Category Archives: Innovation

Top Five Questions These 300 Innovators Ask

Top Five Questions These 300 Innovators Ask

GUEST POST from Robyn Bolton

“Is this what the dinosaurs did before the asteroid hit?”

That was the first question I was asked at IMPACT, InnoLead’s annual gathering of innovation practitioners, experts, and service providers.

It was also the first of many that provided insight into what’s on innovators and executives’ minds as we prepare for 2026

How can you prevent failure from being weaponized?

This is both a direct quote and a distressing insight into the state of corporate life. The era of “fail fast” is long gone and we’re even nostalgic for the days when we simply feared failure. Now, failure is now a weapon to be used against colleagues.

The answer is neither simple nor quick because it comes down to leadership and culture. Jit Kee Chin, Chief Technology Officer at Suffolk Construction, explained that Suffolk is able to stop the weaponization of failure because its Chairman goes to great lengths to role model a “no fault” culture within the company. “We always ask questions and have conversations before deciding on, judging, or acting on something,” she explained

How do you work with the Core Business to get things launched?

It’s long been innovation gospel that teams focused on anything other than incremental innovation must be separated, managerially and physically, from the core business to avoid being “infected” by the core’s unquestioning adherence to the status quo.

The reality, however, is the creation of Innovation Island, where ideas are created, incubated, and de-risked but remain stuck because they need to be accepted and adopted by the core business to scale.

The answer is as simple as it is effective: get input and feedback during concept development, find a core home and champion as your prototype, and work alongside them as you test and prepare to launch.

How do you organize for innovation?

For most companies, the residents of Innovation Island are a small group of functionally aligned people expected to usher innovations from their earliest stages all the way to launch and revenue-generation.

It may be time to rethink that.

Helen Riley, COO/CFO of Google X, shared that projects start with just one person working part-time until a prototype produces real-world learning. Tom Donaldson, Senior Vice President at the LEGO Group, explained that rather than one team with a large mandate, LEGO uses teams specially created for the type and phase of innovation being worked on.

What are you doing about sustainability?

Honestly, I was surprised by how frequently this question was asked. It could be because companies are combining innovation, sustainability, and other “non-essential” teams under a single umbrella to cut costs while continuing the work. Or it could be because sustainability has become a mandate for innovation teams.

I’m not sure of the reason and the answer is equally murky. While LEGO has been transparent about its sustainability goals and efforts, other speakers were more coy in their responses, for example citing the percentage of returned items that they refurbish or recycle but failing to mention the percentage of all products returned (i.e. 80% of a small number is still a small number).

How can humans thrive in an AI world?

“We’ll double down,” was Rana el Kaliouby’s answer. The co-founder and managing partner of Blue Tulip Ventures and host of Pioneers of AI podcast, showed no hesitation in her belief that humans will continue to thrive in the age of AI.

Citing her experience listening to Radiotopia Presents: Bot Loveshe encouraged companies to set guardrails for how, when, and how long different AI services can be used.  She also advocated for the need for companies to set metrics that go beyond measuring and maximizing usage time and engagement to considering the impact and value created by their AI-offerings.

What questions do you have?

Image credit: Google Gemini

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Strategic Self-Righteousness is Not a Thing

Strategic Self-Righteousness is Not a Thing

GUEST POST from Greg Satell

Not long ago I was participating in a discussion on the social audio app, Clubhouse, and I said something a lady didn’t like that triggered her emotions. “Obviously, you need to be educated,” she said before subjecting me to a prolonged harangue riddled with inaccuracies, logical gaps and non-sequiturs.

Yet putting the merits of her argument aside, her more serious error was trying to overpower, rather than attract, in order to further her argument. If anything, she undermined her cause. Nobody likes a bully. Perhaps even more importantly, silencing opposing views restricts your informational environment and situational awareness.

This is why Gandhi so strictly adhered to the principle of ahimsa, which not only proscribed physical violence, but that of words or even thoughts. Everyone has their own sense of identity and dignity. Violating that will not bring you closer to success, but will almost certainly set you on a path to failure. Self-righteousness isn’t a strategy, but the lack of one.

Forming An Identity With Differentiated Values

Humans, by nature, seek out ideas to believe in. Ideas give us purpose and a sense of mission. That’s why every religion begins with an origin story, because it is our ideas that differentiate us from others and give us a sense of worth. What does it mean to be a Christian, Jew, or Muslim, a socialist or a capitalist, if we’re not differentiated by our beliefs?

So it shouldn’t be surprising that when people want to express their ideas, they tend to start with how their beliefs are different, because it is the dogmatic aspects of the concepts that drive their passion. Perhaps even more importantly, it is their conspicuous devotion that signals their inclusion with a particular tribe of shared identity.

Humans naturally form tribes in this way. In a study of adults that were randomly assigned to “leopards” and “tigers,” fMRI studies noted hostility to out-group members. Similar results were found in a study involving five year-old children and even in infants. Evolutionary psychologists attribute this tendency to kin selection, which explains how groups favor those who share their attributes in the hopes that those attributes will be propagated.

So when we’re passionate about an idea, we not only want to share it and “educate” others, we will also tend to see any threats to its survival as an affront to our identity. We begin to view ourselves as protectors and bond with others who share our purpose. We need to be aware of this pattern, because we’re all susceptible to it and that’s where the trouble starts.

Echo Chambers And The Emergence Of A Private Language

Spend time in an unfamiliar tribe and you’ll immediately notice that they share a private language. Minnesota Vikings fans shout “Skol!” Military people talk about distance in terms of “klicks,” and might debate the relative importance of HUMINT vs. SIGINT. Step into a marketing meeting and you’ll be subjected to a barrage of acronyms.

The philosopher Ludwig Wittgenstein explained how these types of private languages can be problematic. He made the analogy of a beetle in a box. If everybody had something in a box that they called a beetle, but no one could examine each other’s box, there would be no way of knowing whether everybody was actually talking about the same thing or not.

What Wittgenstein pointed out was that in this situation, the term “beetle” would lose relevance and meaning. It would simply refer to something that everybody had in their box, whatever that was. Everybody could just nod their heads not knowing whether they were talking about an insect, a German automobile or a British rock band.

Clearly, the way we tend to self-sort ourselves into homophilic, homogeneous groups will shape how we perceive what we see and hear, but it will also affect how we access information. Recently, a team of researchers at MIT looked into how we share information—and misinformation—with those around us. What they found was troubling.

When we’re surrounded by people who think like us, we share information more freely because we don’t expect to be questioned. We’re also less likely to check our facts, because we know that those we are sharing the item with will be less likely to inspect it themselves. So when we’re in a filter bubble, we not only share more, we’re also more likely to share things that aren’t true. Greater polarization leads to greater misinformation.

The Growing Backlash

One of the many things I’ve learned from my friend Srdja Popović is that the phase after an initial victory is often the most dangerous. Every revolution inspires its own counter-revolution. That is the physics of change. While you’re celebrating your triumph, the forces arrayed against you are redoubling their efforts to undermine what you’re trying to achieve.

Yet nestled safely within your tribe, speaking a private language in an echo chamber, you are unlikely to see the storm gathering storm. If most of the people around you think like you do, change seems inevitable. You tell each other stories about how history is on your side and the confluence of forces are in your favor.

Consider the case of diversity training. After the killing of George Floyd by a police officer led to massive global protests in over 2,000 towns and 60 countries, corporations around the world began to ramp up their diversity efforts, hiring “Chief Diversity Officers” and investing in training. For many, it was the dawn of a growing consciousness and a brighter, more equitable future.

It hasn’t seemed to turn out that way, though. Increased diversity training has not led to better outcomes and, in fact, there is increasing evidence of backlash. In particular researchers note that much of the training makes people feel targeted. Telling people that they owe their positions to something other than hard work and skill offends their dignity and can actually trigger exactly the behaviors that diversity programs are trying to change.

These misgivings are rarely voiced out loud, however, which is why change advocates rarely notice the growing chorus waiting for an opportunity to send the pendulum swinging in the other direction.

Learning To Survive Victory

In The Righteous Mind, social psychologist Jonathan Haidt makes the point that many of our opinions are a product of our inclusion in a particular team. Because our judgments are so closely intertwined with our identity, contrary views can feel like an attack. So we feel the urge to lash out and silence opposition. That almost guarantees a failure to survive victory.

I first noticed this in the aftermath of the Ukraine’s Orange Revolution in 2004. Having overcome a falsified election, we were so triumphant that we failed to see the gathering storm. Because we felt that the forces of history were on our side, we dismissed signs that the corrupt and thuggish Viktor Yanukovich was staging a comeback and paid a terrible price.

I see the same pattern in our work helping organizations with transformational initiatives. Change leaders feel so passionately about their idea they want to push it through, silence dissent, launch it with a big communication campaign and create strong incentives to get on board. They’re sure that once everybody understands the idea, they’ll love it too.

The truth is to bring about lasting change you need to learn to love your haters. They’re the ones who can help alert you to early flaws, which gives you the opportunity to fix them before they can do serious damage. They can also help you to identify shared values that can help you communicate more effectively and also design dilemmas that will send people your way.

But in order to do that, you need to focus your energy on winning converts, rather than punishing heretics. It’s more important to make a difference than it is to make a point.

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

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The Larger-Than-Life Story of Isaac Merritt Singer

Sewing up the Competition

The Larger-Than-Life Story of Isaac Merritt Singer

GUEST POST from John Bessant

‘To be or not to be…. ?’

Sooner or later an actor will find themselves declaiming those words – whether delivering Hamlet’s soliloquy or reflecting on the precarious career prospects of the thespian calling. If the answer turns out to be in the ‘not to be…’ direction then the follow-up question is what else might you be. And if you have a leaning towards high risk options you might select ‘become an entrepreneur’ as an alternative choice.

Torquay is a drama queen of a town. Displaying itself in the summer for the tourists who flock to the English Riviera, attracted by its mild weather and (occasionally) sparkling blue bay. Full of larger-than-life characters, birthplace and home of Agatha Christie and still hosting plenty of theaters to add to the offstage stories playing out in the streets. And tucked away in the town cemetery is the last resting place of one of the largest of characters, an actor and entrepreneur to the end. Isaac Merritt Singer, father of the sewing machine and responsible for much more besides.

Born in 1811 in Pittstown, New York, Singer was youngest of eight children, and from an early age learned to hustle, taking on various odd jobs including learning the skills of joinery and lathe turning. His passion for acting emerged early; when he was twelve he ran away to join an acting troupe called the Rochester Players. Even in those days acting was not a reliable profession and so when he was nineteen he worked as an apprentice machinist. A move which helped support his early days of family life; he married fifteen year old Catherine Haley and had two children with her before finally succumbing once again to the siren call of the stage and joining the Baltimore Strolling Players.

His machinist studies paid off however, when in 1839 he patented a rock-drilling machine.

He’d been working with an older brother to help dig the Illinois waterway and saw how he could improve the process; it worked and he sold it for $2,000 (around $150,000 in today’s money). This windfall gave him the chance to return to the dramatic world and he formed a troupe known as the “Merritt Players”.

On tour he appeared onstage under the name “Isaac Merritt”, with a certain Mary Ann Sponsler who called herself “Mrs. Merritt”; backstage they looked after a family which had begun growing in 1837 and had swollen to what became eight children, The tour lasted about five years during which time he became engaged to her (neglecting to mention that he was already married).

Fortunately he’d kept up his craftsman skills interests and developed and patented a “machine for carving wood and metal” on April 10, 1849. Financially struggling once again he moved the family back to New York City, hoping to market his machine. He built a prototype and more important, met a bookseller, G. B. Zieber who was to become his partner and long-suffering financier.

Unfortunately the prototype was destroyed in a fire; Zieber persuaded Singer to make a new start in Boston in 1850 using space kindly offered by Orson Phelps who ran a small machine shop. Orders for his wood cutting machine were not, however, forthcoming so he turned his inventive eye to the world of sewing machines.

Singer Sewing Machine

A short history of sewing machines…

People started sewing by hand some 20,000 years ago, where the first needles were made from bones or animal horns and the thread made from animal sinew. But it remained a largely manual process until the Industrial Revolution in the 18th century and the growing demand for clothing which manual labor couldn’t really meet. Demand pull innovation prompted plenty of entrepreneurs to try their hand at improving on the basic manual process.

Their task wasn’t easy; sewing is a complex task involving different materials whose shape isn’t fixed in the way that wood or metal can be. And manual labor was still cheaply available so the costs of a machine to replace it would also need to be low. Not surprisingly many of the early inventors died in straitened circumstances.

A German-born engineer working in England, Charles Fredrick Wiesenthal, can lay claim to one of the first patents, awarded in Britain for a mechanical device to aid the art of sewing, in 1755. But this was more of a mechanical aid; it wasn’t until 1790 that an English cabinet maker by the name of Thomas Saint was granted a patent for five types of varnishes and their uses, a machine for ‘spinning, twisting, and doubling the thread’, a machine for ‘stitching, quilting, or sewing’, and a machine for ‘platting or weaving’. A specification which didn’t quite include the kitchen sink but came pretty close to covering it!

His very broad-ranging patent somewhat obscured its real value – the machine for ‘stitching, quilting, or sewing’. (So much so that when the Patent Office republished older patents and arranged them into new classes, it was placed into ‘wearing apparel’ rather than ‘sewing and embroidering’).

But his machine brought together several novel features including a mechanism for feeding material into the machine and a vertical needle. It was particularly designed for working with leather to make saddles and bridles but it was adapted for other materials like canvas to make ship sails.

Saint’s vision somewhat outstripped his ability to make and sell the machine but his underlying model introduced the key elements of what became the basic configuration – the ‘dominant design’ – for sewing machines. Much later, in 1874, a sewing machine manufacturer, William Newton Wilson, found Saint’s drawings in the UK Patent Office, made a few adjustments and built a working machine, which is still on display today on the Science Museum in London).

Saint wasn’t alone in seeing the possibilities in mechanization of sewing. Innovation often involves what’s called ‘swarming’ – many players see the potential and experiment with different designs, borrowing and building on these as they converge towards something which solves the core problem and eventually becomes the ‘dominant design’.

In the following years various attempts were made to develop a viable machine, some more successful than others. In 1804, two Englishmen, Thomas Stone and James Henderson, built a simple sewing device and John Duncan in Scotland offered an embroidery machine. An Austrian tailor, Josef Madersperger, presented his first working sewing machine publicly in 1814. And in 1818 John Doge and John Knowles invented America’s first sewing machine, but it could only sew a few bits of fabric before breaking.

But wasn’t until 40 years after Saint’s patent that a viable machine emerged. Barthelemy Thimonnier, a French tailor, invented a machine that used a hooked needle and one thread, creating a chain stitch. The patent for his machine was issued on 17 July 1830, and in the same year, he and his partners opened the first machine-based clothing manufacturing company in the world to create uniforms for the French Army.

(Unfortunately sewing machine inventors seem to have a poor track record as far as fire risk is concerned; Thimonnier’s factory was burned down, reportedly by workers fearful of losing their livelihood, following the issuing of the patent).

Over in America Walter Hunt joined the party bringing his contribution in 1832 in the form of the first lock-stitch machine. Up till then machines had used a simple chain stitch but the lock stitch was a big step forward since it allowed for tighter more durable seams of the kind needed in many clothes. It wasn’t without its teething troubles and Hunt only sold a handful of machines, he only bothered to patent his idea much later in 1854.

Meanwhile British inventors Newton and Archibold improved on the emerging technology with a better needle and the use of two pressing surfaces to keep the pieces of fabric in position, in 1841. And John Greenough registered a patent for the first sewing machine in the United States in 1842.

Each of these machines had some of the important elements but it was only in 1844 that they converged in the machine built by English inventor John Fisher. All should have been well – except that the apparent curse of incomplete filing (which seems to have afflicted many sewing machine inventors) struck him down. His patent was delayed and he failed to get the recognition he probably deserves as the architect of the modern sewing machine.

Instead it was Elias Howe from America with his 1845 machine (which closely resembled Fisher’s) who took the title. His patent was for “a process that uses thread from 2 different sources….” building on the idea of a lockstitch which William Hunt had actually developed thirteen years earlier. Hunt’s failure to patent this meant that Howe could eventually reap the not inconsiderable rewards, earning him $5 for every sewing machine sold in America which used the lockstitch principle.

Howe’s machine was impressive but like all the others was slow to take off and he decided to try and market it in Europe, sailing for England. Leaving the American market open for other entrants, Including one Isaac Merritt Singer who patented his machine in 1851.

Singer Sewing Table

Image: Public domain, via Wikimedia Commons

Singer’s machine

Singer became interested in sewing machines by trying to make them better. Orson Phelps (in whose machine shop Singer was working) had recently started making sewing machines for the modestly successful Lerow and Blodgett Company. Zieber and Phelps convinced Singer to take a look at the machine to see if he could improve upon its design.

Legend has it that Singer was sceptical at first, questioning its market potential. “You want to do away with the only thing that keeps women quiet?” But they managed to persuade him and in 1850, the three men formed a partnership, with Zieber putting up the money, Singer doing the inventing, and Phelps the manufacturing.

Instead of repairing the machine, Singer redesigned it by installing a treadle to help power the fabric feed and rethinking the way the shuttle mechanism worked, replacing the curved needle with a straight one.

Like Henry Ford after him Singer’s gift was not in pure invention but rather in adapting and recombining different elements. His eventual ddesign for a machine combined elements of Thimonnier, Hunt and Howe’s machines; the idea of using a foot treadle to leave both hands free dated back to the Middle Ages.

Importantly, the new design caused less thread breakage with the innovation of an arm-like apparatus that extended over the worktable, holding the needle at its end. It could sew 900 stitches per minute, a dramatic improvement over an accomplished seamstress’s rate of 40 on simple work. On an item as complex as a shirt the time required could be reduced from fifteen hours to less than one.

Singer obtained US Patent number 8294 for his improvements on August 12, 1851.

But having perfected the machine there were a couple of obstacles in the way of their reaping the rewards from transforming the market. First was the problem of economics; their machine (and others like it) opened up the possibility of selling for home use – but at $125 each ($4,000 in 2022 dollars) the machines were expensive and slow to catch on.

And then there was the small matter of sorting out the legal tangles involved in the intellectual property rights to sewing machinery.

Climbing out of the patent thicket

Elias Howe had been understandably annoyed to find Singer’s machine using elements of his own patent and duly took him to court for patent infringement. Singer tried to argue that Howe had actually infringed upon William Hunt’s original idea; unfortunately for him since Hunt hadn’t patented it that argument failed. The judge ruled that Hunt’s lock-stitch idea was free for anyone – including Howe – to use. Consequently, Singer was forced to pay a lump sum and patent royalties to Howe.

(Interestingly if John Fisher’s UK patent hadn’t have been filed wrongly, he too would have been involved in the law suit since both Howe and Singer’s designs were almost identical to the one Fisher created).

Sounds complicated? It gets worse, mainly because they weren’t the only ones in the game. Inventors like Allen B. Wilson were slugging it out with others like John Bradshaw; both of them had developed and patented devices which improved on Singer and Howe’s ideas. Wilson partnered up with Nathaniel Wheeler to produce a new machine which used a hook instead of a shuttle and much quieter and smoother in operation. That helped the Wheeler & Wilson Company to make and sell more machines in the 1850s and 1860s than any other manufacturer. Wilson also invented the feed mechanism that is still used on every sewing machine today, drawing the cloth through the machine in a smooth and even fashion. Others like Charles Miller patented machinery to help with accessories like buttonhole stitching.

The result was that in the 1850s a rapidly increasing number of companies were vying with each other not only to produce sewing machines but also to file lawsuits for patent infringement by the others. It became known as the Sewing Machine War – and like most wars risked ending up benefiting no-one. It’s an old story and often a vicious and expensive one in which the lawyers end up the only certain winners.

Fortunately this one, though not without its battles, was to arrive at a mutually successful cease-fire. In 1856, the major manufacturers (including Singer, Wheeler & Wilson) met in Albany, New York and Orlando Potter, president of the Grover and Baker Company, proposed that, rather than squander their profits on litigation, they pool their patents.

They agreed to form the Sewing Machine Combination, merging nine of the most important patents; they were able to secure the cooperation of Elias Howe by offering him a royalty on every sewing machine manufactured. Any other manufacturer had to obtain a license for $15 per machine. This lasted until 1877 when the last patent expired.

Singing the Singer song

So the stage was finally set for Isaac Singer to act his most famous role – one which predated Henry Ford as one of the fathers of mass production. In late 1857, Singer opened the world’s first facility for mass producing something other than firearms in New York and was soon able to cut production costs. Sales volume increased rapidly; in 1855 he’d sold 855 machines, a year later over 2500 and in 1858 his production reached 3,591 and he opened three more New York-based manufacturing plants.

Efficiency in production allowed the machines to drop in price to $100, then $60, then $30, and demand exploded. By 1860 and selling over 13,000 machines Singer became the largest manufacturer of sewing machines in the world. Ten years later and that number had risen tenfold; twenty years on they sold over half a million machines a year.

Like Ford he was something of a visionary, seeing the value of a systems approach to the problem of making and selling sewing machines. His was a recombinant approach, taking ideas like standardised and interchangeable parts, division of labour, specialisation of key managerial roles and intensive mechanisation to mass produce and bring costs down.

His thespian skills were usefully deployed in the marketing campaign; amongst other stunts he staged demonstrations of the sewing machine in city centre shop windows where bystanders could watch a (skilled) young woman effortlessly sewing her own creations. And he was famous for his ‘Song of the Shirt’ number which he would deliver as background accompaniment in events at which, once again, an attractive and accomplished seamstress would demonstrate the product.

It’s often easy to overlook the contribution of others in the innovation story – not least when the chief protagonist is an actor with a gift for self-publicity. Much of the development of the Singer business was actually down to the ideas and efforts of his partner at the time Edward Cabot Clark. It was Clark, for example, who came up with the concept of instalment purchasing plans which literally opened the door to many salesmen trying to push their product. He also suggested the model of trading in an older model for one with newer features – something enthusiastically deployed a century later in the promotion of a host of products from smart-phones to saloon cars.

Singer and Clark worked to create the necessary infrastructure to support scaling the business. They opened attractive showrooms, developed a rapid spare parts distribution system and employed a network of repair mechanics.

This emerging market for domestic sewing machines attracted others; in 1863 an enterprising tailor, Ebenezer Butterick, began selling dress patterns and helped open up the home dressmaking business. Magazines, pattern books and sewing circles emerged as women saw the opportunities in doing something which could bring both social and economic benefit to their lives. Schools and colleges began offering courses to teach the required skills, many of them helpfully sponsored by the Singer Sewing Machine Company.

It wasn’t just a new business opportunity; this movement provided important impetus to a redefinition of the role of women in the home and their access to activity which could become more than a simple hobby. Singer’s advertising put women in control with advertisements suggesting that their machine was ‘… sold only by the maker directly to the women of the family’. Charitable groups such as the Ladies Work Society and the Co-operative Needlewoman’s Society emerged aimed at helping poorer women find useful skills and respectable employment in sewing.

By 1863 Singer’s machine had become America’s most popular sewing machine and was on its way to a similar worldwide role. They pioneered international manufacturing, particularly in their presence in Europe having first tried to enter the overseas market through licensing their patents to others. Quality and service problems forced them to rethink and they moved instead to setting up their own facilities.

Their Clydebank complex in Scotland, opened in 1885, became the world’s largest sewing machine factory with two main manufacturing buildings on three levels. One made domestic machines, the other industrial models; the whole was overseen by a giant 60 metre high tower with the name ‘Singer ‘ emblazoned on it and with four clock faces, the world’s largest. Employing over 3500 people it turned out 8000 sewing machines a week. By the 1900s, it was making over 1.5 million machines to be sold around the world.

Estimates place Singer’s market share at 80% of global production, from 1880 through at least 1920 and beyond. Over one thousand different models for industrial and home use were offered. Singer had 1,700 stores in the United States and 4,300 overseas, supported by 60,000 salesmen.

Singer Sewing Machine Two

Image: Public domain via Wikimedia Commons

Off-stage activities

Singer was a big man with a commanding presence and a huge appetite for experiences. But he had no need of a Shakespeare to conjure up a plot for his own dramatic personal life, his was quite rich enough. The kind where it might help to have a few thousand miles of Atlantic Ocean to place between you and what’s going on when your past is suddenly and rapidly catching up with you…

(Pay attention, this gets more complicated than the patent thicket).

Catherine, his first wife, had separated from him back in the 1830s but remained married to him, benefitting from his payments to her. She finally agreed to a divorce in 1860 at which point his long-suffering mistress and mother of eight of his children, Mary Ann believed Isaac was free to marry her. He wasn’t keen to change his arrangements with her b ut in any case the question became somewhat academic.

In 1860 she was riding in her carriage along Fifth Avenue in New York when she happened to see Isaac in another carriage seated alongside Mary McGonigal. One of Isaac’s employees about whom Mary Ann already had suspicions. Confronting him she discovered that not only had he fathered seven children with McGonigal but that he had also had an affair with her sister Kate!

Hell hath no fury like a woman scorned and Mary Ann really went for Isaac, having him arrested and charged with bigamy; he fled to London on bail taking Mary McGonigal with him. But leaving behind even more trouble; further research uncovered a fourth ‘wife’, one Mary Walters who had been one of his glamorous sewing machine demonstrators. She also added another child to the list of his offspring. The final tally of his New York wives netted a total of four families, all living in Manhattan in ignorance of each other with a total of sixteen of his children!

Isaac’s escape to England allowed him enough breathing space to pick up on another affair he had started in France the previous year with Isabella Boyer, a young Frenchwoman whose face had been the model for the Statue of Liberty. He’d managed to leave her pregnant and so she left her husband and moved to England to join Isaac, marrying him in 1863. They settled down to life on their huge estate in Devon where they had a further six children.

Legacy

Singer left behind a lot – not least a huge fortune. On his death in 1871 he was worth around $13m (which would be worth close to $400billion today). From considerably humbler beginnings he’d managed to make his way to a position where he was able to buy a sizeable plot of land near Torquay and build a grand 110 room house (Oldway) modeled on the royal palace at Versailles complete with a hall of mirrors, maze and grotto garden.

And when he was finally laid to rest it was in a cedar, silver, satin and oak-lined marble tomb in a funeral attended by over 2000 mourners.

His wider legacy is, of course, the sewing machine which formed the basis of the company he helped found and which became such a powerful symbol of industrial and social innovation. He reminds us that innovation isn’t a single flash of inspiration but an extended journey and he deployed his skills at navigating that journey in many directions. He’s of course remembered for his product innovations like the sewing machine but throughout his life he developed many ideas into serviceable (and sometimes profitable) ventures.

But he also pioneered extensive process innovation, anticipating Henry Ford’s mass production approach to change the economics of selling consumer goods and rethinking the ways in which his factories could continue to develop. He had the salesman’s gift, but his wasn’t just an easy patter to persuade reluctant adopters. Together with Edward Clark he pioneered ways of targeting and then opening up new markets, particularly in the emerging world of the domestic consumer. And he was above all a systems thinker, recognizing that the success or failure of innovation depends on thinking around a complete business model to ensure that good ideas have an architecture through which they can create value.

Isaac Singer retained his interest in drama up to his death, leaving his adopted home of Torbay with a selection of imposing theaters which still offer performances today. It can only be a matter of time before someone puts together the script for a show based on this larger than life character and the tangled web that he managed to weave.


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All images generated by Substack AI unless otherwise indicated

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Why Dissatisfaction is Awesome

Why Dissatisfaction is Awesome

GUEST POST from Mike Shipulski

If you’re dissatisfied, there’s a reason.

If you’re dissatisfied, there’s hope for us all.

If you’re not dissatisfied, there’s no forcing function for change.

If you’re not dissatisfied, the status quo will carry the day.

If you’re not dissatisfied, innovation work is not for you.

If you’re dissatisfied, you know it could be better next time.

If you’re dissatisfied, your insecure leader will step on your head.

If you’re dissatisfied, there’s a reason and that reason is real.

If you’re dissatisfied, follow your dissatisfaction.

If you’re dissatisfied, I want to work with you.

If you’re dissatisfied, it’s because you see things as they are.

If you’re dissatisfied, your confident leader will ask how things should go next time.

If you’re dissatisfied, it’s because you want to make a difference.

If you’re dissatisfied, look inside.

If you’re dissatisfied, there’s a reason, the reason is real and it’s time to do something about it.

If you’re dissatisfied, you’re thinking for yourself.

If you’re so dissatisfied you openly show anger, thank you for trusting me enough to show your true self.

If you’re dissatisfied, it’s because you know things should be better than they are.

If you’re dissatisfied, do something about it.

If you’re dissatisfied, thank you for thinking deeply.

If you’re dissatisfied, it’s because you’re not asleep at the wheel.

If you’re dissatisfied, it’s because your self-worth allows it.

Thank you for caring enough to be dissatisfied.

Image credit: Pixabay

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

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

Spice Up Your Meetings, Presentations, Keynotes and Workshops

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

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

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

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

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

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

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

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

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

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

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

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How to Survive the Next Decade

The Not So Obvious or Easy Answer

How to Survive the Next Decade

GUEST POST from Robyn Bolton

Last week, I shared that 74% of executives believe that their organizations will cease to exist in ten years. They believe that strategic transformation is required, but cite the obvious problem of organizational  inertia and the easy scapegoat of people’s resistance to change.

Great.  Now we know the problem.  What’s the solution?

The Obvious: Put the Right People in Leadership Roles

Flipping through the report, the obvious answers (especially from an executive search firm) were front and center:

  • Build a top team with relevant experience, competencies, and diverse backgrounds
  • Develop the team and don’t be afraid to make changes along the way
  • Set a common purpose and clear objectives, then actively manage the team

The Easy: Do Your Job as a Leader

OK, these may not be easy but it’s not that hard, either:

  • Relentlessly and clearly communicate the why behind the change
  • Change one thing at a time
  • Align incentives to desired outcomes and behaviors
  • Be a role model
  • Understand and manage culture (remember, it’s reflected in the worst behaviors you tolerate)

The Not-Obvious-or-Easy-But-Still-Make-or-Break:  Deputize the Next Generation

Buried amongst the obvious and easy was a rarely discussed, let alone implemented, choice – actively engaging the next generation of leaders.

But this isn’t the usual “invite a bunch of Hi-Pos (high potentials) to preview and upcoming announcement or participate in a focus group to share their opinions” performance most companies engage in.

This is something much different.

Step 1: Align on WHY an “extended leadership team” of Next Gen talent is mission critical

The C-Suite doesn’t see what happens on the front lines. It doesn’t know or understand the details of what’s working and what’s not. Instead, it receives information filtered through dozens of layers, all worried about positioning things just right.

Building a Next Gen extended leadership team puts the day-to-day realities front and center. It brings together capabilities that the C-Suite team may lack and creates the space for people to point out what looks good on paper but will be disastrous in practice.

Instead, leaders must commit to the purpose and value of engaging the next generation, not merely as “sensing mechanisms” (though that’s important, too) but as colleagues with different and equally valuable experiences and insights.

Step 2: Pick WHO is on the team without using the org chart

High-potentials are high potential because they know how to succeed in the current state. But transformation isn’t about replicating the current state. It requires creating a new state.  For that, you need new perspectives:

  • Super connecters who have wide, diverse, and trusted relationships across the organization so they can tap into a range of perspectives and connect the dots that most can barely see
  • Credible experts who are trusted for their knowledge and experience and are known to be genuinely supportive of the changes being made
  • Influencers who can rally the troops at the beginning and keep them motivated throughout

Step 3: Give them a clear mandate (WHAT) but don’t dictate HOW to fulfill it

During times of great change, it’s normal to want to control everything possible, including a team of brilliant, creative, and committed leaders. Don’t involve them in the following steps and be open to being surprised by their approaches and insights:

  • At the beginning, involve them in understanding and defining the problem and opportunity.
  • Throughout, engage them as advisors and influencers in decision-making (
  • During and after implementation, empower them to continue to educate and motivate others and to make adaptations in real-time when needed.

Co-creation is the key to survival

Transforming your organization to survive, even thrive, in the future is hard work. Why not increase your odds of success by inviting the people who will inherit what you create to be part of the transformation?

Image credit: Pixabay

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Four Signs of an Industry Disruption

Four Signs of an Industry Disruption

GUEST POST from Greg Satell

In his book, Thinking, Fast and Slow, Nobel laureate Daniel Kahneman explained that there are two modes of thinking that we use to make decisions, which he calls “System 1” and “System 2.” The first is more instinctual and automatic, the second more rational and deliberative. We need to use both to make good decisions.

Businesses also have two systems, which can sometimes conflict. One is immediate and operational. It seeks to optimize processes, gain market share and maximize profitability. The second builds capacity for the long term, by investing in employees, building trustful partnerships and creating new markets to compete for the future.

Obviously, these are not mutually exclusive. Just as we can step back and think rationally about instinctual urges, we can invest for both the short and the long term. Yet given that every business eventually matures and needs to renew itself, many end up taking the wrong path. Here are four signs that your industry might be in the process of being disrupted.

1. Maturing Technology

Fifteen years ago hardly anyone had a smartphone. Social media was in its infancy. Artificial intelligence was still science fiction. Yet today all of those things are somewhat mature technologies that have become an integral part of everyday life. Anywhere you go you see people using them as a matter of habit.

It’s become conventional wisdom to look at these developments and say that technology is accelerating. It certainly seems that way. Nevertheless, look a little closer and it becomes clear that’s not really true. Buy a computer or smartphone today and its capabilities are not that different to those that came out five years ago.

The truth is that every major technology has a similar life cycle called an S-curve. It emerges weak, buggy and flawed. Adoption is slow. In time, it hits its stride and enters a period of rapid growth until maturity and an inevitable slowdown. That’s what’s happening now with digital technology and we can expect many areas to slow down in the years to come.

In the 1920s and 30s there was a time of explosive growth in the automobile industry and electronic appliances. The 1950s and 60s was a golden age for antibiotics, with a number of life-saving new drugs being discovered every year. The 1970s were considered the heyday for airlines and the past few decades have been focused on digital technology.

Yet every technology matures and every S-curve flattens, which is exactly what we’re seeing with digital technology today. Moore’s Law, the consistent doubling of transistors we can cram on a silicon wafer, is ending, and the digital era will end with it. Once opportunities to innovate narrow, firms look to other avenues to increase profits.

2. Consolidation

One of the key tools in any strategist’s toolbox is Michael Porter’s five forces analysis. The basic idea is that to compete effectively, you need to focus not just on the key competitors in your industry, but also customers, suppliers, new market entrants and substitutes. To build competitive advantage, you need to increase your bargaining power against all five.

Yet when an industry is in decline, the forces external to the industry get the upper hand. With new market entrants and substitutes becoming more attractive, customers and suppliers are in a position to negotiate better deals, margins get squeezed and profits come under pressure.

That’s why a lot of consolidation in an industry is usually a bad sign. It means that firms within the industry don’t see enough opportunities to improve their business by serving their customers more effectively, through innovating their products or their business models. To maintain margins, they need to combine with each other to control supply.

I think it’s clear that Silicon Valley is going through some version of this today. With Moore’s Law ending, the opportunities to innovate are narrowing and acquisitions are accelerating. The last breakthrough product, arguably, was the iPhone launched in 2007. Startups, don’t try to upend incumbents anymore, they sell to them.

3. Rent Seeking & Regulatory Capture

The goal of every business is to defy markets. Any firm at the mercy of supply and demand will find itself unable to make an economic profit—that is profit over and above its cost of capital. In other words, unless a firm can beat Adam’s Smith’s invisible hand, investors would essentially be better off putting their money in the bank.

That leaves entrepreneurs and managers with two viable strategies. The first is innovation. Firms can create new and better products that produce new value. The second, rent seeking, is associated with activities like lobbying and regulatory capture, which seeks to earn a profit without creating added value. In fact, rent seeking often makes industries less competitive.

There is abundant evidence that over the last 20 years, American firms have shifted from an innovation mindset to one that focuses more on rent seeking. First and foremost, has been the marked increase in lobbying expenditures, which have more than doubled since 1998, especially in the tech industry. Firms invest money for a reason. They expect a return.

It seems like they are getting their money’s worth. Corporate tax rates in the US have steadily decreased and are now among the lowest in the developed world. Occupational licensing, often the result of lobbying by trade associations, has increased five-fold since the 1950s. These restrictions have coincided with a decrease in the establishment of new firms.

If your industry is more focused on protecting existing markets than creating new ones, that is one sign that it is vulnerable to disruption.

4. The Inevitable Scandals

In the 1920s the Teapot Dome scandal rocked Washington. The Secretary of the Interior, Albert Bacon Fall, was found to have corruptly leased Navy petroleum reserves to private companies. In response, Congress was given the right to subpoena any US citizen’s tax records as well as increased regulation of campaign finance.

In the century since, we have had continuous cycles of largesse and reform. The savings and loan crisis in the 1980s led to the FIRREA Act to increase oversight. Accounting scandals, like those involving Enron and WorldCom, led to Sarbanes Oxley. The Financial Crisis led to Dodd-Frank.

More recently, tens of billions of dollars were plowed into WeWork before it was exposed as little more than a Ponzi scheme. The Theranos fraud went on for more than a decade before its board realized that its product was an elaborate ruse. FTX was valued at $32 billion but turned out to be worthless. Yet there has been no reform.

As Bain pointed out a decade ago, the extreme measures taken after the Great Recession led to a superabundance of capital, which paved the way for the highest profit margins in half a century. Now it seems that the era of easy money and easy regulation is ending, making it a near certainty that more frauds will be exposed.

We need to learn the telltale signs that an industry is being disrupted. Once technology begins to mature, we can expect consolidation, rent-seeking and regulatory capture to follow. After that, it’s just a matter of how much time—and how big the bubble gets—before everything bursts.

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

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The Unpredictability of Innovation is Predictable

The Unpredictability of Innovation is Predictable

GUEST POST from Mike Shipulski

A culture that demands predictable results cannot innovate. No one will have the courage to do work with the requisite level of uncertainty and all the projects will build on what worked last time. The only predictable result – the recipe will be wildly successful right up until the wheels fall off.

You can’t do work in a new area and deliver predictable results on a predictable timetable. And if your boss asks you to do so, you’re working for the wrong person.

When it comes to innovation, “ecosystem,” as a word, is unskillful. It doesn’t bound or constrain, nor does it show the way. How about a map of the system as it is? How about defined boundaries? How about the system’s history? How about the interactions among the system elements? How about a fitness landscape and the system’s disposition? How about the system’s reason for being? The next evolution of the system is unpredictable, even if you call it an ecosystem.

If you can’t tolerate unpredictability, you can’t tolerate innovation.

Innovation isn’t about reducing risk. Innovation is about maximizing learning rate. And when all things go as predicted, the learning rate is zero. That’s right. Learning decreases when everything goes as planned. Are you sure you want predictable results?

Predictable growth in stock price can only come from smartly trying the right portfolio of unpredictable projects. That’s a wild notion.

Innovation runs on the thoughts, feelings, emotions and judgement of people and, therefore, cannot be predictable. And if you try to make it predictable, the best people, the people that know the drill, will leave.

The real question that connects innovation and predictability: How to set the causes and conditions for people to try things because the results are unpredictable?

With innovation, if you’re asking for predictability, you’re doing it wrong.

Image credit: Unsplash

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Why Amazon Paid $3.9 Billion to Get into the Healthcare Business

Why Amazon Paid $3.9 Billion to Get into the Healthcare Business

GUEST POST from Shep Hyken

Amazon is known for its amazing customer experience, despite most customers never talking to an Amazon employee. How does this digital experience — with no human interaction—drive so much loyalty? The short answer is confidence. There is very little that goes wrong with an Amazon experience, and if by chance it does, its system takes care of almost all problems—again, without human interaction. That said, if a customer does need to talk to a human, which is very seldom, the customer support team is there.

But what happens if you combine technology with a high-touch business, like a doctor’s office? You get One Medical, which Amazon bought in 2023 for $3.9 billion. One Medical’s founder, Dr. Tom Lee, is a Harvard-trained primary care physician who then went on to Stanford to get an MBA. Before opening his first clinic, he asked himself, “Why do we do these in healthcare like we’ve always done them? Why does every waiting room look like some sterile IKEA? Why do I wait in a reception area and then wait again in the exam room?” It was questions like these that caused Lee to tinker with and disrupt the traditional medical visit model.

Starting with one clinic, Lee created a different experience. He built an app and charged patients an $89/year subscription that gave them access to doctors. He focused on simple things like getting an appointment without making a call. Those little things were the start of what turned out to be a stellar experience that allowed him to expand, ultimately catching the eye of Amazon.

When the Amazon deal was completed, HealthCare Dive reported that Amazon now had a network of more than 220 medical offices in 27 U.S. markets with more than 836,000 members plus 9,000 enterprise clients. Neil Lindsay, SVP of Amazon Health Services said, “We’re on a mission to make it dramatically easier for people to find, choose, afford and engage with the services, products and professionals they need to get and stay healthy, and coming together with One Medical is a big step on that journey.” That’s what Amazon does. They make it easy for customers.

Joseph Michelli, bestselling business author of numerous books that tell the stories of iconic brands like The Ritz-Carlton, Starbucks, Mercedes and others, recently released a new book, All Business Is Personal: One Medical’s Human-Centered, Technology-Powered Approach to Customer Engagement, that tells the One Medical story. I had a chance to interview him on Amazing Business Radio, and here are the highlights that will give you some insight into why Amazon became interested in acquiring this amazing company.

Question Everything

Just ask, “Why?” It doesn’t matter what type of business you are in, there are reasons for everything. Often the reason a company or person does something is because “We’ve always done it this way.” So, question everything. Maybe you’ll still do it the way you’ve always done it, but at least you will have tried to find a better way.

Create a Stellar Customer (Patient) Experience

As Lee created a Customer Experience (CX) that drove impressive ratings, he looked at the friction most patients experienced. He started with an obvious pain point, the waiting room, which is, as the name implies, a room for people to wait. Some patients in traditional medical practices are forced to wait for unreasonable amounts of time. But not at One Medical. In addition to being easy to get a same-day or next-day appointment, Michelli shared that 95% of patients are seen within three minutes of their scheduled times. As already mentioned, Lee questioned every aspect of the patient’s experience, and he found many ways to make it better.

Blend Technology with the Human Touch

Technology, like apps and AI, makes life more convenient for customers by allowing things like easy online scheduling or getting immediate answers from AI chatbots. Often, technology can feel cold and impersonal, especially in healthcare. The best use of technology is to make things faster and simpler, but smart businesses, like One Medical, know to offer human backup when a customer/patient needs it. Finding the right balance between tech and the human touch keeps your business from being a commodity—just “another faceless service.”

Convenience Is King

People love doing business with companies that create convenient experiences. For One Medical, this means offering same-day appointments, speedy callbacks or handling many issues online versus the phone, so the patient doesn’t have to wait on hold or wait for a callback. Research shows that 73% of customers will pay more for a convenient experience. The easier you make someone’s experience, the more likely they will come back as well as tell others about you.

Make It Personal, Not Just Personalized

It’s great to remember a customer’s name or recall past purchases. That’s personalization. To take it a step further, make it personal. Make the customer feel that you care about them. That means when the customer (or patient) talks to an employee, they feel cared for, listened to and valued. Personal connections build trust and confidence, which leads to repeat business and potential loyalty.

The Effort Is Worth It

These five reasons (and a few more) are what gave Amazon 3.9 billion reasons (as in dollars) to acquire One Medical. Even if you were to practice these reasons flawlessly, you may never catch Amazon’s attention, but you will catch your customers’ (and potential customers’) attention. And that will make the effort worthwhile.

Image Credits: Pixabay

This article originally appeared on Forbes.com

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Eight Types of Innovation Executives

Revisited

Eight Types of Innovation Executives

GUEST POST from Stefan Lindegaard

Over the past few decades working with corporate innovation, I’ve noticed recurring patterns especially when it comes to executive leadership.

True, we shouldn’t put leaders in boxes. But we also can’t afford to ignore the signs. That’s why I created this visual: an overview of eight (8) types of innovation executives.

It’s a simple ‘tool’ to help you recognize behaviors, traits, and (in)actions that influence your organization’s innovation capabilities.

By spotting these patterns, you can better understand where your executive team stands and how to move forward with initiatives that strengthen your ability to innovate.

I am curious: which of these types do you recognize in your organization? Or maybe even in yourself? Feel free to drop a comment.

1. No Problem

Best-case scenario: executives who understand innovation and get personally involved.

Hint: Leverage their support to upgrade other key leaders.

2. No Need

“We don’t need innovation.” If that’s the belief, you’ve got a deeper issue.

Hint: Understand the mindset. If change isn’t possible, consider walking away.

3. No Results

“We tried, it didn’t work.” Past failures lead to present resistance.

Hint: Deliver quick wins, back up with data, and rebuild credibility.

4. No Time

“Too busy.” Innovation gets pushed aside by daily demands.

Hint: Integrate with existing priorities—show how everyone wins without adding work.

5. No Money

There’s no budget for innovation, capabilities, or execution.

Hint: Shift the focus to people. Show impact. Demonstrate ROI.

6. No Walk

They say the right things, but take no real action.

Hint: Test for walk vs. talk. Use respectful confrontation to prompt real commitment.

7. No Responsibility

“Not my job. Go ask someone else.” Ownership is missing.

Hint: Innovation is everyone’s responsibility — starting at the top. Align ownership.

8. No Clue

“I’ve never been trained in this.” A lack of understanding, not resistance.

Hint: This is workable. Provide support, context, and practical tools.

Image Credit: Stefan Lindegaard

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