Category Archives: Innovation

Innovation Lessons from the 50 Most Admired Companies of 2026

The Architecture of Admiration

LAST UPDATED: February 18, 2026 at 2:22 PM

Innovation Lessons from the 50 Most Admired Companies of 2026

by Braden Kelley and Art Inteligencia

Every year, the Fortune World’s Most Admired Companies list serves as a masterclass in reputation management. In 2026, the stakes have shifted. We are no longer just looking at who can build a better widget; we are looking at who can navigate the “perpetual pivot.”

“Innovation is no longer a department — it is a survival reflex built on human trust.”

— Braden Kelley

The 2026 All-Star Circle

  1. Apple
  2. Microsoft
  3. Amazon.com
  4. Nvidia
  5. JPMorgan Chase
  6. Berkshire Hathaway
  7. Costco Wholesale
  8. Alphabet
  9. Walmart
  10. American Express
  11. Delta Air Lines
  12. Netflix
  13. Coca-Cola
  14. Marriott International
  15. Walt Disney
  16. Goldman Sachs Group
  17. Eli Lilly
  18. FedEx
  19. Procter & Gamble
  20. Salesforce
  21. Home Depot
  22. BlackRock
  23. Toyota Motor
  24. Singapore Airlines
  25. Nike
  26. BMW
  27. USAA
  28. Starbucks
  29. Johnson & Johnson
  30. Morgan Stanley
  31. Bank of America
  32. IBM
  33. Accenture
  34. Caterpillar
  35. Visa
  36. Taiwan Semiconductor
  37. Samsung Electronics
  38. ServiceNow
  39. Danaher
  40. Mastercard
  41. L’Oréal
  42. Lowe’s Companies, Inc.
  43. UPS
  44. GE Aerospace
  45. Airbus
  46. Pfizer
  47. Lockheed Martin
  48. Advanced Micro Devices (AMD)
  49. Workday
  50. Publix Super Markets

The companies that stay on this list aren’t just “big”; they are masters of Human-Centered Innovation. They create environments where the cost of failure is lower than the cost of standing still.

Case Study: Walmart (No. 9)

The AI-Augmented Associate

Walmart has successfully rewired retail by treating its massive physical footprint as an innovation asset. In 2026, their “Agentic AI” assistant, Sparky, manages everything from grocery budgets to real-time meal planning.

The Human Shift: Rather than replacing staff, Walmart used AI to automate the “drudge work” of inventory scanning. This freed 1.5 million associates to focus on higher-value human interaction, proving that technology works best when it empowers people.

Case Study: Eli Lilly (No. 17)

Manufacturing the Future of Health

Eli Lilly’s rise into the top 20 is a story of manufacturing foresight. By partnering with Nvidia to build a DGX SuperPOD, they created the pharmaceutical industry’s most powerful AI supercomputer.

The Human Shift: Through “LillyDirect,” they bypassed traditional pharmacy friction. Innovation here wasn’t just the molecule; it was the Customer Experience of getting life-changing medication directly to those who need it.

Case Study: Nvidia (No. 4)

The Culture of Radical Openness

Nvidia’s meteoric rise to No. 4 isn’t just about GPUs; it’s about their organizational “operating system.” In 2026, CEO Jensen Huang has operationalized a culture where learning is a “group sport.”

The Human Shift: Nvidia avoids the “manager-as-gatekeeper” model. Feedback is a live, company-wide clinic where errors are dissected openly. By making it safe to fail in public, Nvidia accelerates the collective intelligence of the entire firm, ensuring they out-learn their competition every single day.

Case Study: Singapore Airlines (No. 24)

The Ultra-Long-Haul Experience

Ranking as the top airline and No. 24 overall, SIA has committed $1.1 billion to a massive retrofit of its Airbus A350 fleet, introducing Low Earth Orbit (LEO) satellite internet across all classes.

The Human Shift: SIA understands that in 2026, “luxury” means “continuity.” By providing broadband-speed Wi-Fi that allows for Zoom calls at 30,000 feet, they’ve solved the “digital isolation” problem of long-haul travel. They aren’t just flying planes; they are extending the passenger’s lifestyle into the clouds.

Why These Companies? The Innovation Multiplier

Innovation at the “Most Admired” level is about the Innovation Multiplier: the ability to apply new technology to old problems in a way that creates defensible value. Companies like Apple (No. 1) stay at the top because they wait until they can deliver the most human-centered version of a technology.

How the Rankings are Calculated:
To create the 2026 list, Fortune partnered with Korn Ferry to survey 3,700 executives, directors, and analysts. Starting with 1,500 candidates (the largest U.S. and Global 500 firms), respondents rated companies in their own industry on nine criteria: Innovation, People Management, Use of Corporate Assets, Social Responsibility, Quality of Management, Financial Soundness, Long-Term Investment Value, Quality of Products/Services, and Global Competitiveness. A company must score in the top half of its industry peer group to be listed.

Image credits: Google Gemini

Content Authenticity Statement: The topic area, key elements to focus on, etc. were decisions made by Braden Kelley, with a little help from Google Gemini to clean up the article and add citations.

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Top 10 Human-Centered Change & Innovation Articles of January 2026

Top 10 Human-Centered Change & Innovation Articles of January 2026Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are January’s ten most popular innovation posts:

  1. Top 40 Innovation Authors of 2025 — Curated by Braden Kelley
  2. Trust is a Gold Mine for Organizations, but it Takes a Bit of Courage — by Oscar Amundsen
  3. Outcome-Driven Innovation in the Age of Agentic AI — by Braden Kelley
  4. Building Your Dream Organization — by Braden Kelley
  5. Why Photonic Processors are the Nervous System of the Future — by Art Inteligencia
  6. Reimagining Personalization — by Geoffrey Moore
  7. We Must Hold AI Accountable — by Greg Satell
  8. The Keys to Changing Someone’s Mind — by Greg Satell
  9. Concentrated Wealth, Consolidated Markets, and the Collapse of Innovation — by Art Inteligencia
  10. It’s Impossible to Innovate When … — by Mike Shipulski

BONUS – Here are five more strong articles published in December that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Build a Common Language of Innovation on your team

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last five years:

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Allocating Resources to Solve Horizon 2

Another Tough Challenge

Allocating Resources to Solve Horizon 2

GUEST POST from Geoffrey A. Moore

We’ve known about this problem forever—how do you find a principled way to allocate budget across three different horizons of ROI.

  • Horizon 1 pays off in the current year and equates to the funding needed for you to make your operating plan and meet or beat investor guidance.
  • Horizon 3 pays off downstream, typically by making a speculative bet on an emerging category or market that would come to fruition in the out years. Since it is still early days, these bets are relatively small and can be measured by and managed to venture milestones.
  • Horizon 2 is the troublemaker. It calls for a material investment in gaining power in the near term in order to compete effectively in the mid-term. That investment will come out of Horizon 1, either from the Performance Zone trying to make the number or from the Productivity Zone trying to supply the needed support to do so, and most likely both.

In short, both internally and externally, Horizon 2 investments are not popular, even though everyone recognizes that they are critical to long-term success. So what is the process by which one can do right by them?

The key is to recognize that the ROI from Horizon 2 is measured in units of power, whereas that from Horizon 1 is measured in units of performance, and that the two must not be mixed. Now, to be clear, performance creates the funding for power, and power creates the foundation for performance, so they are deeply intertwined. But each has its own metrics of success, and the time lag between them says they cannot be blended.

Power always precedes performance. To underfund power is to jeopardize your future performance, the ultimate result being the liquidation of your franchise. To underfund performance, on the other hand, is to jeopardize the cash flow that you need to fund power, putting your market cap at risk, the ultimate result being to attract an activist investor who will oversee the liquidation of your franchise. There is no safe path to take, only a precarious middle way to traverse.

Now, again to be fair, in good times when your category is enjoying secular growth, you get to have your cake and eat it too. That is, you produce amazing cash flow, have a fabulous market cap, and have resources aplenty to invest as you choose. My colleagues still refer to the period leading up to the first tech bubble as “ the time of the great happiness.” Be that as it may, for most of us in 2024 (our friends in GenAI being a notable exception), this is not such a year. We have to make tough choices, and we have to make them now.

So, back to process — and CFOs, take note because you’re likely the one to be leading it.

  1. Separate strategic planning from annual budgeting by at least one quarter.
  2. Charge each business unit to pitch a strategic plan that would create returns substantially above and beyond their current operating model. Included in this plan is a ballpark estimate of the funding that would be required to implement it.
  3. Facilitate an Executive Leadership Team review of the overall portfolio of opportunities, culminating in a rank-ordered list.
  4. Consult with the CEO to determine how much of next year’s operating budget can be allocated to strategic investments, and in that context, which investments should be prioritized for funding. This funding will be allocated in advance of the operational budgeting and ring-fenced to ensure it is spent as intended.
  5. Most strategic investments will be funded as nested incubations, meaning they will be managed within an existing business unit, and are funded as part of their operating budget. However, you must insist that these efforts be isolated, measured, and accounted for separately from the core business, as they are intended to deliver power outcomes, not performance outcomes, and need to be held accountable to different success metrics. (If you do not do this, their operating budget funds will drift away to supplement Horizon efforts to make the number, and the strategic initiative will falter for lack of sufficient investment.)
  6. Truly disruptive incubations, on the other hand, need to be funded outboard of the current business unit structure, in a corporate Incubation Zone, governed by an Incubation Zone board managing a ring-fenced Incubation Zone fund, following the operating model of venture capital. This is covered in detail in Zone to Win.
  7. At this point budgeting can turn its attention to Horizon 1 and how best to allocate funding to hit the current year’s financial targets.

This process solves for two perennial missteps in annual budgeting. The first we might call “the leftovers approach.” First, you allocate all the resources needed to make your Horizon 1 commitments, and then you look to what’s left to fund strategic initiatives. There will be some resources in the kitty, but not as much as there could be since Horizon 1 managers want to reserve some contingency funding. The result is a bias toward modest investing in incremental innovations that do not create future power but rather extend the current footprint.

The second misstep we can call “the variable approach.” Here you allocate half the resources at the beginning of the year and make the second half allocation contingent upon meeting the Horizon 1 plan for that period. The problem here is that strategic initiatives require sustained investment throughout their time in the J-curve. If you flinch and pull back at any point, you lose momentum, never to be regained. This is a big advantage venture-backed companies have over in-house efforts and one of the reasons why VCs love to invest in a downturn.

That’s what I think. What do you think?

Image Credit: Unsplash

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Synthetic Ethnography

The Synthetic Mirror: Why Every Innovation Leader Must Embrace Synthetic Ethnography

LAST UPDATED: February 6, 2026 at 3:28 PM

Synthetic Ethnography

GUEST POST from Art Inteligencia

Innovation is not a lightning strike; it is a discipline. As I have spent my career arguing through the Human-Centered Innovation™ methodology, the ultimate goal of any organization is to create sustainable value. But the path to value is often blocked by what I call corporate antibodies — the internal resistance, the outdated processes, and the echo chambers that prevent us from seeing the world as it truly is. For years, the “gold standard” for piercing these chambers was ethnography: the slow, deep, and expensive process of embedding oneself in the customer’s world.

But today, we find ourselves at a precipice. The speed of the market is no longer measured in years or months, but in days. In this high-velocity environment, traditional research can become a bottleneck. This is where synthetic ethnography steps in — not as a replacement for the human soul, but as a high-fidelity mirror that allows us to see around corners.

Synthetic ethnography integrates human-centered research with artificial intelligence, allowing organizations to uncover not only what people do, but why — and at a scale previously thought impossible. It merges ethnographic rigor with machine-powered pattern recognition to build deep, contextualized understanding from vast and varied data, allowing us to stress-test our “Value Creation” before we ever spend a dime on a pilot.


“Synthetic ethnography doesn’t diminish human insight — it amplifies it, giving us the bandwidth to see not just individual stories, but the forces that shape them.”

— Braden Kelley

What Is Synthetic Ethnography?

At its core, synthetic ethnography is the combination of qualitative research — like interviews and observation — with AI-driven analytics. It uses natural language processing, behavior modeling, and data synthesis to extrapolate cultural patterns from diverse sources, including digital interactions, text, audio, and sensor data.

Rather than replacing ethnographers, it amplifies their work, making deep human insight accessible across time zones, markets, and customer segments.

The Shift from “Asking” to “Simulating”

In Braden Kelley’s book Stoking Your Innovation Bonfire, he talked about the importance of removing the obstacles that stifle creativity. One of the biggest obstacles is the “Assumption Gap.” We assume we know why a customer chooses a competitor. We assume we know why they abandon a cart. Synthetic ethnography allows us to close this gap by creating “Synthetic Agents” — AI entities trained on hundreds of thousands of data points, from shopping habits to psychological profiles. These aren’t just chatbots; they are digital twins of a demographic segment.

When we use these agents, we are embracing the FutureHacking™ mindset. We can run ten thousand “what-if” scenarios. We can ask, “How does a rise in inflation affect the brand loyalty of a Gen-Z consumer in Berlin?” and receive a statistically grounded simulation of that reaction. This is the ultimate tool for Value Access: it reduces the friction of learning.

Why It Matters

Synthetic ethnography doesn’t just scale research — it deepens it. Organizations can:

  • Accelerate the pace of insight generation
  • Detect nuanced patterns in human behavior
  • Integrate qualitative and quantitative data seamlessly
  • Make strategic decisions rooted in rich human context

Case Study 1: The CPG “Flavor Evolution” Challenge

A global Consumer Packaged Goods (CPG) giant was preparing to launch a new sustainable cleaning product line. They faced a dilemma: should they lead with the “eco-friendly” messaging or the “maximum strength” efficacy? Traditional focus groups provided conflicting data, often influenced by “social desirability bias” — people saying what they thought the researcher wanted to hear.

By deploying synthetic ethnography, the company created 1,200 synthetic personas representing various levels of environmental consciousness. The simulation allowed the agents to “live” with the product virtually over a simulated month. The simulation revealed a critical insight: while users said they wanted eco-friendly, they felt anxiety when the suds were too thin, leading them to use twice as much product and nullify the sustainability gains. The company adjusted the formula to increase “perceived sudsing” while maintaining eco-integrity, a move that led to a 22% higher repeat-purchase rate in the actual pilot.

Case Study 2: Reimagining the Patient Experience in Healthcare

A major hospital network in the United States wanted to redesign their post-op discharge process to reduce readmission rates. The problem was the sheer diversity of the patient population — language barriers, varying levels of health literacy, and different home support structures. It was impossible to shadow every type of patient.

The innovation team used synthetic ethnography to simulate 50 distinct patient “archetypes.” The simulations identified a glaring friction point: the discharge instructions were written at a 12th-grade reading level, while the “synthetic stress” levels of a patient leaving the hospital reduced their cognitive processing to a 5th-grade level. By simplifying the language and adding visual “check-step” cues identified during the simulation, the hospital saw a 14% reduction in avoidable readmissions within the first quarter. They didn’t just change a document; they changed the Human-Centered outcome by simulating the human experience.

“Innovation transforms the useful seeds of invention into widely adopted solutions valued above every existing alternative. Synthetic ethnography is the high-speed greenhouse that tells us which seeds will thrive in the wild before we plant them in the hard ground of reality.”

— Braden Kelley

Case Study 3: Telecommunications Across Cultures

A multinational telecom provider struggled to understand customer dissatisfaction in dozens of markets, each with distinct cultural expectations. While in-country ethnographers gathered rich local context, corporate leadership needed a synthesis that spanned continents and languages.

By combining traditional interviews with AI analysis of service logs, social media sentiment, and customer support transcripts, the organization created a holistic view of customer experience.

  • Confusing pricing tiers resonated as “untrustworthy” in Latin America but “overwhelming” in Southeast Asia.
  • Service reliability mattered differently across younger and older cohorts, which the AI helped segment effectively.
  • Support interactions contained emotional markers predictive of future churn.

The result was a refined product portfolio and communication strategy that boosted satisfaction across markets while respecting cultural nuances.

The Competitive Landscape

The market for synthetic insights is exploding. Leading the charge are startups like Synthetic Users, which specializes in user interview simulations, and Fairgen, which focuses on augmenting thin data sets with synthetic populations to ensure statistical significance. We also see SurveyAuto using AI to bridge the gap in emerging markets. Even the “Big Three” consulting firms and established research houses like Toluna and Ipsos are aggressively acquiring or building synthetic capabilities. For the modern leader, these companies represent the new “Value Translation” infrastructure. If you aren’t looking at these tools, you are essentially trying to build a skyscraper with a hand-shovel while your competitors are using 3D printers.

However, we must remain vigilant. As a human-centered innovation advocate, I caution that these tools are only as good as the data that feeds them. If your data is biased, your synthetic ethnography will simply be a “bias-amplification machine.” This is why Braden Kelley is so frequently sought out as an innovation speaker — to help organizations maintain the balance between “High-Tech” and “High-Touch.” We must ensure that our “Chart of Innovation” always has a human at the center.

Innovation Intelligence: The FAQ

1. How does synthetic ethnography improve the ROI of innovation?
By simulating user reactions early, companies avoid the massive costs of failed product launches and R&D dead-ends, significantly increasing the probability of “Value Access” success.

2. What is the biggest risk of using synthetic personas?
The “Hallucination of Empathy.” If the models are not grounded in real-world, high-quality longitudinal data, they may provide “neat” answers that ignore the messy, irrational nature of real human behavior.

3. Is synthetic ethnography appropriate for B2B innovation?
Absolutely. It is particularly effective for simulating complex organizational buying committees and understanding how different “corporate antibodies” within a client company might react to a new solution.

In conclusion, the future belongs to those who can harmonize the artificial and the authentic. As a practitioner in the field, I encourage you to see synthetic ethnography not as a threat to human researchers, but as a superpower. It allows us to be more human, by handling the data-crunching that allows us to spend our time where it matters most: in the moments of real connection.

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

Image credits: Google Gemini

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Do You Have What It Takes to be a Visionary?

Do You Have What it Takes to be a Visionary?

Exclusive Interview with Mark C. Winters

Visionaries are often celebrated for their ideas, their intensity, and their ability to see what others can’t. But what’s far less understood — and far more consequential — is how Visionaries actually win over time. Not just by dreaming bigger futures, but by building the clarity, structure, and self-awareness required to make those futures real without burning themselves or their organizations to the ground.

In this wide-ranging interview, we explore what it truly means to be a Visionary inside a growing organization. From the essential partnership between Visionary and Integrator, to the hidden blind spots that slow progress, to the role of health, self-knowledge, and what “winning” really looks like, this conversation goes well beyond mythology. It offers a grounded, experience-tested look at how Visionaries can amplify their impact, reduce chaos, and create the kind of freedom they were chasing in the first place.

Today we dive deep into the characteristics and interactions of the Visionary with our special guest.

From Vision to Reality: What It Really Takes to Lead What’s Next

Mark C. WintersMark C. Winters is an entrepreneurial leader with 30-plus years building and advising companies, from startups sketched on a napkin to global enterprises like Proctor & Gamble and BP.

This range of experience helps him spot patterns fast and apply what works to almost any business scenario. Author of Visionary, co-author of Rocket Fuel, founder of Rocket Fuel University, and host of the Rocket Fuel podcast, Mark helps visionary entrepreneurs get unstuck and expand their unique freedom — exponentially.

He’s delivered 1,000+ full-day EOS® workshops with clients from around the world.

Below is the text of my interview with Mark and a preview of the kinds of insights you’ll find in Visionary: How Driven Entrepreneurs Get What They Want Without Doing It All Themselves presented in a Q&A format:

1. What is a Visionary and why does every successful organization have one?

A Visionary is the person who sees the future before it arrives. Endless ideas to help us get there. Big external relationships.

They live in the world of possibility. They connect dots others don’t yet see. They define where the organization is going and why that matters.

Every ambitious organization has one, whether they acknowledge it or not. Progress doesn’t come from squeezing more out of what we have… It comes from seeing a future that doesn’t yet exist. Absent a Visionary, organizations tend to stay pretty much where they are. Maybe they do more of the same. Or maybe they do the same stuff a little better. But they’re unlikely to actually change the game.

That said, here are two important notes:

  1. Every organization doesn’t require the same amount of Visionary. There’s actually a range that we call the “visionary spectrum.” It needs to be a match.
  2. Visionaries don’t win by themselves. Vision alone, without execution, is merely hallucination. And that’s quite often the biggest challenge.

2. How does the Visionary differ from the Integrator and why do you need both?

The Visionary sees the future. They “make it up.”
The Integrator “makes it real.”

Visionaries think in leaps. Integrators think in projects, processes, and systems. Visionaries are energized by what could be. Integrators are energized by what must get done.

You need both because they solve different problems. Visionaries break through ceilings. Integrators remove friction and create traction. When they’re aligned, you get clarity, momentum, and leverage. When they’re not, you get chaos, burnout, and frustration.

This is an intentional pairing of two very different capability sets. When surrounded by the right structure (which we call the 5 Rules), the friction of these polar differences gets blended into a powerful positive force. Thus the name of our first book, ROCKET FUEL (with Gino Wickman).

3. What are the key elements of the Entrepreneurial Operating System (EOS) that make it so powerful?

EOS works because it does three things exceptionally well:

  1. It creates clarity and focus: vision, priorities, roles, and expectations are no longer fuzzy.
  2. It instills discipline: weekly pulses, data, and accountability replace good intentions.
  3. It strengthens the leadership team. They get healthy. Important issues get surfaced and solved – instead of avoided.

For Visionaries, a “business operating system” such as EOS is powerful because it aligns the energy of all the people in the organization. It’s very powerful when all those arrows are pointed in the same direction.

4. Why is it so important for a Visionary to understand themselves — and what are they trying to understand?

Because “Knowing Thyself” is the big multiplier.

It all starts with figuring out who you are now, and where you want to go.

From there, you must understand how this business is going to help you make that happen.

And then become aware of how your behavior is either helping or hurting that process.

Visionaries don’t need to become different people. They need to become clearer versions of who they already are.

They’re trying to understand:

  • What truly energizes them
  • What drains them
  • Where they create the most value
  • Where they unintentionally cause damage

Without that clarity, Visionaries tend to overstep, under-delegate, or send mixed signals. With it, they make better decisions, build better teams, and experience more freedom.

5. Why is the crashing together of the wellness and biohacking trends so important for entrepreneurs?

Because Visionaries are high-output humans running long races. This demands that you maintain “Warrior Shape.”

You can’t separate performance from health anymore. Energy, focus, emotional regulation, and recovery all directly impact leadership effectiveness.

The danger is chasing hacks instead of fundamentals. Biohacking without the proper foundation can become another form of self-sabotage.

Elite performance starts with basics: sleep/recovery, fitness/movement, nutrition, and boundaries. Get those right first. Then optimize from there.

6. What are some of the most common blind spots for visionaries?

Visionary book coverA few show up again and again:

  • Thinking out loud without context
  • Changing direction too quickly (or too often)
  • Holding onto too much for too long (becoming the bottleneck)
  • Confusing passion with priority
  • Underestimating the impact of their words

These blind spots don’t come from ego or bad intent. They come from the very natural instincts and habits of people who are wired as Visionaries. However, left unchecked, they slow everything down. In turn, slowing the Visionary themselves from getting what they want.

7. Tell us more about Intrinsic Genius and why it matters.

Intrinsic Genius lives at the intersection of three things:

  • Competence – what you’re naturally good at
  • Joy – what energizes you most
  • Drive – the purpose and cause that propel you forward

When Visionaries operate inside that zone, their impact compounds. When they drift outside it, everything feels heavier than it should.

Understanding Intrinsic Genius isn’t about self-indulgence. It’s about tapping fully into the unique contribution you were built to make. And your maximum impact.

Intrinsic Genius

8. Are all Visionaries the same?

Not even close.

I talked earlier about the Visionary Spectrum. And that’s one way to think about it – as a defined function of the business that requires a certain set of capabilities.

While the Visionary patterns are similar, they certainly show up in different ways. Some are bold and extroverted. Others are quiet and introverted. Some thrive on disruption. Others on pulling things together. What they share isn’t style, it’s their orientation toward the possible future.

9. Besides partnering with an Integrator, what other roles should surround a Visionary?

Visionaries need what I call a “shield wall” to surround them. Protecting them from dangerous external threats, and preparing them to engage the world from their most powerful base.

A great shield wall is made up of 7 unique “posts” that support the Visionary by providing 7 special “forces.”

That includes:

  • Truth-tellers who challenge their thinking
  • Operators who translate ideas into action
  • Coaches who help them see patterns
  • Peers who can relate to the journey

Isolation is a common feeling for a Visionary. Having the right people around them can stabilize and amplify their signal.

10. People lionize Visionaries like Steve Jobs. How do Visionaries go off-track?

Usually in three ways:

  1. They start believing their own mythology
  2. They confuse intensity with effectiveness
  3. They stop listening

Visionaries go off-track when their strengths run unchecked. Greatness isn’t about being right more often. (In fact, intellectual humility is a healthy attribute.) Instead, it’s about building structure that creates clarity, alignment, and focus in everyone else, while you pursue what’s possible.

11. What is Visionary Chaos and how is it avoided?

Visionary chaos is what happens when ideas outpace clarity, alignment, and execution. They flood the system. They tamper.

It shows up as initiative overload, organizational whiplash, confused priorities, exhausted teams, uncertainty, and slow execution.

It’s avoided through structure, cadence, and restraint. Not by silencing the Visionary, but by sequencing their best ideas. Go slow to go fast.

12. Why is it dangerous for leaders to think out loud?

Because Visionaries don’t always realize how loud their voice is to the people around them .

What feels like a passing thought to a Visionary often feels like a directive to those who hear it. Thinking out loud creates false urgency, unnecessary work, and more whiplash.

This can be avoided by creating safe places to think out loud – where everyone present knows that’s what’s happening… and label the brainstorming. “No Action Needed.”

13. Is there a question you wish I had asked?

Yes.

How does a Visionary know if they’re actually winning?

In my experience, this question is not just about financial numbers, but about your Unique Freedom. Your definition of that is different than mine, is different than theirs, and is different than every other Visionary’s. It’s truly unique to you. So you must first solve for that. This is why I created the Exponential Freedom Model, and the 9 Domains of Freedom.

Clarify the future you want. Draw a line back to the present. Then focus on the near-term activities (and habits) that will increase the probability of making that future real.

“Clarity. Focus. Freedom.”
It’s that simple – just not easy.

To experience more of the Unique Freedom you seek, without being trapped by the business you built. That’s the real promise of becoming a great Visionary.

Conclusion

Thank you for the great conversation Mark!

I hope everyone has enjoyed this peek into the mind of the man behind the insightful new title Visionary: How Driven Entrepreneurs Get What They Want Without Doing It All Themselves!

Image credits: Mark C. Winters, ChatGPT

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The Greatest Inventor You’ve Never Heard of

Meet the Invisible Man of Innovation

The Greatest Inventor You've Never Heard of

GUEST POST from John Bessant

There’s a famous test, originally developed by psychologist J.P. Guilford, to give an idea of how ‘creative’ a person is. Ask them to think of as many uses as possible for an everyday object – a brick, a glass, a shoe, etc. The idea is that the more ideas you come up with (fluency) plus the number of different categories of idea (flexibility) gives an indication of your ability to think creatively.

If we tried the test with the simple safety pin it would certainly trigger some of the usual suspects – a nappy (diaper) pin, a clothes fastener, a medical device or an item of jewellery. Not so frequent a visitor to many peoples’ lists might be ‘a weightlifting aid’ – yet arguably that has been its most glorious moment so far. For one very good reason.

A $15 debt isn’t a big deal, even if it is incurred in 1849; its value would be around $600 in today’s money. An annoyance but not likely to bring on imminent bankruptcy if it remained unpaid. But for Walter Hunt there was a principle involved (he was, by all accounts a very moral man) and also the practical consideration that his relationship with his creditor (one J. R. Chapin) mattered. Chapin had helped him with a number of other projects as a draughtsman, providing the technical drawings needed for his patent applications. So Walter duly worried about how to repay the debt.

A period of hand wringing and fiddling which lasted about three hours, during some of which he picked up a piece of wire to keep his hands busy. And came up with the basic and still powerful principle behind the mechanism of the safety pin. Most pins up to that point were either simple and sharp with a point at the end or loops which came undone easily. These hadn’t changed much since the days when Roman legionaries pinned their cloaks with a fibula, a kind of simple brooch clasp pin.

By coiling the wire on itself he created a simple spring mechanism and by providing a catch at one end he was able to make the safe closure mechanism which we have come to know and love.

Quite a lot of us, in fact; estimates put the number of safety pins produced and sold per year around the world at around one billion, with specialised machines capable of turning out millions per day.

Walter Hunt was not a fool; he recognized that this idea could have value. And he was not inexperienced; he already had a healthy track record of successful innovation behind him and knew how to work the patent system. So he duly filed and was awarded patent number US6281A; he then offered this (and the accompanying rights it conferred) to the W R Grace company who snapped it up (excuse the pun), paying Hunt $400, enough to enable him to settle his debt and have some spare capital. And to lift a small but annoying weight from his shoulders…

It turned out to be a good deal for them; on an initial outlay of $15,000 in today’s money they secured profits running into millions over the next years.

Safety Pins

Image: U.S. Patent Office, public domain via Wikimedia

This kind of thing was second nature to him; he had a gift for seeing and solving problems in a practical way. By 1849 he’d already built a legacy of (mostly) useful items which he had (mostly) patented and had a growing reputation as an inventor. Though not necessarily an innovator – as in someone who can create value from their ideas. Hunt seems to have had a second ‘gift’; in addition to being a visionary inventor he seems to have been cursed with the inability to profit from his inventions.

The man who was labelled a ‘Yankee mechanical genius’ was born in 1796 in Lewis County, New York to a Quaker family. The eldest of thirteen children he was lucky to receive an education and went on to earn a master’s degree in masonry at the age of twenty-one. Although a practical skill much needed in a rural farming community masonry also involves a way of thinking which is much more than simply piling stones on top of each other. Arguably his understanding of interdependence and systems derived in part from this early experience – and enabled him to approach widely differing problems with a sense of their underlying similarities.

Yet if you look back at his track record of inventions he rapidly emerges as a serious contender for being the greatest inventor you’ve never heard of.

For example:

The repeater rifle, in 1848 – up there as a symbol of ‘how the West was won’ in a thousand cowboy movies and the undoubted making of the Winchester Repeating Arms Company with their Winchester rifle. Hunt not only developed the original idea for a ‘volition repeating rifle’ but also the ammunition it might use (his ‘rocket ball’) which was revolutionary in putting the powder charge in the bullet’s base. His designs weren’t very workable and he sold the patents; these changed hands a number of times in the growing armaments industry before being bought by Messrs Smith and Wesson who used them as the basis for a new company. The biggest investor in the new Volcanic Repeating Arms Company was one Oliver Winchester….

Think fountain pens and writing implements and the transition from goose quills to refillable devices and you may well think of the companies which made their name with the innovation. But whilst companies like Parker Pen created the market the foundations were laid by, amongst others, Walter Hunt who predated their work by decades. In 1847, he patented a fountain pen (U.S. Patent 4,927) combining inkstand and pen into one unit, “convenient for the pocket.”

Knife sharpening ? Nail making? Rope making? Castors to help move furniture around? Disposable paper collars? A coal burning stive which would radiate heat in all directions? A saw for cutting down trees? A flexible spring attachment for belts and braces? An attachment for boats to cut through ice? An inkstand? A non-explosive safety lamp? Bottle stoppers? Hunt turned his hand and imagination to hundreds of challenges across an almost impossibly wide spectrum. Leonardo da Vinci would have been proud of him, not least in his ability to draw together ideas and inspirations from many different fields.

His first patented invention was for an improved flax spinning machine in 1826. He worked as a farmer in a region dominated by textile milling and most of his family and friends were in the business of spinning wool and cotton. Faced with rising costs and falling product prices the local mill owner, Willis Hoskins, wanted to reduce wages; Hunt persuaded him to hold off and offered instead to develop a more efficient flax spinning machine. He patented this on June 22, 1826 and its contribution to improving productivity saved the jobs.

His motivation was often underpinned by a social concern. Another early invention (1827) was for a coach alarm system. Visiting New York to try and raise funds for developing the falx spinning machine further he witnessed an accident where a horse-drawn carriage ran over a child. The driver, his hands fully occupied with the reins of the team, had been unable to sound a warning horn in time. Hunt was shaken by this and the fact that this was not a rare occurrence; he began thinking of ways to help prevent these accidents. He came up with the idea of a metal gong with a hammer that could be operated by foot; his “Coach Alarm” was patented on July 30, 1827. Facing an uphill struggle he sold the rights to the stagecoach operators Kipp and Brown; the invention became a standard feature on streetcars across the United States, saving countless lives.

Late in life, Hunt addressed the laundry problem. In 1854 a crisp white collar was a mark of status, but keeping linen white required constant starching and ironing. Hunt invented the ‘paper shirt collar’ (U.S. Patent 11,376) which offered the advantage of looking like linen but being disposable after use.

Some of his ideas were, shall we say, a little fanciful though the prototypes proved their point. Inspired by the way flies negotiated ceilings his ‘antipodean apparatus’ was designed to help circus performers (and anyone else mad enough) to walk upside down. Although this one wasn’t patented it was still in use by performers a hundred years later!

antipodean apparatus

Altogether he was responsible for hundreds of patents and about two dozen of Hunt’s inventions are still used in the form in which he created them over one hundred years ago.

Including, of course, the really big one that got away – the sewing machine. The mid 19th century saw a flurry of inventive activity around trying to enable it, eventually converging on a dominant design which combined different elements for feeding, sewing with a lockstitch, holding the fabric, powering the feed, etc. Isaac Singer walked away with the prize in 1851 after a long and bitter battle with Elias Howe whose patent he liberally borrowed from and which predated his machine by several years.

What’s not always mentioned is that Howe’s idea wasn’t original; he’d based his 1846 machine on something he’d seen more than a decade before. In fact this ‘prior art’ was what Singer tried to use in his defence only to have the judge throw it out because the original idea, though clearly the core design for a working sewing machine, had never actually been patented.

The man who’d let this incredible opportunity slip through his fingers? Our very own Walter Hunt.

Sewing Machine

Image: National Museum of American History, public domain

In 1830, Barthelemy Thimonnier in France had patented a machine that used a hooked needle to make a chain stitch, but it was slow and fragile. Hunt’s experiments in the early 1830s led him to a new approach; he realized that a machine didn’t need to mimic a manual seamstress and in particular it didn’t need to pass the needle all the way through. Instead he designed a curved needle with the eye at the point; the needle would pierce the cloth, carrying a loop of thread with it and then a shuttle would pass a second thread through the loop formed by the needle. When the needle retracted, the two threads would lock together – lockstitch.

He kept it in the family, employing one of his many brothers, Adoniram, to improve on his wooden prototype by making a machine out of iron. It worked well, sewing straight seams with a durability and uniformity that manual sewing could not touch. By 1834 – twelve years before Elias Howe – Hunt had a working machine that could have made him one of the richest men in the world. But he held back from patenting it.

Not for want of experience or vision; he’d seen the possibilities which is why he’d been working on the idea. But his vision was partly shaped by his strong-willed and socially conscious daughter who saw it not as a labour-saving device but as a labour killer, threatening the livelihoods of women who worked as seamstresses to establish themselves and find a measure of financial independence. She persuaded Hunt to hold back from registering his patent though he had the working design ready a full twenty years before Singer’s successful entry.

Instead he allowed his invention to ‘slumber’, existing but not being patented or commercialised. He sold the rights to the prototype to George Arrowsmith, but Arrowsmith, the lack of a patent, also failed to commercialize it.

In the infamous ‘Sewing Machine Wars’ of the early 1850s the two big antagonists were Howe and Singer; as part of his campaign Singer discovered Hunt’s ideas and pressed him to search for any evidence of the earlier machine which might help invalidate Howe’s lockstitch-based patent. Eventually they found the rusty remnants of the 1834 machine and Hunt rebuilt it to working status, enabling Singer to argue that Howe was not the first inventor.

In 1854, Patent Commissioner Charles Mason issued a ruling that became a cornerstone of patent law; he acknowledged that Hunt had indeed invented the machine first. However, he ruled against Hunt based on the doctrine of laches (abandonment), writing that “…. When the first inventor allows his discovery to slumber for eighteen years, with no probability of its ever being brought into useful activity, and when its only resurrected to supplant and strangle an invention which has been given to the public… all reasonable presumption should be in favour of the inventor who has been the means of conferring the real benefit upon the world”.

The ruling forced Singer and other sewing machine manufacturers to settle their differences and operate a patent pool with each paying relevant royalties to the others for use of particular intellectual property. Hunt received a small payment from Singer for his testimony, but he missed out on the royalties that built the fortunes which came to Singer and Howe.

He was granted a patent for another improvement to the sewing machine dealing with feeding of material into the machine without jamming it. Singer eventually agreed in 1858 to pay Hunt $50,000 for this design – but Hunt didn’t live long enough to collect his due.

He died on June 8, 1859 of pneumonia in his workshop in New York City. His grave in Green-Wood Cemetery is marked by a modest granite shaft, a stark contrast to the massive monuments of other ‘Gilded Age’ entrepreneurs.

Although Hunt died without a fortune to his name he was no fool. His name might be missing from the pantheon of great inventors who changed the world through steel and steam – creating the products and the markets which defined a new industrial age. Yet anyone who could twist a piece of wire into a global success in three hours in order to settle a debt deserves a closer look.

His life reveals a complex man of high principles – a ‘benevolent Quaker’ – and possessed of an internal motivation owing much more to a fascination with solving problems and puzzles than the inspiration of a possible fortune. Someone who found joy in the quest rather than the goal, the ultimate ideas man.

An obituary published in the New York Tribune on June 13th, 1859 captured a little of this restless spirit. “For more than forty years, he has been known as an experiment in the arts. Whether in mechanical movements, chemistry, electricity or metallic compositions, he was always at home: and, probably in all, he has tried more experiments than any other inventor.”

Sometimes the quest is more exciting than the destination, sometimes the act of creating something new is its own reward.


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All images generated by Google Nanobanana or Substack AI unless otherwise indicated

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Temporal Agency – How Innovators Stop Time from Bullying Them

Temporal Agency - How Innovators Stop Time from Bullying Them

GUEST POST from Art Inteligencia

We live in an age where time feels like a relentless tyrant. Deadlines loom, inboxes overflow, and the constant hum of connectivity creates an illusion of urgency that often masks a deeper problem: our lack of agency over our most precious resource. We’ve been conditioned to believe that speeding up is the only solution, when in reality, the answer lies in a more profound re-engineering of our relationship with time itself.

This isn’t about magical thinking or finding shortcuts; it’s about deeply understanding the mechanisms of time perception, leveraging neuroscience, and consciously crafting environments that enable us to reclaim temporal agency. It’s about moving from being victims of the clock to becoming its conductors.

Innovation rarely fails because of insufficient intelligence or ambition. It fails because time is weaponized against the very thinking it requires. Urgency crowds out curiosity. Speed displaces sense-making. Motion replaces meaning.

The result is a paradox: organizations move faster while understanding less.

“The real superpower isn’t bending time. It’s designing conditions where time stops bullying us.”

— Braden Kelley

Time as an Environmental Problem

Most discussions about time focus on individual discipline. This framing is incomplete. Time pressure is largely environmental.

Every unnecessary meeting, notification, and premature deadline fragments attention. Each fragment shrinks perceived time. Over time, this creates a persistent sense of acceleration, even when output stagnates.

Innovators do not need to work harder. They need environments that allow thinking to breathe.

Designing Conditions That Stretch Time

Stretching time means increasing the quality of attention per moment.

Innovative organizations intentionally design for:

  • Subjective time expansion through focused engagement
  • Reliable flow states by aligning challenge and capability
  • Lower perceived urgency through clearer prioritization
  • Greater present-moment bandwidth by reducing cognitive clutter

These conditions transform how time is felt, even when clocks remain unchanged.

Case Study 1: A Product Team Slows Down to Speed Up

A digital product team consistently missed deadlines despite aggressive schedules. Workdays were filled with context switching.

Leadership eliminated status meetings and replaced them with a shared visual dashboard updated asynchronously. Teams gained uninterrupted blocks of time.

Perceived time pressure dropped immediately. Delivery speed improved within one quarter, and employee burnout declined.

Flow as Infrastructure

Flow is often treated as a personal peak experience. In reality, it can be operationalized.

Organizations that enable flow:

  • Limit work-in-progress
  • Clarify decision rights
  • Align incentives with learning, not visibility

Flow-friendly systems create temporal elasticity—time feels abundant because it is used coherently.

Case Study 2: A Research Organization Redesigns Urgency

A research organization found that “urgent” requests dominated scientist schedules.

Leaders introduced explicit urgency criteria and delayed non-critical decisions by default. Scientists regained long stretches of uninterrupted inquiry.

Breakthrough insights increased, not because more time was added, but because time was no longer under constant assault.

From Time Management to Time Relationship

Time management asks individuals to cope. Temporal agency asks leaders to design.

When innovators command their relationship with time, they:

  • Think more clearly
  • Learn more quickly
  • Create more meaningfully

Time does not need to be conquered. It needs to be respected.

When time stops bullying us, innovation finally gets the space it deserves.


The Myth of Speed and the Reality of Felt Time

Our objective measurement of time – seconds, minutes, hours – is immutable. But our subjective experience of time is incredibly fluid. Think of those moments when an hour flies by in a blur of deep work, or when five minutes waiting for a delayed flight feels like an eternity. This discrepancy is our greatest lever for change. Innovators and creatives, especially, must learn to manipulate this subjective experience, not to work longer, but to work smarter, deeper, and more meaningfully.

Altering Subjective Experience of Time

This isn’t about wishing time away or making it go faster. It’s about enriching the present moment to reduce the *felt* pressure of time. When we are deeply engaged, focused, and present, the anxiety associated with time pressure dissipates. This requires conscious effort to minimize distractions and cultivate environments conducive to concentration.

Entering Flow More Reliably

The concept of “flow state,” popularized by Mihaly Csikszentmihalyi, is the ultimate expression of temporal agency. In flow, time ceases to exist, and our productivity skyrockets. To enter flow more reliably, we need to design for it: clear goals, immediate feedback, and a balance between challenge and skill. It’s about creating rituals that signal to our brains: “It’s time to deeply engage.”

Reducing Felt Time Pressure

A significant portion of our “time crisis” is psychological. The constant fear of missing out (FOMO), the pressure of endless notifications, and the expectation of immediate responses create a chronic state of urgency. Reclaiming agency means consciously unplugging, setting boundaries, and understanding that not all demands are created equal. Prioritization isn’t just about what to do, but what not to do, and when.

Increasing Present-Moment Bandwidth

In our hyper-connected world, our attention is constantly fragmented. We’re often performing tasks while thinking about the next five things. This multitasking illusion significantly degrades our present-moment bandwidth. Practicing mindfulness, single-tasking, and deep work techniques expands our capacity to engage fully with the task at hand, making each unit of objective time more potent and less stressful.


Practical Ways to Reclaim Temporal Agency

1. The “Temporal Audit”

Before you can optimize, you must understand. Conduct a rigorous audit of how you spend your time, not just objectively, but also subjectively. Where does time drag? Where does it fly? What activities genuinely recharge you versus those that drain your energy and create more pressure?

2. Deep Work Blocks

Inspired by Cal Newport, schedule dedicated, uninterrupted blocks for your most cognitively demanding tasks. Turn off notifications, close irrelevant tabs, and commit to single-tasking. These aren’t just work blocks; they are flow-creation blocks.

3. Strategic Procrastination (with a twist)

Not all tasks require immediate attention. Consciously defer non-urgent tasks to specific “batching” periods. This reduces the mental load of constantly switching contexts and allows for deeper focus on critical items. The “twist” is that this is a conscious decision, not an avoidance tactic.

4. The “No Meeting Wednesday” (or similar)

Create specific days or half-days entirely free of meetings. This provides an oasis for deep work, strategic thinking, and creative exploration without the constant interruptions that fragment our schedules and minds.

5. Digital Detox Rituals

Implement daily, weekly, or even monthly periods of disengagement from digital devices. This isn’t just about reducing screen time; it’s about allowing your mind to wander, to connect disparate ideas, and to replenish its creative reserves without the constant demand for attention.


Case Studies in Temporal Mastery

Case Study 3: The Biotech Founder’s “Un-Schedule”

A biotech startup founder was overwhelmed by the demands of fundraising, product development, and team management. Instead of trying to pack more into her day, she adopted an “un-schedule” approach. She scheduled only 3-4 hours of high-value, deep work each day, with the rest of her time dedicated to reactive tasks, strategic thinking, or even intentional white space. By consciously limiting her scheduled workload, she created mental breathing room, leading to more breakthroughs and less burnout. Her team also reported feeling less pressured, as her clarity translated into more focused direction. The result was a 25% reduction in project timelines due to improved focus and decision-making.

Case Study 4: The Creative Agency’s “Momentum Days”

A boutique creative agency struggled with project delays and artist burnout due to constant client revisions and internal meetings. They implemented “Momentum Days” twice a week where all internal meetings were banned, and external client communication was batched into specific windows. These days were dedicated solely to creative execution. By protecting this uninterrupted time, the agency saw a dramatic improvement in output quality, a 15% increase in client satisfaction due to faster turnaround, and a noticeable boost in team morale and creative satisfaction.

Reclaiming temporal agency isn’t about finding more hours in the day; it’s about making the hours you have more meaningful, more productive, and less stressful. It’s an act of conscious design, a rebellion against the tyranny of the clock. By understanding and manipulating our subjective experience of time, by fostering flow, and by implementing disciplined practices, we can cease being bullied by time and start truly commanding our relationship with it, unlocking unprecedented levels of innovation and well-being.


Frequently Asked Questions

What does Braden Kelley mean by “temporal agency”?

Temporal agency refers to our ability to influence our subjective experience of time and control how we allocate our attention, rather than feeling constantly dictated by the clock or external pressures. It’s about commanding our relationship with time.

How can innovators enter flow state more easily?

To enter flow more reliably, innovators should design their environment with clear goals, immediate feedback loops, and tasks that strike a balance between challenge and their current skill level. Minimizing distractions and creating dedicated “deep work” rituals are key.

What is the “Temporal Audit”?

A “Temporal Audit” involves rigorously tracking and analyzing how one spends time, both objectively (what tasks are performed) and subjectively (how one feels about that time), to identify patterns of engagement, disengagement, and areas where time pressure is most acute.

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

Image credits: ChatGPT

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Win Your Way to an AI Job

Anduril’s AI Grand Prix: Racing for the Future of Work

LAST UPDATED: January 28, 2026 at 2:27 PM

Anduril's AI Grand Prix: Racing for the Future of Work

GUEST POST from Art Inteligencia

The traditional job interview is an antiquated artifact, a relic of a bygone industrial era. It often measures conformity, articulateness, and cultural fit more than actual capability or innovative potential. As we navigate the complexities of AI, automation, and rapid technological shifts, organizations are beginning to realize that to find truly exceptional talent, they need to look beyond resumes and carefully crafted answers. This is where companies like Anduril are not just iterating but innovating the very hiring process itself.

Anduril, a defense technology company known for its focus on AI-driven systems, recently announced its AI Grand Prix — a drone racing contest where the ultimate prize isn’t just glory, but a job offer. This isn’t merely a marketing gimmick; it’s a profound statement about their belief in demonstrated skill over credentialism, and a powerful strategy for identifying talent that can truly push the boundaries of autonomous systems. It epitomizes the shift from abstract evaluation to purposeful, real-world application, emphasizing hands-on capability over theoretical knowledge.

“The future of hiring isn’t about asking people what they can do; it’s about giving them a challenge and watching them show you.”

— Braden Kelley

Why Challenge-Based Hiring is the New Frontier

This approach addresses several critical pain points in traditional hiring:

  • Uncovering Latent Talent: Many brilliant minds don’t fit the mold of elite university degrees or polished corporate careers. Challenge-based hiring can surface individuals with raw, untapped potential who might otherwise be overlooked.
  • Assessing Practical Skills: In fields like AI, robotics, and advanced engineering, theoretical knowledge is insufficient. The ability to problem-solve under pressure, adapt to dynamic environments, and debug complex systems is paramount.
  • Cultural Alignment Through Action: Observing how candidates collaborate, manage stress, and iterate on solutions in a competitive yet supportive environment reveals more about their true cultural fit than any behavioral interview.
  • Building a Diverse Pipeline: By opening up contests to a wider audience, companies can bypass traditional biases inherent in resume screening, leading to a more diverse and innovative workforce.

Beyond Anduril: Other Pioneers of Performance-Based Hiring

Anduril isn’t alone in recognizing the power of real-world challenges to identify top talent. Several other forward-thinking organizations have adopted similar, albeit varied, approaches:

Google’s Code Jam and Hash Code

For years, Google has leveraged competitive programming contests like Code Jam and Hash Code to scout for software engineering talent globally. These contests present participants with complex algorithmic problems that test their coding speed, efficiency, and problem-solving abilities. While not always directly leading to a job offer for every participant, top performers are often fast-tracked through the interview process. This allows Google to identify engineers who can perform under pressure and think creatively, rather than just those who can ace a whiteboard interview. It’s a prime example of turning abstract coding prowess into a tangible demonstration of value.

Kaggle Competitions for Data Scientists

Kaggle, now a Google subsidiary, revolutionized how data scientists prove their worth. Through its platform, companies post real-world data science problems—from predicting housing prices to identifying medical conditions from images—and offer prize money, and often, connections to jobs, to the teams that develop the best models. This creates a meritocracy where the quality of one’s predictive model speaks louder than any resume. Many leading data scientists have launched their careers or been recruited directly from their performance in Kaggle competitions. It transforms theoretical data knowledge into demonstrable insights that directly impact business outcomes.

The Human Element in the Machine Age

What makes these initiatives truly human-centered? It’s the recognition that while AI and automation are transforming tasks, the human capacity for ingenuity, adaptation, and critical thinking remains irreplaceable. These contests aren’t about finding people who can simply operate machines; they’re about finding individuals who can teach the machines, design the next generation of algorithms, and solve problems that don’t yet exist. They foster an environment of continuous learning and application, perfectly aligning with the “purposeful learning” philosophy.

The Anduril AI Grand Prix, much like Google’s and Kaggle’s initiatives, de-risks the hiring process by creating a performance crucible. It’s a pragmatic, meritocratic, and ultimately more effective way to build the teams that will define the next era of technological advancement. As leaders, our challenge is to move beyond conventional wisdom and embrace these innovative models, ensuring we’re not just ready for the future of work, but actively shaping it.

Anduril Fury


Frequently Asked Questions

What is challenge-based hiring?

Challenge-based hiring is a recruitment strategy where candidates demonstrate their skills and problem-solving abilities by completing a real-world task, project, or competition, rather than relying solely on resumes and interviews.

What are the benefits of this approach for companies?

Companies can uncover hidden talent, assess practical skills, observe cultural fit in action, and build a more diverse talent pipeline by focusing on demonstrable performance.

How does this approach benefit candidates?

Candidates get a fair chance to showcase their true abilities regardless of traditional credentials, gain valuable experience, and often get direct access to influential companies and potential job offers based purely on merit.

To learn more about transforming your organization’s talent acquisition strategy, reach out to explore how human-centered innovation can reshape your hiring practices.

Image credits: Wikimedia Commons, Google Gemini

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What to Do When Your Plans Are Already Obsolete

HINT: It has something to do with strategy execution

What to Do When Your Plans Are Already Obsolete

GUEST POST from Robyn Bolton

We are three full weeks into the new year and I am curious, how is the strategy and operating plan you spent all Q3 and Q4 working on progressing? You nailed it, right? Everything is just as you expected and things are moving forward just as you planned.

I didn’t think so.

So, like many others, you feel tempted to double down on what worked before or  chase every opportunity with the hope that it will “future-proof” your business.

Stop.

Remember the Cheshire Cat, “If you don’t know where you’re going, any road will get you there.”

You DO know where you’re going because your goals didn’t change. You still need to grow revenue and cut costs with fewer resources than last year.

The map changed.  So you need to find a new road.

You’re not going to find it by looking at old playbooks or by following every path available.

You will find it by following these three steps (and don’t require months or millions to complete).

Return to First Principles

When old maps fail and new roads are uncertain, the most successful leaders return to first principles, the fundamental, irreducible truths of a subject:

  1. Organizations are systems
  2. Systems seek equilibrium and resist change when elements are misaligned
  3. People in the system do what the system allows, models, and rewards

Returning to these principles is the root of success because it forces you to pause and ask the right questions before (re)acting.

Ask Questions to Find the Root Cause

Based on the first principles, think of your organization as a lock. All the tumblers need to align to unlock the organization’s potential to get to where you need to go.  When the tumblers don’t align, you stay stuck in the dying status quo.

Every organization has three tumblers – Architecture (how you’re organized), Behavior (what leaders actually do), and Culture (what gets rewarded) – that must align to develop and execute a strategy in an environment of uncertainty and constant change.

But ensuring that you’ve aligned all three tumblers, and not just one or two, requires asking questions to get to the root cause of the challenges.

Is your leadership team struggling to align on a decision because they don’t have enough data or can’t agree on what it means? The Behavior and Culture tumblers are misaligned with the structure and incentives of Architecture

Are people resisting the new AI tools you rolled out?  Architectural incentives and metrics, and leadership communications and behaviors are preventing buy-in.

Struggling to squeeze growth out of a stagnant business?  Structures and systems combined with organization culture are reinforcing safety and a fixed mindset rather than encouraging curiosity and learning.

Align the Tumblers

When you diagnose the root causes you find the misaligned tumbler. And, in the process of bringing it into alignment, it will likely pull the others in, too.

By role modeling leadership behaviors that encourage transparent communication (no hiding behind buzzwords), quantifying confidence, and smart risk taking, you’ll also influence culture and may reveal a needed change in Architecture.

Modifying the metrics and rewards in Architecture and making sure that your communications and behavior encourage buy-in to new AI tools, will start to establish an AI-friendly culture.

Overhauling Architecture to encourage and reward actions that expand that stagnant business into new markets or brings new solutions to your existing customers, will build new leadership Behaviors will drive culture change.

Get to your Goals

It’s a VUCA/BANI world AND It’s only going to accelerate. That means that the strategy you developed last quarter and the operational plans you set last month will be obsolete by the end of the week.

But the strategy and the plan were never the goal. They were the road you planned based on the map you had.  When the map changes, the road does, too. But you can still get to the goal if you’re willing to fiddle with a lock.

Image credit: Pixabay

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Supercritical Water Oxidation (SCWO)

Designing the Future of Waste Destruction

LAST UPDATED: January 22, 2026 at 5:36 PM

Supercritical Water Oxidation (SCWO)

GUEST POST from Art Inteligencia

As we navigate the complexities of 2026, the global innovation community is increasingly focused on sustainable competitive advantage. But sustainability is no longer just a buzzword for the Environmental, Social, and Governance (ESG) report; it is a fundamental engineering and human-centered challenge. We are currently witnessing a paradigm shift in how we handle the “unhandleable” — toxic wastes like Per- and Polyfluoroalkyl Substances (PFAS), chemical agents, and industrial sludges. At the heart of this revolution is Supercritical Water Oxidation (SCWO).

Innovation, as I often say, is about increasing the probability of the impossible. For decades, the permanent destruction of “forever chemicals” felt like a biological and chemical impossibility. SCWO changes that math by leveraging the unique properties of water at its critical point — 374°C and 22.1 MPa — to create a “homogeneous” environment where organic waste is effectively incinerated without the flame, converting toxins into harmless water, carbon dioxide, and salts.

“Innovation transforms the useful seeds of invention into widely adopted solutions valued above every existing alternative. With SCWO, we aren’t just managing waste; we are redesigning our relationship with the environment by choosing permanent destruction over temporary storage.” — Braden Kelley

The Mechanism of Change

In a standard liquid state, water is a polar solvent. However, when pushed into a supercritical state, its dielectric constant drops, and it begins to behave like a nonpolar organic solvent. This allows oxygen and organic compounds to become completely miscible. The result? A rapid, high-efficiency oxidation reaction that happens in seconds. For the human-centered leader, this represents more than just a chemical reaction; it represents agility. It allows us to process waste on-site, reducing the carbon footprint and risk associated with transporting hazardous materials.

Case Study 1: Eliminating the “Forever” in PFAS

In a recent multi-provider demonstration involving 374Water, Battelle, and Aquarden, SCWO technology was tested against Aqueous Film-Forming Foam (AFFF) contaminated with high concentrations of PFAS. The results were staggering. The systems achieved a 99.99% reduction in total PFAS. By shifting from a “filtration and storage” mindset to a “destruction” mindset, these organizations proved that the technical debt of past industrial eras can be settled permanently. This is a classic example of using curiosity to solve a legacy problem that traditional ROI models would have ignored.

Market Leaders and The Innovation Ecosystem

The commercialization of SCWO is being driven by a dynamic ecosystem of established players and agile startups. 374Water (NASDAQ: SCWO) remains a prominent leader, recently expanding its board to accelerate the global rollout of its “AirSCWO” systems. Revive Environmental has also made significant waves by deploying its “PFAS Annihilator,” a mobile SCWO unit that can treat up to 500,000 gallons of landfill leachate daily. Other key innovators include Aquarden Technologies in Denmark, Battelle, and specialized engineering firms like Chematur Engineering AB. These companies aren’t just selling hardware; they are selling a future where waste management is a closed-loop system.

Case Study 2: Industrial Sludge and Energy Recovery

A European chemical manufacturing plant integrated a tubular SCWO reactor to handle hazardous organic sludges that previously required expensive off-site incineration. Not only did the SCWO process destroy 99.9% of the toxins, but the plant also implemented a heat recovery system. Because the oxidation reaction is exothermic, they were able to capture the excess heat to pre-heat the influent waste, significantly lowering operational costs. This transformation of a cost-center (waste disposal) into a self-sustaining utility is exactly the type of systemic innovation I encourage leaders to pursue.

Final Thoughts: The Curiosity Advantage

The half-life of our current waste management techniques is shrinking. Landfills are filling, and regulations are tightening. The organizations that thrive will be those that exercise the collective capacity for curiosity to adopt “future-present” technologies like SCWO. We must stop asking “How do we hide the waste?” and start asking “How do we unmake it?”


Supercritical Water Oxidation (SCWO) FAQ

What are the primary benefits of SCWO over traditional incineration?

SCWO operates in a closed system at lower temperatures than incineration, preventing the formation of harmful NOx, SOx, and dioxins. It also allows for higher destruction efficiency (often >99.99%) for persistent organic pollutants like PFAS.

Can SCWO systems recover energy from waste?

Yes. The oxidation process in SCWO is exothermic (it releases heat). Many modern commercial systems are designed to capture this energy to pre-heat the influent waste or generate steam for other industrial processes.

Is SCWO technology ready for large-scale industrial use?

While historically challenged by corrosion and salt buildup, 2026-era SCWO systems from leaders like 374Water and Revive Environmental use advanced materials and “transpiring wall” designs to handle these issues, making them viable for municipal and industrial scale-up.

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

Image credits: Google Gemini

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