Category Archives: Innovation

Innovative Employee Recognition Programs

Going Beyond Traditional Rewards

Innovative Employee Recognition Programs

GUEST POST from Chateau G Pato

Employee recognition is a key component of fostering a positive workplace culture and driving employee engagement. While traditional rewards such as bonuses and gift cards are commonly used to recognize and reward employees, there is a growing trend towards more innovative and personalized recognition programs.

Companies that are truly invested in recognizing the hard work and dedication of their employees understand the importance of going beyond traditional rewards to create meaningful and lasting experiences that not only motivate employees but also foster a sense of belonging and appreciation. In this thought leadership article, we will explore two case studies of companies that have implemented innovative employee recognition programs with great success.

Case Study 1: Google’s Peer Bonus Program

Google is known for its innovative workplace culture, and its peer bonus program is no exception. Instead of relying solely on monetary rewards, Google gives employees the opportunity to nominate their peers for a bonus based on their contributions to the company. This program not only recognizes employees for their hard work but also fosters a culture of appreciation and collaboration.

Employees at Google have the opportunity to nominate their peers for a bonus of up to $1,000, which is awarded based on the impact of their work on the company. This not only incentivizes employees to go above and beyond in their roles but also creates a sense of camaraderie and support among team members.

Case Study 2: Salesforce’s Thank-You Economy

Salesforce, a leading customer relationship management company, takes employee recognition to the next level with its Thank-You Economy program. This program is centered around the idea of gratitude and appreciation, with employees encouraged to express their thanks to their colleagues in meaningful ways.

One unique aspect of Salesforce’s Thank-You Economy program is its emphasis on peer-to-peer recognition. Employees are given a platform to publicly recognize their colleagues for their contributions, whether it be a job well done on a project or going above and beyond to help a team member. This not only boosts employee morale but also reinforces a culture of appreciation and support within the company.

Conclusion

Traditional rewards are no longer enough to truly recognize and motivate employees. Companies that are committed to fostering a positive workplace culture and driving employee engagement are turning to innovative recognition programs that go beyond monetary rewards to create meaningful and personalized experiences for their employees. By implementing programs such as Google’s peer bonus program and Salesforce’s Thank-You Economy, companies can create a culture of appreciation and support that not only motivates employees but also strengthens team dynamics and drives organizational success.

Bottom line: 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.

Image credit: Pixabay

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The Role of Precision Medicine in Personalizing Healthcare Treatment

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The Role of Precision Medicine in Personalizing Healthcare Treatment

GUEST POST from Art Inteligencia

In the evolving landscape of healthcare, precision medicine stands out as a beacon of hope for individualized treatment strategies. By integrating clinical and molecular information, precision medicine tailors healthcare to the unique genetic makeup of each patient, offering a more accurate diagnosis, prognosis, and treatment plan.

Case Study 1: Oncology and Genomic Profiling

Jane, a 54-year-old woman, was diagnosed with breast cancer. Traditional chemotherapy had limited effect, and her prognosis was poor. However, genomic profiling of her tumor revealed a specific mutation that was targetable by a new, experimental drug. Enrolled in a clinical trial, Jane received the personalized medication, which significantly reduced her tumor size and improved her quality of life. This case underscores the power of precision medicine in identifying effective treatments for patients who might otherwise have limited options.

Case Study 2: Pharmacogenomics and Mental Health

John, a 30-year-old man, struggled with severe depression and had tried multiple antidepressants with no success. Through pharmacogenomic testing, his healthcare provider discovered that John had a genetic variation affecting his metabolism of certain medications. With this insight, John was prescribed a different class of antidepressant tailored to his genetic profile. The result was a dramatic improvement in his symptoms, demonstrating how precision medicine can optimize medication selection and dosing for better outcomes.

Conclusion

Precision medicine is not a distant dream but a rapidly advancing reality. It holds the promise of revolutionizing healthcare by making treatment as unique as the patients themselves. As we continue to unravel the human genome and harness the power of data analytics, the potential for personalized healthcare becomes increasingly tangible. With each successful case study, we move closer to a future where every patient can receive care that is precisely calibrated to their individual needs.

These case studies illustrate the profound impact that precision medicine can have on patient care. By leveraging advanced technologies and personalized data, healthcare providers can offer treatments that are more effective and less invasive, leading to better patient outcomes and a brighter future for medicine.

Bottom line: Futures research 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 futures research themselves.

Image credit: Pixabay

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Start 2021 with a Free Innovation Audit

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Free Innovation Audit Now in Portuguese or English

Are you struggling to identify why your innovation efforts are failing to achieve their desired results?

Identify your areas of opportunity with my FREE 50 question audit in one of two ways:

1. Get immediate feedback with the online version

2. Download the Microsoft Excel worksheet (in English or Portuguese)

have people across your organization fill it out and collate your results
OR purchase the Innovation Diagnostic Service for my help setting up a study and analyzing results

The innovation audit is most powerful when answers are gathered at multiple levels of the organization across several groups and several sites.

I created my FREE Innovation Audit for buyers of my first book Stoking Your Innovation Bonfire, but it’s now available for global use.

NOTE: If you’d like to translate the audit into another language, please contact me.

In addition to helping you identify areas of potential improvement and the strengths/weaknesses of your innovation culture, it will also help you see your level of innovation maturity.

Innovation Maturity Model

Image adapted from the book Innovation Tournaments by Christian Terwiesch and Karl Ulrich

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Collaborative Design for Disruption

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Exploring the power of collaboration and co-creation in designing innovative solutions to industry challenges.

Collaborative Design for Disruption

GUEST POST from Chateau G Pato

In today’s rapidly changing business landscape, disruption is the norm rather than the exception. As industries face increasingly complex challenges, the ability to innovate and adapt quickly is essential for survival. Traditional top-down approaches to problem-solving are no longer effective in this dynamic environment. Instead, organizations are turning to collaborative design and co-creation to harness the power of collective intelligence and creativity.

Collaborative design refers to the process of bringing together diverse stakeholders, including employees, customers, partners, and experts, to co-create solutions to complex problems. By leveraging the unique perspectives and expertise of each participant, organizations can uncover new insights, challenge assumptions, and develop innovative solutions that are more likely to succeed in the market.

Case Study 1: Healthcare Industry

One industry that has successfully embraced collaborative design is the healthcare sector. In a case study published in the Harvard Business Review, a large hospital network in the United States faced a significant challenge in reducing patient readmissions. Despite implementing various initiatives, readmission rates remained stubbornly high. Recognizing the need for a fresh approach, the hospital network engaged patients, caregivers, nurses, physicians, and administrators in a collaborative design process to identify the root causes of readmissions and co-create solutions.

Through in-depth interviews, focus groups, and design thinking workshops, the diverse team uncovered a range of factors contributing to readmissions, including poor communication between healthcare providers and patients, inadequate discharge planning, and limited access to post-discharge care. Armed with these insights, the team developed a series of innovative solutions, such as a mobile app for patients to track their symptoms and communicate with their care team, a personalized discharge checklist, and a telehealth program for remote monitoring.

The results were impressive. Within six months of implementing the new initiatives, the hospital network saw a 20% reduction in readmission rates, leading to significant cost savings and improved patient outcomes. By embracing collaborative design, the organization was able to tap into the collective wisdom of its stakeholders and co-create solutions that addressed the root causes of the problem.

Case Study 2: Automotive Industry

Another industry that has leveraged the power of collaboration and co-creation is the automotive sector. In a case study published by McKinsey & Company, a leading car manufacturer faced a fierce competition from new entrants in the electric vehicle market. To stay ahead of the curve, the company knew it needed to innovate quickly and develop cutting-edge electric vehicles that would appeal to environmentally conscious consumers.

Rather than relying solely on its internal R&D teams, the car manufacturer decided to collaborate with independent designers, engineers, and sustainability experts to co-create a new electric vehicle concept. Through a series of design sprints, prototyping sessions, and user testing, the diverse team developed a revolutionary electric vehicle that combined state-of-the-art technology, sustainable materials, and a sleek design.

The result was a game-changer. The new electric vehicle received rave reviews from consumers and industry experts, catapulting the car manufacturer to the forefront of the electric vehicle market. By embracing collaborative design and tapping into external expertise, the organization was able to break free from its traditional mindset and push the boundaries of innovation.

Conclusion

Collaborative design and co-creation are powerful tools for tackling industry challenges and driving innovation. By bringing together diverse stakeholders, organizations can harness the collective intelligence and creativity of their teams to develop novel solutions that address the root causes of complex problems. As industries face increasing disruption, those that embrace collaborative design will be better equipped to thrive in the face of change.

Image credit: Unsplash

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The Jobs to be Done Playbook

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Exclusive Interview for CustomerThink with Jim Kalbach

Jim Kalbach JTBD Playbook The Jobs-to-be-Done (JTBD) approach offers a unique lens for viewing the people you serve. Instead of looking at the demographic and psychographic factors of consumption, JTBD focuses on what people seek to achieve in a given circumstance. People don’t “hire” products and services because of the demographic they belong to; instead, they employ solutions to get a job done.

JTBD is not about your product, service, or brand. Instead of focusing on your own solution, you must first understand what people want and why that’s important to them. Accordingly, JTBD deliberately avoids mention of particular solutions in order to first comprehend the process that people go through to solve a problem. Only then can a company align its offerings to meet people’s goals and needs.

I had the opportunity recently to interview Jim Kalbach, a noted author, speaker, and instructor in user experience design, information architecture, and strategy. He is currently Head of Customer Experience at MURAL, the leading online whiteboard. Jim has worked with large companies, such as eBay, Audi, Sony, Elsevier Science, LexisNexis, and Citrix. His latest book is The Jobs To Be Done Playbook.

Below is the text of the interview:

1. What is one of the biggest misconceptions people have about Jobs-to-be-Done (JTBD)?

There are a couple, actually.

First, I often hear others referring to JTBD as something “new.” It’s not. People have been working in the field for a couple of decades now. And precursors to modern JTBD go back nearly 40 years. We really just now see a surge of interest around JTBD, and the hype around it makes it feel new.

Second, JTBD often gets conflated with existing methods in other fields. Marketers look at it is as just another type of “voice of the customer” program. Or, folks coming from human-centered design and related fields see JTBD as a version of UX design or similar. While there might be some overlaps with existing disciplines, JTBD offers a unique perspective and yields unique insights.

Finally, I see JTBD as a “language” of sorts to describe the objectives and needs of the people you want to serve, and learning a language takes practice. Even people who “get” JTBD quickly need to put time into understanding the language and techniques, which at times can be specific and rigorous. I often see people expect to walk away from reading a book or taking a workshop fully capable of practicing JTBD. That’s rarely the case, and it typically takes some effort to work into the topic and apply it.

2. What are some of the benefits of taking a JTBD approach to innovation?

JTBD offers a unique perspective that points to new insights and opportunities. The JTBD approach intentionally forces us to expunge any mention of technology, solutions, brands, or methods from our language. In doing so, you’re able to then see your domain as people do. First and foremost, they want to get their job done, not necessarily interact with your product or service. Viewing objectives and outcomes people have independent of technology opens up new possibilities and yields new conversations that point toward innovation opportunities.

Also, but removing ourselves and technology from the equation, we can better future-proof our thinking. Solutions come and go. Technology is often a fad. Jobs, on the other hand, are stable when you boil them down to their fundamental steps.

3. Who needs to be considered after selecting a job to focus on?

At first, simply consider job performers. Once you’ve defined your target job, you first want to understand how the job gets done independently of any specific technology or solution. I find that different types of job performers emerge based on the key factors, or circumstances, of getting the job done that can give rise to different personas.

Within your team, I recommending going as broad as possible and including stakeholders at all levels. Yes, JTBD can help you find hidden needs to address. But it’s also a catalyst for conversations and a way to get team alignment. Think of the various ways you can involve others in everything from the definition of your jobs landscape to interviews with job performers to creating a job map to finding opportunities.

4. What is your perspective on the interrelationship between functional, social and emotional jobs within JTBD?

I find that functional jobs give the most structure and reliability to work with initiation. So your work is generally framed by functional jobs, with emotional and social aspects layered on top. Emotional and social aspect then play a larger role when finding solutions to the unmet needs you’ve found and help frame how you’ll solve for them.

Continue reading the interview on CustomerThink

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Overcoming Resistance to Change

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Embracing Innovation at Every Level

Overcoming Resistance to Change

GUEST POST from Chateau G Pato

In today’s rapidly evolving business landscape, embracing innovation is no longer a choice; it’s a necessity. Organizations that resist change risk becoming stagnant, losing their competitive edge, and failing to meet the ever-changing needs of their customers. However, implementing change is often met with resistance from employees at all levels. This article explores the importance of overcoming resistance to change and provides two case studies that highlight successful examples of organizations that embraced innovation.

Case Study 1: Netflix’s Transformation from DVD Rental to Streaming Powerhouse

Netflix is a prime example of a company that transformed its business model to stay relevant in an ever-changing industry. In the late 90s and early 2000s, Netflix was primarily known as a DVD rental-by-mail service. However, with the rise of digital media and streaming platforms, Netflix recognized the need to evolve.

The executives at Netflix embraced the challenging task of shifting their focus from physical DVDs to online streaming. This transition required a complete overhaul of their infrastructure, as well as a mindset shift throughout the entire organization. However, they faced resistance from employees who were comfortable with the existing business model.

To overcome this resistance to change, Netflix’s leadership implemented several strategies. First, they communicated the urgency and importance of embracing digital innovation, emphasizing that failure to do so could result in the company’s demise. They also invested in employees’ professional development, providing training and education to ensure everyone had the necessary skills to adapt to the digital landscape.

By involving employees at every level in the transformation process, Netflix successfully overcame resistance to change. Today, the company is a global streaming powerhouse, providing on-demand entertainment to millions of subscribers worldwide.

Case Study 2: The Agile Transformation of Spotify

Spotify, the popular music streaming platform, faced its own challenges when trying to innovate and scale rapidly. Like many companies, they experienced difficulties with hierarchical structures and bureaucracy that hindered innovation and agility.

To address these challenges, Spotify undertook an innovative organizational transformation, adopting the agile methodology. This shift involved breaking down traditional functional silos and organizing teams into small, cross-functional units called “squads.” Each squad was responsible for a specific area of the product, encouraging collaboration and rapid decision-making.

Leadership at Spotify knew that overcoming resistance to change required a bottoms-up approach. They empowered employees to experiment, take ownership, and challenge existing ways of doing things. This not only fostered a culture of innovation but also gave individuals a sense of autonomy and purpose, leading to higher motivation and productivity.

By embracing the values of the agile methodology, Spotify transformed its entire organization, unlocking unprecedented innovation and adaptability. Today, it remains a global leader in the music streaming industry, continuously evolving to meet the demands of its users.

Conclusion

Change and innovation are essential for organizational growth and success in today’s dynamic environment. However, organizations must also recognize and address the resistance that accompanies these shifts. By involving employees at every level, providing training and support, and fostering a culture of ownership and autonomy, organizations can successfully overcome resistance to change. The case studies of Netflix and Spotify demonstrate the power of embracing innovation, transforming organizations, and remaining agile in the face of constant change.

Image credit: Pixabay

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At What Point Does Smart Become Stupid?

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At What Point Does Smart Become Stupid?

In addition to 2020 being the year of the Coronavirus COVID-19, some would also say that it was the year of the voice-activated smart device. Sales of smart speakers in 2019 reached 146.9 million units and 2020 will likely approach 200 million units or more. The final number depends on how many showed up under Christmas trees as the 4th quarter. In addition, during 2020 we started to see Alexa advertised for other contexts, including in Buick automobile advertisements. Which brings up a couple questions.

Question 1: Is the advertisement below a real advertisement or an April Fool’s Day fake advertisement?

Question 2: At what point does the trend that smart speakers began reach the point of stupidity?

To answer that question I recommend that we revisit my definition of innovation:

“Innovation transforms the useful seeds of invention into widely adopted solutions valued above every existing alternative.” — Braden Kelley

The one thing that many product managers often forget is that invention and innovation are not the same thing, and so at some point product managers are likely to invest past the invisible line on different value dimensions beyond what people are willing to pay for.

This leads to products being designed and launched that while they might be revolutionary and inventive, they actually end up being unprofitable and not innovative at all because the foundations of the new offering never reach wide adoption.

Are we approaching this point with smart devices?

Let’s try and answer this question by answering the first question about the video.

YES – This is in fact a real product.

Now, how many of you are going to rush out to your home improvement store and purchase one of these faucets to replace your existing kitchen faucet?

What if I told you that it would cost you $800-1,000 compared to very nice kitchen faucets that can cost under $100?

Very few people are likely to replace their kitchen faucet unless it stops working or starts leaking profusely.

At the same time, Moen will definitely sell some of these faucets to people who must have the latest gadgets.

If you were the product manager or innovation manager involved with this product, before launching it you should ask:

Will we sell enough of this smart faucet to justify the cost of developing and marketing it?

Will this smart faucet create enough of a brand halo to help us sell more of our traditional faucets?

The answers to these questions may very well be – yes.

But if not, then we have reached a point where SMART starts to become STUPID.

But, don’t stop there. You should also ask yourself questions like:

Does it take longer to get a glass of water using the smart method than the easy manual way?

Could my grandmother install and use it without reading the directions?

Is this new capability valuable enough to drive replacement?

If you are an inventor or a product manager, these kinds of questions are the type that you must always be asking yourself – even if you don’t like the answers.

If you still decide to go ahead with a product that will be unprofitable, you will at least do so with open eyes – and for the right reasons.

For more on this topic, please be sure and check out my previous article – Innovation or Not – Amazon Echo Frames

Keep innovating!

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Top 40 Innovation Bloggers of 2020

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After a week of torrid voting and much passionate support, along with a lot of gut-wrenching consideration and jostling during the judging round, I am proud to announce your Top 40 Innovation Bloggers of 2020:

Janet Sernack
Janet Sernack is the Founder and CEO of ImagineNation™ which provides innovation consulting services to help organizations adapt, innovate and grow through disruption by challenging businesses to be, think and act differently to co-create a world where people matter & innovation is the norm.

Tom Koulopoulos
Tom Koulopoulos is the author of 10 books and founder of the Delphi Group, a 25-year-old Boston-based think tank and a past Inc. 500 company that focuses on innovation and the future of business. He tweets from @tkspeaks.

Braden Kelley
Braden Kelley is a Design Thinking, Innovation and Transformation Consultant, a popular innovation speaker and workshop leader, and helps companies plan organizational changes that are more human and less overwhelming. He is the author of two five-star books, Stoking Your Innovation Bonfire and Charting Change, and the creator of a revolutionary new Change Planning Toolkit™. Follow him on Linkedin and Twitter (@innovate).

Greg Satell
Greg Satell is a popular speaker and consultant. His first book, Mapping Innovation: A Playbook for Navigating a Disruptive Age, was selected as one of the best business books in 2017. Follow his blog at Digital Tonto or on Twitter @Digital Tonto.

Mike Shipulski
Mike Shipulski brings together people, culture, and tools to change engineering behavior. He writes daily on Twitter as @MikeShipulski and weekly on his blog Shipulski On Design.

Phil McKinney
Phil McKinney is the Author of “Beyond The Obvious”, Host of the Killer Innovations Podcast and Syndicated Radio Show, a Keynote Speaker, President & CEO CableLabs and an Innovation Mentor and Coach.
Soren Kaplan
Soren Kaplan is the bestselling and award-winning author of Leapfrogging and The Invisible Advantage, an affiliated professor at USC’s Center for Effective Organizations, a former corporate executive, and a co-founder of UpBOARD. He has been recognized by the Thinkers50 as one of the world’s top keynote speakers and thought leaders in business strategy and innovation.

Eric Eskey
Eric Eskey is a Managing Director at Strategyn, an innovation consultancy. Eric is in the business of creating the future. I aim to use the resources he has – his work, investments, voice, and imagination – to encourage innovation and defeat the hidden forces that resist it.
Scott Anthony
Scott Anthony is a strategic advisor, writer and speaker on topics of growth and innovation. He has been based in Singapore since 2010, and currently serves at the Managing Director of Innosight’s Asia-Pacific operations.
Kate Hammer
Kate Hammer is a joint founder of KILN, working with large-scale companies in the USA and Australia to transform their internal innovation processes. Kate works as a business storyteller. In 2012, she created StoryFORMs to help others articulate their commercial & organisational stories. Kate offers workshops & 1:1 coaching.

Michael Graber
Michael Graber is the cofounder and managing partner at Southern Growth Studio, a Memphis-based firm that specializes in growth strategy and innovation. A published poet and musician, Graber is the creative force that complements the analytical side of the house. He speaks and publishes frequently on best practices in design thinking, business strategy, and innovation and earned an MFA from the University of Memphis.

Nicolas Bry
Nicolas Bry is Orange Startups Studio Founder. He entices Orange employees in engaging as intrapreneurs, bringing their idea to life within Orange business. Nicolas is equally a passionate expert for innovation labs exploring new business. International speaker (TEDx), delivering Masterclasses @Google Academy, and Tech/Business Schools, ISPIM Prize for innovation management, Nicolas is Writer of RapidInnovation.fr, and of The Intrapreneurs’ Factory. Follow him at @nicobry.

Paul Sloane
Paul Sloane writes, speaks and leads workshops on creativity, innovation and leadership. He is the author of The Innovative Leader and editor of A Guide to Open Innovation and Crowdsourcing, both published by Kogan-Page.

Yoram Solomon
Dr. Yoram Solomon is the author of The Book of Trust and 12 more books, a TEDx and keynote speaker, the founder of the Innovation Culture Institute, and an adjunct professor of entrepreneurship. You can follow him everywhere on @yoramsolomon.

Jeffrey Phillips
Jeffrey Phillips has over 15 years of experience leading innovation in Fortune 500 companies, federal government agencies and non-profits. He is experienced in innovation strategy, defining and implementing front end processes, tools and teams and leading innovation projects. He is the author of Relentless Innovation and OutManeuver. Jeffrey writes the popular Innovate on Purpose blog. Follow him @ovoinnovation

Jesse Nieminen
Jesse Nieminen is the Co-founder and Chairman at Viima, the best way to collect and develop ideas. Viima’s innovation management software is already loved by thousands of organizations all the way to the Global Fortune 500. He’s passionate about helping leaders drive innovation in their organizations and frequently writes on the topic, usually in Viima’s blog.

Robert B Tucker
Robert B. Tucker is the President of The Innovation Resource Consulting Group. He is a speaker, seminar leader and an expert in the management of innovation and assisting companies in accelerating ideas to market.

Shelly Greenway
Shelly Greenway is a front-end innovation strategist and partner at The Strategy Distillery – a brand innovation consultancy that specialises in opportunity hunting and proposition development. Their success rates are driven by their proprietary consumer co-creation IP. Follow @ChiefDistiller

John Bessant
John Bessant has been active in research, teaching, and consulting in technology and innovation management for over 25 years. Today, he is Chair in Innovation and Entrepreneurship, and Research Director, at Exeter University. In 2003, he was awarded a Fellowship with the Advanced Institute for Management Research and was also elected a Fellow of the British Academy of Management. He has acted as advisor to various national governments and international bodies including the United Nations, The World Bank, and the OECD. John has authored many books including Managing innovation and High Involvement Innovation (Wiley). Follow @johnbessant

Shilpi Kumar
Shilpi Kumar an inquisitive researcher, designer, strategist and an educator with over 15 years of experience, who truly believes that we can design a better world by understanding human behavior. I work with organizations to identify strategic opportunities and offer user-centric solutions.

Francesco Pagano
Francesco Pagano, Vice President, EMEA Head of Portfolio of Licenses Brands at Fossil Group Europe, is passionate about craft brands, innovation, brand management, brand communication and international business. He is always up for irresistible product concepts, ultimate communication via integrated campaigns and great Italian food.

Dimis Michaelides
Dimis Michaelides is a keynote speaker, author, consultant and trainer in leadership, creativity and innovation. Contact him for a workshop or a presentation at dimis@dimis.org or register for his newsletter at www.dimis.org . You can also connect with him on LinkedIn, Facebook and Twitter.

Greg Heist
Greg Heist is the Chief Innovation Officer at Gongos, a decision intelligence company.
Gijs van Wulfen
Gijs van Wulfen helps organizations to structure the chaotic start of innovation as author, speaker and facilitator. He is the founder of the FORTH innovation method and author of the innovation bestseller The Innovation Expedition. He was chosen by LinkedIn as one of their first 150 Influencers. Follow Gijs @gijsvanwulfen
Shawn Nason
Shawn Nason, founder and CEO of MOFI, lives his life with a commitment to make everyone he meets a part of his family. Armed with the gift of discernment, he has the uncanny ability to walk alongside people as they struggle to connect with their deepest passions and engage their most debilitating demons. He challenges the world around him to be fully present, get real, and knock down the barrier that separates the various compartments in their lives.
Pete Foley
A twenty-five year Procter & Gamble veteran, Pete has spent the last 8+ years applying insights from psychology and behavioral science to innovation, product design, and brand communication. He spent 17 years as a serial innovator, creating novel products, perfume delivery systems, cleaning technologies, devices and many other consumer-centric innovations, resulting in well over 100 granted or published patents. Find him at pete.mindmatters@gmail.com

Tamara Ghandour
Tamara Ghandour of GoToLaunchStreet is a TED speaker and entrepreneur. From building and running multimillion dollar businesses, advising Fortune 500 like Disney, Procter and Gamble and RICOH on fostering innovative ideas and people. Tamara’s life is about breaking through the status quo for game-changing results, and that’s what her keynotes, online programs and assessments can do for you.

John Carter
John Carter has been a widely respected adviser to technology firms over his career. John is the author of Innovate Products Faster: Graphical Tools for Accelerating Product Development. As Founder and Principal of TCGen Inc., he has advised some of the most revered technology firms in the world.

Jeff Rubingh
Jeff Rubingh is a technology innovation expert, consultant and analyst. Focused on the intersection between technology and business, Jeff helps clients identify ground-breaking solutions that maximize ROI across existing and emerging technology disciplines.

Ludwig Melik
Ludwig Melik is CEO of Planbox, whose mission is to help organizations thrive by transforming the culture of agile work, continuous innovation, and creativity across the entire organization… Connect with him on LinkedIn or join the conversation by following Planbox on Facebook, Twitter, and LinkedIn.
Rachel Audige
Rachel Audige is an Innovation Architect who helps organisations embed inventive thinking as well as a certified Systematic Inventive Thinking Facilitator, based in Melbourne.
Mick Simonelli
Mick Simonelli is an innovator with 20+ years of implementing change and positive disruption at USAA. As a military veteran, he held transformation roles in numerous military organizations; and as a business executive, he purposely hired vets to help launch numerous innovations as the Chief Innovation Officer for a Fortune 500 company. Mick currently serves as an innovation consultant and can be found at www.micksimonelli.com Follow @MickSimonelli
Mitch Ditkoff
Mitch Ditkoff is the Co-Founder and President of Idea Champions and the author of “Awake at the Wheel”, as well as the very popular Heart of Innovation blog.
Peter Cook
Peter Cook leads Human Dynamics and The Academy of Rock, providing Keynotes, Organisational Development and Coaching. He is the author of seven books on business leadership. His three passions are science, business and music, having led innovation teams for 18 years to develop life-saving drugs including the first treatments for AIDS and the development of Human Insulin. Peter is Music and Business editor at Innovation Excellence. You can follow him on twitter @Academyofrock.
Mukesh Gupta
Mukesh Gupta is Director of Customer Advocacy, SAP India Private Limited. He also served as Executive Liaison for the SAP User group in India, and as a Global Lead in Sales & Business Development. He blogs, and shares podcasts and videos, on his site rmukeshgupta.com
Urko Wood
Urko Wood helps clients of Reveal Growth find and capitalize on the best opportunities for innovation and growth in their markets. He is one of only a handful of people in North America who are expert practitioners in the breakthrough “jobs-to-be-done” (JTBD) innovation approach that has enabled over 400 of the Fortune 1000 to generate billions of dollars in new revenue and achieve new product success rates of over 80%.
Arlen Meyers
Arlen Meyers, MD, MBA is the President and CEO of the Society of Physician Entrepreneurs at www.sopenet.org

Ralph Christian Ohr
Dr. Ralph-Christian Ohr has extensive experience in product/innovation management for international technology-based companies. His particular interest is targeted at the intersection of organizational and human innovation capabilities. You can follow him on Twitter @Ralph_Ohr.

David Burkus
David Burkus is a best-selling author, a sought after speaker, and associate professor of leadership and innovation at Oral Roberts University. His newest book, Friend of a Friend, offers readers a new perspective on how to grow their networks and build key connections—one based on the science of human behavior, not rote networking advice.

Neil Sholay
Neil Sholay is re-shaping innovation and digital experiences as a Vice President of Digital Innovation for EMEA & JAPAC at Oracle. He leads a curious, multidisciplinary team of thinkers, Ideators, strategists, designers, developers, storytellers, rebels and proud geeks, who are reshaping Innovation and digital experiences. They bring new ideas & business models to life, using co-innovation and rapid prototyping.

If your favorite didn’t make the list, then next year try to rally more votes for them or convince them to increase the quality and quantity of their contributions.

Download PDF version of Top 40 Innovation Bloggers of 2020 list here:

My lists from the eight previous years have been tremendously popular:

Top 40 Innovation Bloggers of 2012
Top 40 Innovation Bloggers of 2013
Top 40 Innovation Bloggers of 2014
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

Happy New Year everyone!

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Building an Innovation Ecosystem

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Engaging Stakeholders for Success

Engaging Stakeholders for Success: Engaging Stakeholders for Success

GUEST POST from Art Inteligencia

Innovation is the lifeblood of any thriving economy and organization. It is a catalyst for growth, competitiveness, and long-term sustainability. However, fostering a culture of innovation requires more than just a single organization’s efforts. It demands the creation of a collaborative ecosystem that engages diverse stakeholders. This thought leadership article explores the importance of building an innovation ecosystem and presents two case study examples to demonstrate how engaging stakeholders can lead to remarkable success.

Case Study 1: Silicon Valley’s Innovation Ecosystem

Silicon Valley, located in California, has long been synonymous with innovation and technological advancements. Its success can be attributed to the establishment of a robust innovation ecosystem that engages a wide range of stakeholders. Academic institutions like Stanford University and UC Berkeley provide a constant influx of fresh talent and cutting-edge research. Investors and venture capitalists fuel entrepreneurial ventures by providing funding and mentorship opportunities. Government support in terms of favorable policies, infrastructure development, and grants has also played a crucial role. Furthermore, industry leaders like Google, Apple, and Facebook have fostered an environment of collaboration by establishing open innovation programs and incubators. The interconnectedness of these stakeholders has created a unique ecosystem that promotes innovation, propelling Silicon Valley to the forefront of the global tech landscape.

Key Takeaway: Successful innovation ecosystems require the active involvement of academia, investors, government, and industry leaders. A collaborative approach that connects these stakeholders enhances the exchange of knowledge, resources, and opportunities, catapulting the region’s innovation capabilities.

Case Study 2: Barcelona’s Smart City Initiative

Barcelona, the capital of Catalonia, Spain, has gained international recognition for its smart city initiatives. The city has embraced technology and innovation to enhance the quality of life for its residents. One of the key factors behind Barcelona’s success is its focus on engaging stakeholders in the public and private sectors. The local government partnered with technology companies, research institutes, and universities to develop innovative solutions for urban challenges. For instance, the implementation of smart mobility systems, such as electric buses and bike-sharing programs, was made possible through collaborations with technology companies like IBM and Cisco. Additionally, Barcelona created a dedicated Smart City Campus that serves as a hub for research, testing, and incubation of new urban technologies. By engaging a wide range of stakeholders, Barcelona has transformed itself into a leading smart city that offers improved sustainability, efficient services, and a higher quality of life for its citizens.

Key Takeaway: Engaging stakeholders from both public and private sectors is essential for cities to successfully implement and drive innovation initiatives. A collaborative ecosystem that fosters partnerships, co-creation, and knowledge exchange enables cities to leverage technology for sustainable urban development.

Conclusion

Building an innovation ecosystem that engages stakeholders is crucial for organizations and cities aiming to achieve long-term success. As demonstrated by the case studies of Silicon Valley and Barcelona, collaboration between academia, investors, government, and industry leaders is a potent driver of innovation. By creating an environment that nurtures collaboration, knowledge exchange, and resource sharing, organizations and cities can fuel their innovation capabilities and achieve remarkable outcomes. Embracing stakeholder engagement will not only foster innovation but also contribute to economic growth, societal well-being, and a sustainable future.

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Design Thinking and Diversity & Inclusion

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Fostering Innovation through Different Perspectives

Design Thinking and Diversity & Inclusion

GUEST POST from Chateau G Pato

Design Thinking has emerged as a powerful methodology that enables organizations to tackle complex problems and create innovative solutions. At its core, Design Thinking encourages empathy, collaboration, and iteration. However, to fully reap the benefits of this approach, organizations must recognize the importance of Diversity & Inclusion (D&I) in the design process. By incorporating diverse perspectives, organizations can foster innovation and create solutions that better serve their customers and communities. In this article, we will explore how Design Thinking and D&I complement each other and present two case studies highlighting their impact on innovation.

Case Study 1: Procter & Gamble’s “Design for Women”

Procter & Gamble (P&G), a multinational consumer goods company, aimed to develop a razor specifically designed for women. To achieve this, they assembled a diverse team comprising individuals from various backgrounds, including women with different ethnicities, ages, and cultural experiences.

By incorporating D&I principles into the design process, the team empathized with the diverse needs and preferences of women worldwide. This approach led to the creation of the “Venus Embrace,” a razor that not only performed exceptionally well but also catered to the specific needs of women, such as comfort, ease of use, and aesthetics.

P&G’s commitment to D&I through Design Thinking not only resulted in a successful product but also reinforced their reputation as a brand that truly understands and values its target audience. This case study demonstrates how acknowledging and embracing diversity can lead to breakthrough innovations that resonate with customers on a deeper level.

Case Study 2: Airbnb and Inclusive Design

Airbnb, a leading online marketplace for accommodations, recognized early on that their success depended on creating an inclusive platform that catered to a wide range of travelers. To achieve this, they adopted Design Thinking principles and focused on incorporating D&I into their design process.

Airbnb initiated “The Airbnb Design Language System” project, which aimed to provide an accessible and inclusive user experience across their platform. They collaborated with individuals from diverse backgrounds, including people with disabilities, LGBTQ+ individuals, and different ethnicities. By involving these diverse stakeholders, Airbnb gained valuable insights into the specific challenges that certain groups faced when using their platform.

Through Design Thinking, Airbnb developed features such as improved filters for accessibility requirements, expanded language options, and inclusive profile settings. These enhancements not only made the platform more user-friendly but also created a strong sense of belonging for users from all backgrounds.

By incorporating D&I principles into their design process, Airbnb gained a competitive edge that enabled them to tap into previously underserved markets. This case study demonstrates how Design Thinking and embracing different perspectives can drive innovation while promoting social equality and inclusivity.

Conclusion

Design Thinking and Diversity & Inclusion are integral to fostering innovation in today’s rapidly changing world. The case studies of Procter & Gamble and Airbnb highlight the power of incorporating diverse perspectives into the design process. Incorporating D&I enables companies to empathize with their target audience, uncover unmet needs, and create innovative solutions that cater to a broader customer base. Embracing diversity not only leads to more successful products and services but also plays a crucial role in creating a more inclusive and equitable society. As organizations strive to stay competitive and meet the evolving needs of their customers, Design Thinking and D&I will continue to be essential drivers of innovation and growth.

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