Category Archives: Innovation

Catalyst Cap Accelerates Innovation and Creativity

Unlocking Potential through Neuro-Selective Stimulation

GUEST POST from Art Inteligencia

The time for neuro-selective stimulation has arrived!

In the landscape of human-centered innovation, one of the most intriguing concepts revolves around our ability to unlock latent potential in ourselves and others. Imagine a technology capable of selectively stimulating parts of the brain to enhance creativity, focus, empathy, or even physical dexterity. Enter the Catalyst Cap, an earth-shattering innovation that challenges our imagination and inspires conversations about the possibilities of neuro-enhancement.

What is the Catalyst Cap?

The Catalyst Cap is a wearable device designed to look like a stylish hat or cap, embedded with advanced neuro-stimulation technology. Through targeted impulses, it interacts with specific neural pathways to amplify or suppress certain cognitive or emotional traits on demand. While entirely safe, the concept pushes boundaries, urging us to explore what human enhancement looks like when designed ethically and inclusively.

Breaking Barriers in Human Potential

Traditional methods of personal development often require time-intensive practice, significant effort, or long-term interventions. The Catalyst Cap, with its instantaneous effects, offers a paradigm shift. Imagine needing razor-sharp focus for an important presentation—the Catalyst Cap activates your prefrontal cortex, allowing you to stay in the zone. Or consider an artist seeking an inspiration boost—the cap stimulates neural areas tied to imagination, unlocking a flood of creativity. The possibilities are endless.

The Ethical Considerations

No innovation exists in a vacuum. For an invention as transformative as the Catalyst Cap, ethics were paramount in its development. We asked ourselves many important questions. How do we ensure equitable access? What safeguards should be in place to prevent misuse? Can enhancing certain traits unintentionally diminish others? These are vital questions that reflect the human-centered values underpinning innovation.

The mere existence of the Catalyst Cap opens up important societal questions: Will the ability to boost empathy in leaders reduce conflict worldwide? Could enhancing focus in students democratize education outcomes? This innovation compels us to think critically about who we become as a society now that such advancements are possible.

Imagining Adoption and Impact

The Catalyst Cap, as transformative as it is, will likely follow a phased adoption curve. Early adopters will likely include competitive professionals, creatives, and educators eager to test its potential. However, mass-market integration will require public trust, clinical trials, and regulatory approval. Its impact on industries such as healthcare, education, and entertainment could be profound, reshaping how we view self-improvement.

Beyond individual users, organizations could deploy the Catalyst Cap to enhance team dynamics, foster innovation, and tackle challenges more effectively. Picture a world where collaboration and problem-solving are not hindered by cognitive limitations but enhanced by technological augmentation.

Conclusion: Inspiring Real Innovations

While entirely fictional and created in honor of this incredibly important day, the Catalyst Cap represents more than just an imaginative flight of fancy — it serves as a symbol of possibility. By exploring fake innovations like this, we engage our minds in thinking creatively about the future and challenge ourselves to consider the implications of what we create. What might the real-world equivalent of the Catalyst Cap look like? How can we ensure that future technologies prioritize the human experience?

Human-centered innovation is not just about inventing—it’s about inspiring. Let the Catalyst Cap spark your imagination and propel you toward creating what’s next.

April Fools!

Image credit: Microsoft CoPilot

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What Playing the Flute Taught Me About Business Growth

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What Playing the Flute Taught Me About Business Growth

GUEST POST from Robyn Bolton

Ideas and insights can emerge from the most unexpected places. My mom was a preschool teacher, and I often say that I learned everything I needed to know about managing people by watching her wrangle four-year-olds. But it only recently occurred to me that the most valuable business growth lessons came from my thoroughly unremarkable years playing the flute in middle school.

6th Grade: Following the Manual and Falling Flat

Sixth grade was momentous for many reasons, one being that that was when students could choose an instrument and join the school band. I chose the flute because my friends did, and there was a rumor that clarinets gave you buck teeth—I had enough orthodontic issues already.

Each week, our “jill of all trades” teacher gathered the flutists together and guided us through the instructional book until we could play a passable version of Yankee Doodle. I practiced daily, following the book and playing the notes, but the music was lifeless, and I was bored.

7th Grade: Finding Context and Direction

In seventh grade, we moved to full band rehearsals with a new teacher trained to lead an entire band (he was also deaf in one ear, which was, I think, a better qualification for the job than his degree). Hearing all the instruments together made the music more interesting and I was more motivated to practice because I understood how my part played in the whole. But I was still a very average flutist.

To help me improve, my parents got me a private flute teacher. Once a week, Mom drove me to my flute teacher’s house for one-on-one tutoring. She corrected mistakes when I made them, showed me tips and tricks to play faster and breathe deeper, and selected music I enjoyed playing. With her help, I became an above-average flutist.

Post-Grad: Five Business Truths from Band Class

I stopped playing in the 12th grade. Despite everyone’s efforts, I was never exceptional—I didn’t care enough to do the work required.

Looking back, I realized that my mediocrity taught me five crucial lessons that had nothing to do with music:

Don’t do something just because everyone else is. I chose the flute because my friends did. I didn’t choose my path but followed others—that’s why the music was lifeless.
Following the instruction manual is worse than doing nothing. You can’t learn an instrument from a book. Are you sharp or flat? Too fast or slow? You don’t know, but others do (but don’t say anything).
Part of a person is better than all of a book. Though spread thin, the time my teachers spent with each instrumental section was the difference between technically correct noise and tolerable music.
A dedicated teacher beats a distracted one. Having someone beside me meant no mistake went uncorrected and no triumph unrecognized. She knew my abilities and found music that stretched me without causing frustration.
If you don’t want to do what’s required, be honest about it. I stopped wanting to play the flute in 10th grade but kept going because it was easier to maintain the status quo. In hindsight, a lot of time, money, and effort would have been saved if I stopped playing when I stopped caring.

The Executive Orchestra: What Grade Are You In?

How many executives remain in sixth grade—following management fads because of FOMO, buying books, handing them out, and expecting magic? And, when that fails, hiring someone to do the work for them and wondering why the music stops when the contract ends?

How many progress to seventh grade, finding someone who can teach, correct, and celebrate their teams as they build new capabilities?

How do what I should have done in 10th grade and be honest about what they are and aren’t willing to do, spending time and resources on priorities rather than maintaining an image?

More importantly, what grade are you in?

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Focus your Emotional Energy Purposefully

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Focus your Emotional Energy Purposefully

GUEST POST from Janet Sernack

When I exited my corporate career more than thirty-five years ago, I was privileged to be regarded and respected as the Fashion Direction Manager for the Grace Bros Department Store group, one of Australia’s most senior women in retail management. This launched my global reputation as a fashion and lifestyle marketing innovator. In this exciting role, I was responsible for designing and implementing a company-wide fashion information system for apparel, accessories, homeware, merchandising, and advertising. This required me to focus my emotional energy on researching, analyzing, and conceptualizing global fashion and lifestyle trends and adapting them to suit the Australian consumer lifestyle.

It was a dream role before the invention of the Internet, the implosion of the mass media, and the dominance of fast fashion. It required our team to focus their emotional energy on intensively researching different global and diverse media sources, including yarn, textile, couture, designer, ready-to-wear shows, trade journals, magazines, and seasonal sales data.

Generating creative thinking

Creativity is about connecting things, and in the fashion world, the best designers make the most unlikely connections to produce novel and wondrous creations. As my professional background included graphic and fashion design and marketing, I could further hone my associative (lateral and connective) thinking skills to think creatively and critically in this role. To focus my emotional energy and attention on guiding my intuition, values, and decisions on the needs and wants of buyers, merchandisers, marketers, and customers. To emerge, diverge and converge the key connections and patterns occurring globally in the fashion world and external complex fashion systems. I also learned the importance of being customer-focused and the value and role of being empathic with customers, manufacturers’ value chains and fashion information system users.

It was an incredibly emotional, physical, and stressful role, which required me to travel overseas four times a year to stay current on the different global fashion streams.

This caused my life to melt into being at work, the gym, or the airport.

Stress-induced exhaustion and burnout

This resulted in my first profound encounter with stress-induced exhaustion and burnout, which hit me right in the face one morning when my body refused to move, and I was unable to get out of bed.

I have also noticed that many of my global coaching clients have faced a similar challenge: stress-induced exhaustion and burnout. Fortunately, they can use the coaching partnership to unearth their particular pattern and unresourceful ways of being and learn how to focus their emotional energy to disrupt, dispute, and deviate from it into a more resourceful way of being and acting. However, it has shifted the coach’s role as a healer, making it even more critical in our current environment.

Focusing emotional energy on pursuing mattering, meaning and purposeful work

This ultimately manifests as a crisis and becomes a defining moment. In my case, I made a fundamental choice to focus emotional energy on pursuing meaning, mattering, and purposeful work, which still focuses my full attention and drives me today.

It created a “crack, “or an opening and threshold for making two fundamental choices: to embark on a healing journey to become the kind of person I wanted to be and to find a way to focus my emotional energy on making the difference I wanted to make in the world.

This enabled me to use my knowledge, experience, and skills to establish Australia’s first design management consultancy.

What is emotional energy?

Emotional energy is the catalyst that fuels creativity, invention, and innovation.

Understanding and harnessing this energy inspires and motivates individuals to explore and embrace creative and critical thinking strategies, now in partnership with AI.

When a person’s emotional energy has contracted, it results in constrained, negative, pessimistic, and even catastrophic thinking habits, which have a toxic impact on the person’s identity and emotional and physical well-being.

This means there is no space, doorway, or threshold to take on anything new, novel, or different. Nor can they imagine what might be possible to evolve, advance, or transform their personal or professional lives in an uncertain future.

Emotional energy catalyses and directs your intrinsic motivation, conviction, hope, positivity, and optimism to approach your world purposefully, meaningfully, and differently.

When you are true to your calling or purpose, you will make extra efforts to be healthier, positively impact your well-being, and improve your resilience.

How does this apply to leadership in uncertain times?

“I think leaders need to remember that they are in the energy management business,” says Halsey. “Their role is to keep people focused, energized, and positive about themselves and their work. They may be unable to change external circumstances, but they can create a safe, nurturing, and empowering work environment. By setting clear goals, diagnosing individual needs, and providing the right leadership style, leaders can help their teams thrive—even in uncertain times.”

People want work to be less of a job and more of a calling.

According to Martin Seligman and Gabriella Rosen Kellerman in their book Tomorrowmind, a US-based research study that included two thousand employees of all ages, industries, tenures, and incomes, revealed that people craved more meaning at work regardless of sector or position. Everyone wanted work to be less of a job and more of a calling and gave their current jobs a rating of 49, which suggests that their “meaning cups” are only half full.

This search for meaning, mattering, and being of service to humanity in a different and value-adding way enables innovators, entrepreneurs and intrapreneurs to cultivate the emotional energy and develop the agility required to drive their creativity, invention and innovation endeavors.

It is the most critical ingredient that motivates, empowers, enables, fuels and sustains innovators, entrepreneurs, and intrapreneurs to adapt, survive and thrive on the innovation roller coaster.

Channeling emotional energy meaningfully and purposefully

From my leadership training and coaching experience, I have learned that most people desperately want their lives to make sense and be meaningful and to know that who they are and what they do matters. It is possible to link meaning and mattering to being intentionally motivated and directed by your core values to make a difference and a contribution that provides value and significance to someone, a community, or society.

Being purposeful

Being purposeful focuses your emotional energy, guides your life decisions influences your behaviors, shapes your goals, offers a sense of direction, and creates meaning. Rather than engaging in shallow, empty, or pointless activities, it gives you agency.

In our uncertain, volatile and disruptive world, it is crucial to think about your “purpose in life.” Be like an Entrepreneur and link your purpose as a guidepost to help you deal with uncertainty, navigate it better, mitigate the damaging effects of long-term stress, and become psychologically resilient.

People with a strong sense of purpose direct and focus their emotional energy on what really matters to them. They tend to be more agile and adaptive, hardier and resilient, and more able to refocus and recover quickly from adverse and catastrophic events.

According to McKinsey & Co.’s article “Igniting individual purpose in times of crisis,” purposeful people also live longer and healthier lives and are essential to employee experience. This results in higher levels of employee engagement, more substantial organizational commitment, and increased feelings of well-being. Like many entrepreneurs, people who find their purpose congruent with their jobs tend to get more meaning from their roles, making them more productive and more likely to outperform their peers.

How can you add more meaning, mattering and purpose?

Meaning is an outcome of purpose, and many people, due to their experience of the pandemic and hybrid workplace in a chaotic and uncertain world, are seeking to re-engage with their work and workplaces by focusing their emotional energy on improving their well-being and creating more purposeful, balanced, and meaningful lives.

This is a short section from our new book, “Conscious Innovation – Activating the Heart, Mind and Soul of Innovation”, which will be published in 2025.

Please find out more about our work at ImagineNation™.

Please find out about our collective learning products and tools, including The Coach for Innovators, Leaders, and Teams Certified Program, presented by Janet Sernack. It is a collaborative, intimate, and profoundly personalized innovation coaching and learning program supported by a global group of peers over 9-weeks. It can be customized as a bespoke corporate learning program.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem-focused, human-centric approach and emergent structure (Theory U) to innovation. It will also up-skill people and teams and develop their future fitness within your unique innovation context. Please find out more about our products and tools.

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Commercializing New Concepts is Hard

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Commercializing New Concepts is Hard

GUEST POST from Mike Shipulski

If you have the data that says the market for the new concept is big enough, you waited too long.

If you require the data that verifies the market is big enough before pursuing new concepts, you’ll never pursue them.

If you’re afraid to trust the judgement of your best technologists, you’ll never build the traction needed to launch new concepts.

If you will sell the new concept to the same old customers, don’t bother. You already sold them all the important new concepts. The returns have already diminished.

If you must sell the new concept to new customers, it could create a whole new business for you.

If you ask your successful business units to create and commercialize new concepts, they’ll launch what they did last time and declare it a new concept.

If you leave it to your successful business units to decide if it’s right to commercialize a new concept created by someone else, they won’t.

If a new concept is so significant that it will dwarf the most successful business unit, the most successful business unit will scuttle it.

If the new concept is so significant it warrants a whole new business unit, you won’t make the investment because the sales of the yet-to-be-launched concept are yet to be realized.

If you can’t justify the investment to commercialize a new concept because there are no sales of the yet-to-be-launched concept, you don’t understand that sales come only after you launch. But, you’re not alone.

If a new concept makes perfect sense, you would have commercialized it years ago.

If the new concept isn’t ridiculed by the Status Quo, do something else.

If the new concept hasn’t failed three times, it’s not a worthwhile concept.

If you think the new concept will be used as you intend, think again.

If you’re sure a new concept will be a flop, you shouldn’t be. Same goes for the ones you’re sure will be successful.

If you’re afraid to trust your judgement, you aren’t the right person to commercialize new concepts.

And if you’re not willing to put your reputation on the line, let someone else commercialize the new concept.

Image credits: misterinnovation.com (1 of 850+ free quote slides for download)

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Why Talent Drives Innovation

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Why Talent Drives Innovation

GUEST POST from Stefan Lindegaard

In any organization, having the right people in the right places at the right time is critical for success.

This is especially true for innovation, which doesn’t just depend on good ideas, projects, or technologies – it depends on the people who can bring these to life.

When resources are limited, every individual must perform well, as even one weak link can jeopardize a project. That’s why people – and the teams they form – are more important than ideas when it comes to driving innovation.

So, who are these key individuals?

They are those with the mindset, skills, and attributes needed to turn ideas into successful realities. These individuals may come in many forms, but they tend to share common traits such as:

Creativity: They think outside the box, solving problems in novel ways.
Problem-solving: They identify challenges and find practical solutions.
Growth mindset: They experiment and learn from both success and failures and they are life-long learners in many aspects of life.
Adaptability: They thrive in dynamic, ever-changing environments.
Collaboration: They work effectively with others, both inside and outside the organization.
Passion: They are deeply committed to their work and driven to succeed.
Persistence: They push through obstacles and stay focused on achieving their goals.
Communication: They clearly convey their ideas and inspire others.
Leadership: They motivate and guide their teams toward success.
Initiative: They take action without waiting for direction.
Strategic thinking: They see the bigger picture and consider the long-term impact of their decisions.

The reality is that having people – talent – like this in your organization is more valuable than having endless top-notch ideas or projects to choose from.

Stefan Lindegaard People Process Ideas

Why? Because talented people can take even a mediocre idea and turn it into something extraordinary, while average performers will struggle to execute even the best ideas.

This is true for organizations of all sizes. Whether you are a small business or a large corporation, success depends on your ability to attract, develop, and retain people who can turn ideas – whether they originate from themselves or others – into reality.

Large organizations might have the flexibility to move their top talent around, but for smaller companies, it’s even more crucial to identify and nurture individuals with these key traits.

Either way, before focusing on generating more ideas, make sure you have the people who can bring those ideas to life. Talent, not just ideas, is the driving force behind innovation.

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Job Design as Innovation Strategy

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How Complex Problem-Solving Creates Automation Champions

Job Design as Innovation Strategy

GUEST POST from Robyn Bolton

Imagine a manufacturing company. On the factory floor, machines whirl and grind, torches flare up as welding helmets click closed, and parts and products fall off the line and into waiting hands or boxes, ready to be shipped to customers. Elsewhere, through several doors and a long hallway, you leave the cacophony of the shop floor for the quiet hum of the office. Computers ping with new emails while fingers clickety-clack across the keyboard. Occasionally, a printer whirs to life while forcing someone to raise their voice as they talk to a customer on the other end of the phone.

Now, imagine that you ask each person whether AI and automation will positively or negatively affect their jobs. Who will champion new technology and who will resist it?

Most people expect automation acceptance to be separated by the long hallway, with the office workers welcoming while the factory workers resist.

Most people are wrong.

The Business Case for Problem-Solving Job Design

Last week, I wrote about findings from an MIT study that indicated that trust, not technology, is the leading indicator of whether workers will adopt new AI and automation tools.

But there’s more to the story than that. Researchers found that the type of work people do has a bigger influence on automation perception than where they do it. Specifically, people who engage in work requiring high levels of complex problem-solving alongside routine work are more likely to see the benefit of automation than any other group.

Or, to put it more simply

Net Impact of Automation & New Technology on Your Work

While it’s not surprising that people who perform mostly routine tasks are more resistant than those who engage in complex tasks, it is surprising that this holds true for both office-based and production-floor employees.

Even more notable, this positive perception is significantly higher for complex problem solvers vs. the average across all workers::

Safety: 43% and 41% net positive for office and physical workers, respectively (vs. 32% avg)
Pay: 27% and 25% net positive for physical and office workers, respectively (vs. 3.9% avg)
Autonomy: 33% net positive for office workers (vs. 18% average)
Job security: 25% and 22% net positive for office and physical workers, respectively (vs. 3.5%)

Or, to put it more simply, blend problem-solving into routine-heavy roles, and you’ll transform potential technology resistors into champions.

3 Ways to Build Problem-Solving Into Any Role

The importance of incorporating problem-solving into every job isn’t just a theory – it’s one of the core principles of the Toyota Production System (TPS). Jidoka, or the union of automation with human intelligence, is best exemplified by the andon cord system, where employees can stop manufacturing if they perceive a quality issue.

But you don’t need to be a Six-Sigma black belt to build human intelligence into each role:

Create troubleshooting teams with decision authority
Workers who actively diagnose and fix process issues develop a nuanced understanding of where technology helps versus hinders. Cross-functional troubleshooting creates the perfect conditions for technology champions to emerge.
Design financial incentives around problem resolution
The MIT study’s embedded experiment showed that financial incentives significantly improved workers’ perception of new technologies while opportunities for input alone did not. When workers see personal benefit in solving problems with technology, adoption accelerates.
Establish learning pathways connected to problem complexity
Workers motivated by career growth (+33.9% positive view on automation’s impact on upward mobility) actively seek out technologies that help them tackle increasingly complex problems. Create visible advancement paths tied to problem-solving mastery.

Innovation’s Human Catalyst

The most powerful lever for technology adoption isn’t better technology—it’s better job design. By restructuring roles to include meaningful problem-solving, you transform the innovation equation.

So here’s the million-dollar question every executive should be asking: Are you designing jobs that create automation champions, or are you merely automating jobs as they currently exist?

Image credits: Robyn Bolton and misterinnovation.com (1 of 850+ free quote slides for download)

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What Great Ideas Feel Like

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What Great Ideas Feel Like

GUEST POST from Mike Shipulski

If you have a reasonably good idea, someone will steal it, make it their own and take credit. No worries, this is what happens with reasonably good ideas.

If you have a really good idea, you’ll have to explain it several times before anyone understands it. Then, once they understand, you’ll have to help them figure out how to realize value from the idea. And after several failed attempts at implementation, you’ll have to help them adjust their approach so they can implement successfully. Then, after the success, someone will make it their own and take credit. No worries, this is what happens with really good ideas.

When you have an idea so good that it threatens the Status Quo, you’ll get ridiculed. You’ll have to present the idea once every three months for two years. The negativity will decrease slowly, and at the end of two years the threatening idea will get downgraded to a really good idea. Then it will follow the wandering path to success described above. Don’t feel special. This is how it goes with ideas good enough to threaten.

And then there’s the rarified category that few know about. This is the idea that’s so orthogonal it scares even you. This idea takes a year or two of festering before you can scratch the outer shell of it. Then it takes another year before you can describe it to yourself. And then it takes another year before you can bring yourself to speak of it. And then it takes another six months before you share it outside your trust network. And where the very best ideas get ridiculed, with this type of idea people don’t talk about the idea at all, they just think you’ve gone off the deep end and become unhinged. This class of idea is so heretical it makes people uncomfortable just to be near you. Needless to say, this class of idea makes for a wild ride.

Good ideas make people uncomfortable. That’s just the way it is. But don’t let this get in the way. More than that, I urge you to see the push-back and discomfort as measures of the idea’s goodness.

If there’s no discomfort, ridicule or fear, the idea simply isn’t good enough.

Image credits: misterinnovation.com (1 of 850+ free quote slides for download)

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Product-Lifecycle Management 2.0

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A Kaizen Approach to Market-Driven Innovation

Product-Lifecycle Management 2.0

GUEST POST from Dr. Matthew Heim

In today’s competitive business environment, companies are under constant pressure to innovate, streamline processes, and improve product quality. One powerful way to achieve these goals is by applying the principles of Kaizen—the Japanese concept of continuous improvement—to Product Lifecycle Management (PLM). By viewing PLM as a Kaizen loop, organizations can foster a culture of ongoing innovation and refinement, ensuring that products evolve in line with customer needs, technological advances, and market demands.

In this blog, we’ll explore how managing Product Lifecycle Management as a Kaizen loop can drive better results, improve efficiency, and lead to the creation of superior products that resonate with customers.

What is Product Lifecycle Management (PLM)?

Before we dive into how PLM can benefit from a Kaizen approach, let’s define what PLM is.

Product Lifecycle Management is the process of managing the entire lifecycle of a product from inception, through design and manufacturing, to service and disposal. It involves integrating people, processes, business systems, and information to streamline product development, reduce costs, enhance quality, and improve collaboration across the product’s life.

While PLM has traditionally been seen as a linear process—moving from concept to production and then to end-of-life—a Kaizen loop introduces a more fluid, iterative approach that can enhance every stage of the lifecycle.

What is Kaizen?

Kaizen is a Japanese term that translates to “continuous improvement.” It refers to the practice of making small, incremental improvements in processes, products, or services on a regular basis. Rather than focusing on large, disruptive changes, Kaizen promotes consistent, sustainable improvements through the involvement of all employees.

Incorporating Kaizen into PLM means shifting from a linear, static approach to a dynamic, feedback-driven system where every phase of the product’s life is optimized and refined continuously.

The Kaizen Loop in Product Lifecycle Management

A traditional PLM approach tends to follow a set sequence of stages: concept, design, manufacture, test, launch, and then end-of-life. However, when applying Kaizen, this cycle is treated as an ongoing loop, where each stage is continuously revisited and improved. Here’s how it works:

Define the Initial Goal (Plan)
The first step in the Kaizen loop is to define the goals for the product, based on customer needs, market research, and business objectives. Involving stakeholders from the Product, Sales and Marketing to ensure the plan’s success is the way to begin. Then, ensure that the product development process is aligned with the company’s strategic drivers. Unlike traditional planning, Kaizen planning doesn’t end here, it merely establishes a baseline for ongoing improvement. Each of the stakeholders involved should plan for feedback loops and potential adjustments early on.
Develop the Product (Develop)
The next phase involves the design and development of the product. However, under the Kaizen approach, development isn’t a one-time, isolated effort. Rather, it’s a continuous process of iteration. As prototypes are created, the design is continuously tested and refined. Feedback from customers, production teams, and stakeholders is used to make adjustments and enhancements during the development stage.
Measure and Analyze Performance (Review)
Once the product is in production, it is crucial to continuously monitor and analyze its performance. In a Kaizen-driven PLM environment, this doesn’t just happen at the end of the development cycle. Rather, measurement and analysis are built into every phase. Key performance indicators (KPIs) such as product quality, customer satisfaction, production efficiency, and cost control should be regularly reviewed. This ongoing feedback helps to identify areas for improvement, even after the product is launched.
Implement Improvements (Revise)
The beauty of Kaizen is its focus on action. Based on the insights gained from the measurement phase, teams are empowered to implement improvements quickly. If customers are experiencing issues, fixes are developed and rolled out rapidly. If new technologies become available that could improve the product, they are incorporated into future iterations. These incremental improvements are the driving force of the Kaizen loop, enabling the product to continuously evolve and stay competitive.
Refinement Through Feedback (Iterate)
The final step in the Kaizen loop is to integrate the improvements back into the product and into future development. The loop continues, with each cycle bringing new insights, innovations, and refinements to all of the teams involved. This feedback-driven model ensures that every product phase—whether it’s design, manufacturing, or customer feedback—is part of an ongoing process of improvement.

PLM Kaizen Infographic Ezassi

Key Benefits of Managing PLM as a Kaizen Loop

Faster Time-to-Market
Because Kaizen encourages rapid feedback and iteration, product improvements can be made in real-time. This reduces delays and accelerates the development process, enabling companies to bring products to market more quickly.
Increased Product Quality
Continuous improvement ensures that the product is constantly evolving based on real-world data and user feedback. This approach leads to higher product quality, as the product is fine-tuned over time and refined based on actual performance.
Better Collaboration and Communication
Kaizen is inherently a team-driven approach, where everyone from engineers to salespeople to customers has input into the product’s development. This fosters a culture of collaboration and ensures that all perspectives are considered, leading to a more well-rounded and successful product.
Lower Costs
By focusing on small, incremental improvements, Kaizen minimizes the risk of costly mistakes. Rather than investing large sums in a single, big change, incremental changes allow teams to make improvements more affordably and with fewer risks. Moreover, early identification of inefficiencies during production or design stages helps to avoid costly fixes down the line.
Improved Customer Satisfaction
Since customer feedback is central to the Kaizen approach, PLM that incorporates Kaizen ensures that products are always aligned with customer needs. This ongoing dialogue with customers leads to higher satisfaction, loyalty, and retention.

Overcoming Challenges in Implementing Kaizen in PLM

While applying Kaizen principles to PLM offers immense benefits, there are some challenges companies may face:

Cultural Shift: Employees need to embrace a mindset of continuous improvement, which can require significant cultural change, especially in traditional, hierarchical organizations.
Resource Constraints: Regular feedback and iterative improvements require resources, including time and manpower, which can be stretched thin in high-pressure environments.
Technology Integration: To enable real-time feedback and iteration, companies must leverage advanced PLM tools, which may require investment in software systems and employee training.

However, the long-term benefits of adopting a Kaizen-driven PLM system often outweigh these challenges. Companies that successfully integrate Kaizen into their PLM processes can look forward to better products, more satisfied customers, enhanced enterprise collaboration and increased profitability.

Conclusion

Product Lifecycle Management, when managed as a Kaizen loop, transforms the traditional product development approach into a dynamic, continuous improvement system. By focusing on incremental, data-driven improvements at every stage of the product’s lifecycle, organizations can produce better products, reduce costs, and improve customer satisfaction.

In an age of fast-changing technology and evolving customer expectations, adopting a Kaizen mindset for PLM can ensure that a company stays ahead of the competition, continually innovating and refining its products to meet the needs of tomorrow.

By embracing Kaizen, PLM becomes not just a process but a philosophy—one that fosters growth, adaptability, and success for the long term.

Ready to implement Kaizen in your PLM process? Contact Ezassi to learn more about how to put these principles into action.

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Automation Success More About Trust Than Technology

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Automation Success More About Trust Than Technology

GUEST POST from Robyn Bolton

We’ve all seen the apocalyptic headlines about robots coming for our jobs. The AI revolution has companies throwing money at shiny new tech while workers polish their résumés, bracing for the inevitable pink slip. But what if we have it completely, totally, and utterly backward? What if the real drivers of automation success have nothing to do with the technology itself?

That’s precisely what an MIT study of 9,000+ workers across nine countries asserts. While the doomsayers have predicted the end of human workers since the introduction of the assembly line, those very workers are challenging everything we think we know about automation in the workplace.

The Secret Ingredient for Technology ROI

MIT surveyed workers across the manufacturing industry—50% of whom reported frequently performing routine tasks—and found that the majority ultimately welcome automation. But only when one critical condition is present. And it’s one that most executives completely miss while they’re busy signing purchase orders for the latest AI and automation systems.

Trust.

Read that again because while you’re focused on selecting the perfect technology, your actual return depends more on whether your team feels valued and believes you are invested in their safety and professional growth.

Workers Who Trust, Automate

This trust dynamic explains why identical technologies succeed in some organizations and fail in others. According to MIT’s research:

Job satisfaction is the second strongest indicator of technology acceptance, with a 10% improvement that researchers identified as consistently significant across all analytical models
Feeling valued by their employer shows a highly significant 9% increase in positive attitudes toward automation
Trust also consistently predicts automation acceptance, as workers scoring higher on trust measures are significantly more likely to view new technologies positively.

For example, Sam Sayer, an employee at a New Hampshire cutting tool manufacturer, has become an automation champion because his employer helped him experience how factory-floor robots could free him from routine tasks and allow him to focus on more complex problem-solving. “I worked in factories for years before I ever saw a robot. Now I’m teaching my colleagues on the factory floor how to use them.”

This contrasts with an aerospace manufacturer in Ohio that hired a third party to integrate a robot into its warehouse processes. Despite the company’s efforts to position the robot as a teammate, even giving it a name, workers resisted the technology because they didn’t trust the implementation process or see clear personal benefits.

These patterns hold across industries and countries: When workers perceive their employer as invested in their development and well-being, automation initiatives succeed. When that foundation is missing, even the most sophisticated technologies falter.

Four Steps to Convert Resistors to Champions

Whether it’s for the factory floor or the office laptop, if you want ROI and revenue growth from your automation investments, start with your people:

Design roles that connect workers to outcomes: When people see how their input shapes results, they become natural technology allies.
Create visible growth pathways. Workers motivated by career advancement are significantly more likely to embrace new technologies.
Align financial incentives with implementation goals. When workers see the personal benefits of adoption, resistance evaporates faster than free donuts in the break room.
Make safety improvements the leading edge of your technology story. It’s the most universally appreciated benefit of automation.

A Provocative Challenge

Ask yourself this (potentially) uncomfortable question: Are you investing as much in trust as you are in technology?

Because if not, you might as well set fire to a portion of your automation budget right now. At least you’d get some heat from it.

The choice isn’t between technology and workers—it’s between implementations that honor human relationships and those that don’t. The former generates returns; the latter generates résumé updates.

What are you choosing?

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Top 10 Irish Innovations

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Top 10 Irish Innovations

GUEST POST from Art Inteligencia

As we celebrate St. Patrick’s Day, it’s the perfect occasion to shine a spotlight on the influential contributions Ireland has made to the world of innovation. From literary advances to technological marvels, Ireland’s creative spirit is visible across various domains. Here, we celebrate the top 10 Irish innovations that have left a lasting impact on the world – which you may notice doesn’t include the pictured green Guinness.

1. The Hypodermic Syringe

Invented in 1844 by Francis Rynd, the hypodermic syringe revolutionized medicine by enabling the effective delivery of medication directly into the bloodstream. Rynd, a Dublin-based doctor, initially used it to treat neuralgia, setting the stage for modern medical injections.

2. The Submarine

Born in County Clare, John Philip Holland was a visionary engineer who developed the modern submarine. His designs attracted the attention of the U.S. Navy, cementing his role as a pioneer in underwater navigation and laying the groundwork for the submarines used today.

3. The Guided Torpedo

Largely attributed to Louis Brennan in 1874, the guided torpedo was a significant advancement in military technology. Brennan’s innovation allowed for precise control and improved the accuracy of naval operations, fundamentally changing maritime warfare.

4. Color Photography

John Joly, a geologist and physicist, introduced a pioneering method for color photography in 1894. By developing a technique that layered multiple transparent images, Joly’s work paved the way for future color photographic advancements and transformed visual documentation.

5. The Portable Defibrillator

In 1965, Frank Pantridge introduced the portable defibrillator, a pivotal invention in the medical field. This breakthrough allowed for immediate cardiac care outside of hospital settings, significantly increasing survival rates in emergencies and becoming a staple in ambulances and public spaces worldwide.

6. The Modern Tractor

Harry Ferguson, hailing from County Down, invented the modern-day tractor and the three-point linkage system. This innovation mechanized agriculture and greatly increased farming efficiency, transforming agricultural practices worldwide.

7. The Induction Coil

Nicholas Callan, a priest and scientist, invented the induction coil in the 1830s, a crucial component in the development of wireless communication and electronics. It laid the foundation for radio technology and countless other electronic applications.

8. Boole’s Algebra

George Boole, with significant contributions made during his time in Cork, developed Boolean algebra, a mathematical framework critical to computer science and digital electronics. This innovation forms the basis of computer logic systems and programming.

9. Flavored Crisps

Joseph ‘Spud’ Murphy, founder of Tayto, invented the first flavored crisps in 1954. This innovation added a new dimension to snacks, giving rise to a whole industry of flavored snacks enjoyed globally.

10. The Ejection Seat

Designed by James Martin, the ejection seat has saved countless lives in aviation emergencies. His innovative design provided pilots with a life-saving escape option and is an essential safety feature in modern aircraft.

In conclusion, Irish innovations have made substantial contributions to different fields, enhancing lives and propelling technological progress. As we celebrate St. Patrick’s Day, it’s important to honor these achievements and reflect on the inventive spirit that continues to drive Ireland forward.

Image credit: Dall-E via Microsoft CoPilot

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