% of all Swedish vehicles, from buses and trucks to farm tractors and private cars — had been converted to run on wood gas.
  • The government created standardized wood pellet specifications and set up thousands of public wood-gas fueling stations, turning the challenge into a systematic, national enterprise.

The Innovation Impact:

Sweden demonstrated that human resourcefulness can completely circumvent a critical resource constraint at a national scale. The conversion was not an incremental fix; it was a wholesale, government-backed pivot that secured national resilience and mobility using entirely domestic resources. The key was standardized conversion — a centralized effort to manage distributed complexity.

Fischer-Tropsch Process

Case Study 2: German Logistics and the Bio-Diesel Experiment

Challenge: Fueling a Far-Flung Military and Civilian Infrastructure

Germany faced a dual challenge: supplying a massive, highly mechanized military campaign while keeping the domestic civilian economy functional. While military transport relied heavily on synthetic fuel created through the Fischer-Tropsch process, the civilian sector and local military transport units required mass-market alternatives.

Innovation Intervention: Blended Fuels and Infrastructure Adaptation

Beyond wood gas, German innovation focused on blended fuels. A crucial adaptation was the widespread use of methanol, ethanol, and various bio-diesels (esters derived from vegetable oils) to stretch dwindling petroleum reserves. While wood gasifiers were used on stationary engines and some trucks, the government mandated that local transport fill up with methanol-gasoline blends. This forced a massive, distributed shift in fuel pump calibration and engine tuning across occupied Europe.

  • The adaptation required hundreds of thousands of local mechanics, from France to Poland, to quickly unlearn traditional engine maintenance and become experts in the delicate tuning required for lower-energy blended fuels.
  • This placed the burden of innovation not on a central R&D lab, but on the front-line workforce — a pure example of Human-Centered Innovation at the operational level.

The Innovation Impact:

This case highlights how resource constraints force innovation across the entire value chain. Germany’s transport system survived its oil blockade not just through wood gasifiers, but through a constant, low-grade innovation treadmill of fuel substitution, blending, and local adaptation that enabled maximum optionality under duress. The lesson is that resilience comes from flexibility and decentralization.

Conclusion: The Gasogene Mindset for the Modern Era

The wood-fired car is not a relic of the past; it is a powerful metaphor for the challenges we face today. We are currently facing the scarcity of time, carbon space, and public trust. We are entirely reliant on systems that, while efficient in normal times, are dangerously fragile under stress. The shift to sustainability, the move away from centralized energy grids, and the adoption of closed-loop systems all require the Gasogene Mindset — the ability to pivot rapidly to local, available resources and fundamentally rethink the consumption model.

Modern innovators must ask: If our critical resource suddenly disappeared, what would we use instead? The answer should drive our R&D spending today. The history of the gasogene vehicle proves that sufficiency is the mother of ingenuity, and the greatest innovations often solve the problem of survival first. We must learn to innovate under constraint, not just in comfort.

“The wood-fired car teaches us that every constraint is a hidden resource, if you are creative enough to extract it.” — Braden Kelley

Frequently Asked Questions About Wood Gas Vehicles

1. How does a wood gas vehicle actually work?

The vehicle uses a gasifier that burns wood or charcoal in a low-oxygen environment (a process called pyrolysis). This creates a gas mixture (producer gas) which is then cooled, filtered, and fed directly into the vehicle’s standard internal combustion engine to power it, replacing gasoline.

2. How did the performance of a wood gas vehicle compare to gasoline?

Gasogene cars provided significantly reduced performance, typically delivering only 50-60% of the power of the original gasoline engine. They were slower, had lower top speeds, required frequent refueling with wood, and needed a 15-30 minute warm-up period to start producing usable gas.

3. Why aren’t these systems used today, given their sustainability?

The system is still used in specific industrial and remote applications (power generation), but not widely in transportation because of the convenience and energy density of liquid fuels. Wood gasifiers are large, heavy, require constant manual fueling and maintenance (clinker removal), and produce a low-energy gas that limits speed and range, making them commercially unviable against modern infrastructure.

Your first step toward a Gasogene Mindset: Identify one key external resource your business or team relies on (e.g., a software license, a single supplier, or a non-renewable material). Now, design a three-step innovation plan for a world where that resource suddenly disappears. That plan is your resilience strategy.

Disclaimer: This article speculates on the potential future applications of cutting-edge scientific research. While based on current scientific understanding, the practical realization of these concepts may vary in timeline and feasibility and are subject to ongoing research and development.

Image credit: Google Gemini

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Important Questions for Innovation

Important Questions for Innovation

GUEST POST from Mike Shipulski

Here are some important questions for innovation.

What’s the Distinctive Value Proposition? The new offering must help the customer make progress. How does the customer benefit? How is their life made easier? How does this compare to the existing offerings? Summarize the difference on one page. If the innovation doesn’t help the customer make progress, it’s not an innovation.

Is it too big or too small? If the project could deliver sales growth that would dwarf the existing sales numbers for the company, the endeavor is likely too big. The company mindset and philosophy would have to be destroyed. Are you sure you’re up to the challenge? If the project could deliver only a small increase in sales, it’s likely not worth the time and expense. Think return on investment. There’s no right answer, but it’s important to ask the question and set the limits for too big and too small. If it could grow to 10% of today’s sales numbers, that’s probably about right.

Why us? There’s got to be a reason why you’re the right company to do this new work. List the company’s strengths that make the work possible. If you have several strengths that give you an advantage, that’s great. And if one of your weaknesses gives you an advantage, that works too. Step on the accelerator. If none of your strengths give you an advantage, choose another project.

How do we increase our learning rate? First thing, define Learning Objectives (LOs). And once defined, create a plan to achieve them quickly. Here’s a hint. Define what it takes to satisfy the LOs. Here’s another hind. Don’t build a physical prototype. Instead, create a website that describes the potential offering and its value proposition and ask people if they want to buy it. Collect the data and refine the offering based on your learning. Or, create a one-page sales tool and show it to ten potential customers. Define your learning and use the learning to decide what to do next.

Then what? If the first phase of the work is successful, there must be a then what. There must be an approved plan (funding, resources) for the second phase before the first phase starts. And the same thing goes for the follow-on phases. The easiest way to improve innovation effectiveness is avoid starting phase one of projects when their phase two is unfunded. The fastest innovation project is the wrong one that never starts.

How do we start? Define how much money you want to spend. Formalize your business objectives. Choose projects that could meet your business objectives. Free up your best people. Learn as quickly as you can.

Image credit: Unsplash

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Why 4D Printing is the Next Frontier of Human-Centered Change

The Adaptive Product

LAST UPDATED: November 29, 2025 at 9:23 AM

Why 4D Printing is the Next Frontier of Human-Centered Change

GUEST POST from Art Inteligencia

For centuries, the pinnacle of manufacturing innovation has been the creation of a static, rigid, and perfect form. Additive Manufacturing, or 3D printing, perfected this, giving us complexity without molds. But a seismic shift is underway, introducing the fourth dimension: time. 4D Printing is the technology that builds products designed to change their shape, composition, or functionality autonomously in response to environmental cues.

The innovation isn’t merely in the print, but in the programmable matter. These are objects with embedded behavioral code, turning raw materials into self-assembling, self-repairing, or self-adapting systems. For the Human-Centered Change leader, this is profoundly disruptive, moving design thinking from What the object is, to How the object behaves across its entire lifespan and in shifting circumstances.

The core difference is simple: 3D printing creates a fixed object. 4D printing creates a dynamic system.

The Mechanics of Transformation: Smart Materials

4D printing leverages existing 3D printing technologies (like Stereolithography or Fused Deposition Modeling) but uses Smart Materials instead of traditional static plastics. These materials have properties programmed into their geometry that cause them to react to external stimuli. The key material categories include:

  • Shape Memory Polymers (SMPs): These materials can be printed into one shape (Shape A), deformed into a temporary shape (Shape B), and then recover Shape A when exposed to a specific trigger, usually heat (thermo-responsive).
  • Hydrogels: These polymers swell or shrink significantly when exposed to moisture or water (hygromorphic), allowing for large-scale, water-driven shape changes.
  • Biomaterials and Composites: Complex structures combining stiff and responsive materials to create controlled folding, bending, or twisting motions.

This allows for the creation of Active Origami—intricate, flat-packed structures that self-assemble into complex 3D forms when deployed or activated.

Case Study 1: The Self-Adapting Medical Stent

Challenge: Implanting Devices in Dynamic Human Biology

Traditional medical stents (small tubes used to open blocked arteries) are fixed in size and delivered via invasive surgery or catheter-based deployment. Once implanted, they cannot adapt to a patient’s growth or unexpected biological changes, sometimes requiring further intervention.

4D Printing Intervention: The Time-Lapse Stent

Researchers have pioneered the use of 4D printing to create stents made of bio-absorbable, shape-memory polymers. These devices are printed in a compact, temporarily fixed state, allowing for minimally invasive insertion. Upon reaching the target location inside the body, the polymer reacts to the patient’s body temperature (the Thermal Stimulus).

  • The heat triggers the material to return to its pre-programmed, expanded shape, safely opening the artery.
  • The material is designed to gradually and safely dissolve over months or years once its structural support is no longer needed, eliminating the need for a second surgical removal.

The Human-Centered Lesson:

This removes the human risk and cost associated with two major steps: the complexity of surgical deployment (by making the stent initially small and flexible) and the future necessity of removal (by designing it to disappear). The product adapts to the patient, rather than the patient having to surgically manage the product.

Case Study 2: The Adaptive Building Facade

Challenge: Passive Infrastructure in Dynamic Climates

Buildings are static, but the environment is not. Traditional building systems require complex, motor-driven hardware and electrical sensors to adapt to sun, heat, and rain, leading to high energy costs and mechanical failure.

4D Printing Intervention: Hygromorphic Shading Systems

Inspired by how pinecones open and close based on humidity, researchers are 4D-printing building facade elements (shades, shutters) using bio-based, hygromorphic composites (materials that react to moisture). These large-scale prints are installed without any wires or motors.

  • When the air is dry and hot (high sun exposure), the material remains rigid, allowing light in.
  • When humidity increases (signaling impending rain or high moisture), the material absorbs the water vapor and is designed to automatically bend and curl, creating a self-shading or self-closing surface.

The Human-Centered Lesson:

This shifts the paradigm of sustainability from complex digital control systems to material intelligence. It reduces energy consumption and maintenance costs by eliminating mechanical components. The infrastructure responds autonomously and elegantly to the environment, making the building a more resilient and sustainable partner for the human occupants.

The Companies and Startups Driving the Change

The field is highly collaborative, bridging material science and industrial design. Leading organizations are often found in partnership with academic pioneers like MIT’s Self-Assembly Lab. Major additive manufacturing companies like Stratasys and Autodesk have made significant investments, often focusing on the software and material compatibility required for programmable matter. Other key players include HP Development Company and the innovative work coming from specialized bioprinting firms like Organovo, which explores responsive tissues. Research teams at institutions like the Georgia Institute of Technology continue to push the boundaries of multi-material 4D printing systems, making the production of complex, shape-changing structures faster and more efficient. The next generation of breakthroughs will emerge from the seamless integration of these material, design, and software leaders.

“4D printing is the ultimate realization of design freedom. We are no longer limited to designing for the moment of creation, but for the entire unfolding life of the product.”

The implications of 4D printing are vast, spanning aerospace (self-deploying antennae), consumer goods (adaptive footwear), and complex piping systems (self-regulating valves). For change leaders, the mandate is clear: start viewing your products and infrastructure not as static assets, but as programmable actors in a continuous, changing environment.

Frequently Asked Questions About 4D Printing

1. What is the “fourth dimension” in 4D Printing?

The fourth dimension is time. 4D printing refers to 3D-printed objects that are created using smart, programmable materials that change their shape, color, or function over time in response to specific external stimuli like heat, light, or water/humidity.

2. How is 4D Printing different from 3D Printing?

3D printing creates a final, static object. 4D printing uses the same additive manufacturing process but employs smart materials (like Shape Memory Polymers) that are programmed to autonomously transform into a second, pre-designed shape or state when a specific environmental condition is met, adding the element of time-based transformation.

3. What are the main applications for 4D Printing?

Applications are strongest where adaptation or deployment complexity is key. This includes biomedical devices (self-deploying stents), aerospace (self-assembling structures), soft robotics (flexible, adaptable grippers), and self-regulating infrastructure (facades that adjust to weather).

Your first step toward adopting 4D innovation: Identify one maintenance-heavy, mechanical component in your operation that is currently failing due to environmental change (e.g., a simple valve or a passive weather seal). Challenge your design team to rethink it as an autonomous, 4D-printed shape-memory structure that requires no external power source.

Disclaimer: This article speculates on the potential future applications of cutting-edge scientific research. While based on current scientific understanding, the practical realization of these concepts may vary in timeline and feasibility and are subject to ongoing research and development.

Image credit: Google Gemini

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1,000+ Free Innovation, Change and Design Quotes Slides

LAST UPDATED: November 12, 2025 at 10:21AM
1,000+ Free Innovation, Change and Design Quotes Slides

Spice Up Your Meetings, Presentations, Keynotes and Workshops

I’m flattered that people have been quoting my keynote speeches and my first two books Stoking Your Innovation Bonfire and Charting Change (now in its Second Edition).

So, I’m making some of my favorite quotes available from myself and other thought leaders in a fun, visual, easily shareable format.

I’ve been publishing them on Instagram, LinkedIn, Facebook, and Twitter.

Find a compelling quote for a meeting, presentation, workshop or keynote speech on any of these topics:

  • Innovation
  • Design
  • Customer Experience
  • Digital Transformation
  • Change
  • Creativity
  • Leadership
  • Design Thinking

Download twenty (20) volumes of fifty (50) quote posters, for a total of 1,000 (with more on the way), for FREE from my store:

You can add them all to your shopping cart at once and download them for FREE.

Print them, share them on social media, or use them in your presentations, keynote speeches or workshops.

They are all Adobe PDF’s and the best way to add them to your presentation is to:

  1. Put the PDF into FULL SCREEN MODE
  2. Take a screenshot
  3. Paste it into your presentation
  4. Crop it and adjust the size to your liking
  5. Change the background color of the slide to a suitable color (if necessary)

Contact me with your favorite quote or to book me for a keynote, workshop, or piece of commissioned content to attract new customers.

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The AI Agent Paradox

How E-commerce Must Proactively Manage Experiences Created Without Their Consent

LAST UPDATED: November 7, 2025 at 4:31 PM

The AI Agent Paradox

GUEST POST from Art Inteligencia

A fundamental shift is underway in the world of e-commerce, moving control of the customer journey out of the hands of the brand and into the hands of the AI Agent. The recent lawsuit by Amazon against Perplexity regarding unauthorized access to user accounts by its agentic browser is not an isolated legal skirmish; it is a red flag moment for every company that sells online. The core challenge is this: AI agents are building and controlling the shopping experience — the selection, the price comparison, the checkout path — often without the e-commerce site’s knowledge or consent.

This is the AI Agent Paradox: The most powerful tool for customer convenience (the agent) simultaneously poses the greatest threat to brand control, data integrity, and monetization models. The era of passively optimizing a webpage is over. The future belongs to brands that actively manage their relationship with the autonomous, agentic layer that sits between them and their human customers.

The Three Existential Threats of the Autonomous Agent

Unmanaged AI agents, operating as digital squatters on your site, create immediate systemic problems for e-commerce sites:

  1. Data Integrity and Scraping Overload: Agents typically use resource-intensive web scraping techniques that overload servers and pollute internal analytics. The shopping experience they create is invisible to the brand’s A/B testing and personalization engines.
  2. Brand Bypass and Commoditization: Agents prioritize utility over loyalty. If a customer asks for “best price on noise-cancelling headphones,” the agent may bypass your brand story, unique value propositions, and even your preferred checkout flow, reducing your products to mere SKU and price points. This is the Brand Bypass threat.
  3. Security and Liability: Unauthorized access, especially to user accounts (as demonstrated by the Amazon-Perplexity case), creates massive security vulnerabilities and legal liability for the e-commerce platform, which is ultimately responsible for protecting user data.

The How-To: Moving from Resistance to Proactive Partnership

Instead of relying solely on defensive legal action (which is slow and expensive), e-commerce brands must embrace a proactive, human-centered API strategy. The goal is to provide a superior, authorized experience for the AI agents, turning them from adversaries into accelerated sales channels — and honoring the trust the human customer places in their proxy.

Step 1: Build the Agent-Optimized API Layer

Treat the AI agent as a legitimate, high-volume customer with unique needs (structured data, speed). Design a specific, clean Agent API separate from your public-facing web UI. This API should allow agents to retrieve product information, pricing, inventory status, and execute checkout with minimal friction and maximum data hygiene. This immediately prevents the resource-intensive web scraping that plagues servers.

Step 2: Define and Enforce the Rules of Engagement

Your Terms of Service (TOS) must clearly articulate the acceptable use of your data by autonomous agents. Furthermore, the Agent API must enforce these rules programmatically. You can reward compliant agents (faster access, richer data) and throttle or block non-compliant agents (those attempting unauthorized access or violating rate limits). This is where you insert your brand’s non-negotiables, such as attribution requirements or user privacy protocols, thereby regaining control.

Step 3: Offer Value-Added Agent Services and Data

This is the shift from defense to offense. Give agents a reason to partner with you and prefer your site. Offer exclusive agent-only endpoints that provide aggregated, structured data your competitors don’t, such as sustainable sourcing information, local inventory availability, or complex configurator data. This creates a competitive advantage where the agent actually prefers to send traffic to your optimized channel because it provides a superior outcome for the human user.

Case Study 1: The Furniture Retailer and the AI Interior Designer

Challenge: Complex, Multivariable E-commerce Decisions

A high-end furniture and décor retailer struggled with low conversion rates because buying furniture requires complex decisions (size, material, delivery time). Customers were leaving the site to use third-party AI interior design tools.

Proactive Partnership:

The retailer created a “Design Agent API.” This API didn’t just provide price and SKU; it offered rich, structured data on 3D model compatibility, real-time customization options, and material sustainability scores. They partnered with a leading AI interior design platform, providing the agent direct, authorized access to this structured data. The AI agent, in turn, could generate highly accurate virtual room mock-ups using the retailer’s products. This integration streamlined the complex path to purchase, turning the agent from a competitor into the retailer’s most effective pre-visualization sales tool.

Case Study 2: The Specialty Grocer and the AI Recipe Planner

Challenge: Fragmented Customer Journey from Inspiration to Purchase

An online specialty grocer, focused on rare and organic ingredients, saw their customers using third-party AI recipe planners and shopping list creators, which often failed to locate the grocer’s unique SKUs or sent traffic to competitors.

Proactive Partnership:

The grocer developed a “Recipe Fulfillment Endpoint.” They partnered with two popular AI recipe apps. When a user generated a recipe, the AI agent, using the grocer’s endpoint, could instantly check ingredient availability, price, and even offer substitute suggestions from the grocer’s unique inventory. The agent generated a “One-Click, Fully-Customized Cart” for the grocer. The grocer ensured the agent received a small attribution fee (a form of commission), turning the agent into a reliable, high-converting affiliate sales channel. This formalized partnership eliminated the friction between inspiration and purchase, driving massive, high-margin sales.

The Human-Centered Imperative

Ultimately, this is a human-centered change challenge. The human customer trusts their AI agent to act on their behalf. By providing a clean, transparent, and optimized path for the agent, the e-commerce brand is honoring that trust. The focus shifts from control over the interface to control over the data and the rules of interaction. This strategy not only improves server performance and data integrity but also secures the brand’s place in the customer’s preferred, agent-mediated future.

“The AI agent is your customer’s proxy. If you treat the proxy poorly, you treat the customer poorly. The future of e-commerce is not about fighting the agents; it’s about collaborating with them to deliver superior value.” — Braden Kelley

The time to move beyond the reactive defense and into proactive partnership is now. The e-commerce leaders of tomorrow will be the ones who design the best infrastructure for the machines that shop for humans. Your essential first step: Form a dedicated internal team to prototype your Agent API, defining the minimum viable, structured data you can share to incentivize collaboration over scraping.

Image credit: Google Gemini

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Cutting-Edge Ways to Decouple Data Growth from Power and Water Consumption

The Sustainability Imperative

LAST UPDATED: November 1, 2025 at 8:59 AM

Cutting-Edge Ways to Decouple Data Growth from Power and Water Consumption

GUEST POST from Art Inteligencia

The global digital economy runs on data, and data runs on power and water. As AI and machine learning rapidly accelerate our reliance on high-density compute, the energy and environmental footprint of data centers has become an existential challenge. This isn’t just an engineering problem; it’s a Human-Centered Change imperative. We cannot build a sustainable future on an unsustainable infrastructure. Leaders must pivot from viewing green metrics as mere compliance to seeing them as the ultimate measure of true operational innovation — the critical fuel for your Innovation Bonfire.

The single greatest drain on resources in any data center is cooling, often accounting for 30% to 50% of total energy use, and requiring massive volumes of water for evaporative systems. The cutting edge of sustainable data center design is focused on two complementary strategies: moving the cooling load outside the traditional data center envelope and radically reducing the energy consumed at the chip level. This fusion of architectural and silicon-level innovation is what will decouple data growth from environmental impact.

The Radical Shift: Immersive and Locational Cooling

Traditional air conditioning is inefficient and water-intensive. The next generation of data centers is moving toward direct-contact cooling systems that use non-conductive liquids or leverage natural environments.

Immersion Cooling: Direct-to-Chip Efficiency

Immersion Cooling involves submerging servers directly into a tank of dielectric (non-conductive) fluid. This is up to 1,000 times more efficient at transferring heat than air. There are two primary approaches: single-phase (fluid remains liquid, circulating to a heat exchanger) and two-phase (fluid boils off the server, condenses, and drips back down).

This method drastically reduces cooling energy and virtually eliminates water consumption, leading to Power Usage Effectiveness (PUE) ratios approaching the ideal 1.05. Furthermore, the fluid maintains a more stable, higher operating temperature, making the waste heat easier to capture and reuse, which leads us to our first case study.

Case Study 1: China’s Undersea Data Center – Harnessing the Blue Economy

China’s deployment of a commercial Undersea Data Center (UDC) off the coast of Shanghai is perhaps the most audacious example of locational cooling. This project, developed by Highlander and supported by state entities, involves submerging sealed server modules onto the seabed, where the stable, low temperature of the ocean water is used as a natural, massive heat sink.

The energy benefits are staggering: developers claim UDCs can reduce electricity consumption for cooling by up to 90% compared to traditional land-based facilities. The accompanying Power Usage Effectiveness (PUE) target is below 1.15 — a world-class benchmark. Crucially, by operating in a closed system, it eliminates the need for freshwater entirely. The UDC also draws nearly all its remaining power from nearby offshore wind farms, making it a near-zero carbon, near-zero water compute center. This bold move leverages the natural environment as a strategic asset, turning a logistical challenge (cooling) into a competitive advantage.

Case Study 2: The Heat Reuse Revolution at a Major Cloud Provider

Another powerful innovation is the shift from waste heat rejection to heat reuse. This is where true circular economy thinking enters data center design. A major cloud provider (Microsoft, with its various projects) has pioneered systems that capture the heat expelled from liquid-cooled servers and redirect it to local grids.

In one of their Nordic facilities, the waste heat recovered from the servers is fed directly into a local district heating system. The data center effectively acts as a boiler for the surrounding community, warming homes, offices, and water. This dramatically changes the entire PUE calculation. By utilizing the heat rather than simply venting it, the effective PUE dips well below the reported operational figure, transforming the data center from an energy consumer into an energy contributor. This demonstrates that the true goal is not just to lower consumption, but to create a symbiotic relationship where the output of one system (waste heat) becomes the valuable input for another (community heating).

“The most sustainable data center is the one that gives back more value to the community than it takes resources from the planet. This requires a shift from efficiency thinking to regenerative design.”

Innovators Driving the Sustainability Stack

Innovation is happening at every layer, from infrastructure to silicon:

Leading companies and startups are rapidly advancing sustainable data centers. In the cooling space, companies like Submer Technologies specialize in immersion cooling solutions, making it commercially viable for enterprises. Meanwhile, the power consumption challenge is being tackled at the chip level. AI chip startups like Cerebras Systems and Groq are designing new architectures (wafer-scale and Tensor Streaming Processors, respectively) that aim to deliver performance with vastly improved energy efficiency for AI workloads compared to general-purpose GPUs. Furthermore, cloud infrastructure provider Crusoe focuses on powering AI data centers exclusively with renewable or otherwise stranded, environmentally aligned power sources, such as converting flared natural gas into electricity for compute, tackling the emissions challenge head-on.

The Future of Decoupling Growth

To lead effectively in the next decade, organizations must recognize that the convergence of these technologies — immersion cooling, locational strategy, chip efficiency, and renewable power integration — is non-negotiable. Data center sustainability is the new frontier for strategic change. It requires empowered agency at the engineering level, allowing teams to move fast on Minimum Viable Actions (MVAs) — small, rapid tests of new cooling fluids or localized heat reuse concepts — without waiting for monolithic, years-long CapEx approval. By embedding sustainability into the very definition of performance, we don’t just reduce a footprint; we create a platform for perpetual, human-driven innovation.

You can learn more about how the industry is adapting to these challenges in the face of rising heat from AI in the video:

This video discusses the limitations of traditional cooling methods and the necessity of liquid cooling solutions for next-generation AI data centers.

Disclaimer: This article speculates on the potential future applications of cutting-edge scientific research. While based on current scientific understanding, the practical realization of these concepts may vary in timeline and feasibility and are subject to ongoing research and development.

UPDATE: Apparently, Microsoft has been experimenting with underwater data centers for years and you can learn more about them and progress in this area in this video here:

Image credit: Google Gemini

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Picking Innovation Projects in Four Questions or Less

Picking Innovation Projects in Four Questions or Less

GUEST POST from Mike Shipulski

It’s a challenge to prioritize and choose innovation projects. There are open questions on the technology, the product/service, the customer, the price and sales volume. Other than that, things are pretty well defined.

But with all that, you’ve still go to choose. Here are four questions that may help in your selection process:

1. Is it big enough?

The project will be long, expensive and difficult. And if the potential increase in sales is not big enough, the project is not worth starting. Think (Price – Cost) x Volume. Define a minimum viable increase in sales and bound it in time. For example, the minimum incremental sales is twenty five million dollars after five years in the market. If the project does not have the potential to meet those criteria, don’t do the project. The difficult question – How to estimate the incremental sales five years after launch? The difficult answer – Use your best judgement to estimate sales based on market size and review your assumptions and predictions with seasoned people you trust.

2. Why you?

High growth markets/applications are attractive to everyone, including the big players and the well-funded start-ups. How does your company have an advantage over these tough competitors? What about your company sets you apart? Why will customers buy from you? If you don’t have good answers, don’t start the project. Instead, hold the work hostage and take the time to come up with good answers. If you come up with good answers, try to answer the next questions. If you don’t, choose another project.

3. How is it different?

If the new technology can’t distinguish itself over existing alternatives, you don’t have a project worth starting. So, how is your new offering (the one you’re thinking about creating) better than the ones that can be purchased today? What’s the new value to the customer? Or, in the lingo of the day, what is the Distinctive Value Proposition (DVP)? If there’s no DVP, there’s no project. If you’re not sure of the DVP, figure that out before investing in the project. If you have a DVP but aren’t sure it’s good enough, figure out how to test the DVP before bringing the DVP to life.

4. Is it possible?

Usually, this is where everyone starts. But I’ve listed it last, and it seems backward. Would you rather spend a year making it work only to learn no one wants it, or would you rather spend a month to learn the market wants it then a year making it work? If you make it work and no one wants it, you’ve wasted a year. If, before you make it work, you learn no one wants it, you’ve spent a month learning the right thing and you haven’t spent a year working on the wrong thing. It feels unnatural to define the market need before making it work, but though it feels unnatural, it can block resources from working on the wrong projects.

Conclusion

There is no foolproof way to choose the best innovation projects, but these four questions go a long way. Create a one-page template with four sections to ask the questions and capture the answers. The sections without answers define the next work. Define the learning objectives and the learning activities and do the learning. Fill in the missing answers and you’re ready to compare one project to another.

Sort the projects large-to-small by Is it big enough? Then, rank the top three by Why you? and How is it different? Then, for the highest ranked project, do the work to answer Is it possible?

If it’s possible, commercialize. If it’s not, re-sort the remaining projects by Is it big enough? Why you? and How is it different? and learn if It is possible.

HALLOWEEN BONUS: Save 30% on the eBook, hardcover or softcover of Braden Kelley’s latest book Charting Change (now in its second edition) — FREE SHIPPING WORLDWIDE — using code HAL30 until midnight October 31, 2025

Image credit: Pexels

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