Category Archives: marketing

Innovative Ways to Gather Customer Feedback

GUEST POST from Chateau G Pato

In a competitive marketplace, understanding the voice of the customer is crucial for innovation and sustained business growth. Traditional methods of gathering customer feedback, such as surveys and focus groups, often fall short in capturing the nuanced and spontaneous nature of customer experiences. In this article, we explore innovative ways to gather customer feedback and illustrate their effectiveness through two compelling case studies.

Leveraging Social Media Listening

Social media offers a vast river of unsolicited, real-time customer feedback. Companies can tap into this stream to discern customer sentiments, identify emergent trends, and detect potential issues before they escalate.

Case Study 1: Starbucks

Starbucks, a global coffeehouse chain, harnesses the power of social media listening tools to refine its customer experience. By monitoring platforms like Twitter, Facebook, and Instagram, Starbucks captures real-time reactions to its products, services, and marketing campaigns.

For instance, Starbucks introduced the Unicorn Frappuccino, a limited-edition beverage, that took social media by storm. The Starbucks team monitored hashtags, comments, and reviews, quickly identifying common themes and sentiments. Customers loved the drink’s vibrant appearance but there was mixed feedback on its taste. With this information, Starbucks promptly engaged with their audience, adjusting their messaging to emphasize the drink’s adventurous and whimsical nature rather than its flavor profile.

The insights gleaned from social media listening not only helped Starbucks understand customer preferences but also enabled the company to engage with customers directly, showing appreciation for their feedback and fostering a sense of community.

Utilizing AI Chatbots for Interactive Feedback

AI-driven chatbots are another innovative way to gather customer feedback. These intelligent agents can engage customers in natural, conversational dialogue, collecting detailed and context-rich feedback without the constraints of formal surveys.

Case Study 2: Amtrak

Amtrak, America’s national rail operator, implemented an AI-powered chatbot named “Julie” to enhance the travel experience and gather valuable customer insights. Julie assists passengers with ticket bookings, schedule inquiries, and travel disruptions. Beyond these functions, Julie is programmed to ask customers about their travel experience upon completion of their interaction.

For example, if a passenger inquires about train delays, Julie might follow up with questions about the overall travel experience, such as the comfort of seating, cleanliness of the train, and the quality of customer service. This conversational approach allows Amtrak to capture specific, actionable feedback in real time.

Furthermore, Julie’s AI capabilities enable her to analyze the sentiment behind the responses, flagging particularly negative or positive interactions for further review by human agents. This dual-layer feedback mechanism ensures that critical issues are swiftly addressed while also recognizing aspects of the service that delight customers.

The implementation of Julie has provided Amtrak with a continuous stream of high-quality feedback, allowing the company to make informed decisions about service improvements and operational adjustments.

The Role of Gamification in Feedback Collection

Gamification, the application of game-design elements in non-gaming contexts, offers a dynamic way to engage customers in the feedback process. By making feedback collection an enjoyable and rewarding experience, companies can significantly increase participation rates and the quality of the insights gathered.

Case Study 3: Duolingo

Duolingo, the language-learning app, uses gamification to motivate users to share their learning experiences and provide feedback. The app incorporates points, badges, and leaderboards to encourage regular usage. Periodically, Duolingo invites users to complete short, in-app surveys or participate in feedback challenges to earn additional rewards.

These gamified feedback mechanisms not only enhance user engagement but also provide Duolingo with a steady stream of user insights. For instance, when Duolingo launched a new feature, the company implemented a feedback challenge where users could earn special badges by completing targeted feedback tasks related to the feature. The responses helped Duolingo understand the feature’s impact, identify any usability issues, and gauge overall satisfaction.

By turning feedback into a game, Duolingo ensures that users are more willing to participate and more honest in their responses, resulting in richer and more reliable data.

Conclusion

In an era where customer preferences and expectations are constantly evolving, it is paramount for businesses to innovate in their approach to gathering feedback. Methods like social media listening, AI chatbots, and gamification provide richer, more immediate insights than traditional approaches.

The success stories of Starbucks, Amtrak, and Duolingo underscore the power of these innovative techniques. By meeting customers where they are and transforming the feedback process into a value-added interaction, companies can foster stronger relationships with their customers, drive meaningful improvements, and maintain a competitive edge.

Finally, innovation should permeate every aspect of a business, including how we listen to and learn from our customers. By embracing new technologies and creative strategies, businesses can unlock deeper customer insights and pave the path for continuous improvement and success.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pixabay

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Zoom Tutorial – Amazing New PowerPoint Background Feature

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EPISODE SIX – Ask the Consultant

Today in EPISODE SIX of Ask the Consultant, host Braden Kelley shows you how to take advantage of an amazing new Zoom feature that lets you easily create compelling videos with PowerPoint slides over your shoulder in the background.

This is a way better method of presenting slides than having your camera on and sharing your screen.

This video is itself an example of what you can do with this new Zoom feature (currently in BETA) and inside I’ll show you step by step how to do it.

This zoom tutorial will help all of the following people be more efficient and effective:

educators
keynote speakers
consultants
authors
entrepreneurs

It shows how to simply do what previously took third-party apps like mmhmm or post-production video editing knowledge and lots of time to achieve. It’s so easy that I can finally get around to recording Change Planning Toolkit™ eLearning and certification programs.

So, stay tuned!

Surprise people the next time you present on Zoom or record more compelling instructional videos and e-Learning to power your business or engage your students.

Now would be a great time to hire me to do a virtual keynote for your organization to empower your employees with greater knowledge and capabilities around innovation, change, transformation or design thinking.

Quick Reminder of Steps to Create Over the Shoulder Slides in Zoom

PART ONE:

Create a new PowerPoint (13.33” x 7.5” works well)
Choose a Background for your Zoom slides
Fill default wide-screen format of all slides
Copy slide from source presentation and paste it as an image onto one of your new background slides
Resize pasted slide image to be 9.5” wide
Position slide image upper right with ¼” border
Repeat

PART TWO:

Open Zoom
Start a Meeting
Click the Start Video icon (ALT + V)
Click the Screen Sharing icon (ALT + S)
Click the Advanced tab
Click on ‘PowerPoint as Virtual Background’
Select Your PowerPoint to import as a background

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An Innovation Evangelist Can Increase Your Reputation and Innovation Velocity

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Chief Evangelist Braden Kelley

by Braden Kelley

Building upon my popular article Rise of the Evangelist, I wanted to create an article for the global innovation community focused specifically on the importance of the innovation evangelist role.

In my previous article I defined five different types of evangelists that organizations may already have, or may want to hire, including:

Chief Evangelist
Brand Evangelists
Product Evangelists
Service Evangelists
Innovation Evangelists

This specialization occurs when the evangelism an organization needs become too big for one evangelist to handle. At that point, a Chief Evangelist creates the evangelism strategy and manages the execution across the team of brand, innovation, and other evangelism focus areas.

When should an organization focus on innovation evangelism?

To continue to exist as a business, every organization should build an infrastructure for continuous innovation, but many don’t. If you’re not sure what this looks like, here is my Infinite Innovation Infrastructure (which leverages the Nine Innovation Roles):

Infinite Innovation Infrastructure

For those organizations investing in innovation, it is crucial to also invest in innovation evangelism when:

Innovation is part of the company’s strategy
Innovation is central to competitive differentiation
The company wants to share their innovation stories
The company wants to partner with customers to innovate
The company wants to partner with suppliers to innovate
The company wants to engage experts in innovation
The company wants to engage the general public in innovation

You’ll notice many of these points hint at the need for an external talent strategy, and Innovation Evangelism must play a key role. Because of this, I encourage you to download and consult the success guide I created for Innocentive on Harnessing the Global Talent Pool to Accelerate Innovation which focuses on the elements and importance of external talent in any company’s innovation efforts.

Bill Joy, a co-Founder of Sun Microsystems, once famously said:

“There are always more smart people outside your company than within it.”

Any external talent strategy must accumulate energy and then unleash it in a focused direction. And part of the way to do that is by establishing a common language of innovation. The process begins by defining what innovation means to your organization. Consider looking at this as the WHO – WHAT – WHEN – WHERE – WHY – HOW of innovation:

WHO is to be involved in your innovation efforts?
WHAT does innovation mean to you? WHAT types of innovation are you focused on?
WHEN will you be looking for innovation input?
WHERE can people go to find out more? WHERE do they go to contribute?
WHY should people want to participate?
HOW can they participate?

Continue reading this article on InnovationManagement.se

… where we will answer these questions and more:

Should innovation evangelism be a role or a job?
What does an innovation evangelist do?
What makes a good innovation evangelist?

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Rise of the Evangelist

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by Braden Kelley

What is an evangelist?

When many people hear this term, their minds used to picture Billy Graham or Pat Robertson, but this is changing. Why?

Our perceptions of evangelists are transforming as the pace of change accelerates to construct a new reality faster than most human brains can process the changes.

This creates a chasm in understanding and change readiness that evangelists can help bridge in a number of different ways.

Let us look at what an evangelist really is…

Oxford Dictionaries say an evangelist is a “zealous advocate of something.”

In business, the evangelist is a role that any of us can take on (with varying levels of success). Evangelism is very important to innovation success, which is why the evangelist is one of The Nine Innovation Roles™. This is how I define this particular role:

“The Evangelists know how to educate people on what the idea is and help them understand it. Evangelists are great people to help build support for an idea internally, and also to help educate customers on its value.”

Notice at this point we are talking about an evangelist as a role that can be played by one or more people, and not as a job that one or more people hold. Evangelism normally will be a role and not a job, but there are inflection points where this must change.

Outside of an innovation context, evangelism often falls on the shoulders of CEOs, business owners and product managers within organizations. When the need for evangelism is small, this can work. But for most organizations, this is no longer the case.

When should you hire an evangelist?

The time to cross over from evangelism as a role to evangelism as a job is when:

The pace of internal change is accelerating faster than employees can grasp without help
The pace of external change is accelerating faster than customers can understand without help
Your company is facing disruption by new entrants or existing competitors
You’re considering a digital transformation
You’ve already embarked upon a digital transformation
You’re using Agile in product development
Your brand essence is being shifted by you or your customers
You need a more human and personal presence in your marketing efforts to better connect with customers

When one or more of these conditions are true, you’ll find that it isn’t possible for CEOs, business owners and product owners to meet the needs for evangelism in the short spurts of time these people can dedicate to the necessary activities.

As highlighted by Agile Product Development’s presence in the list, organizations leveraging Agile to develop software-based products will find that their product managers are always engaged with the backlog with little time to focus on evangelism. They’re always focused on shipping something.

Some organizations will resist adding evangelists to their team, feeling that such a role is superfluous, but having one or more people focused on evangelism delivers value to the organization by executing a range of incredibly important activities, including:

Growing awareness

Building a community around the company and/or plugging the company into pre-existing external communities (potentially taking the brand to places it has never been before)

Generating interest

Working with customers and the marketing team to identify the stories that need to be told and the themes that need to be introduced and/or reinforced

Creating desire

Building and maintaining conversations with the community that cares about your products/services/brands

Engaging in an open and honest dialogue to help gather the voice of the customer

Facilitating action

Practicing a human-centered design mindset to continuously elicit needs and surface wants and desired outcomes

Depending on the size of the organization you may decide to have a single evangelist, or some larger organizations have more than one type of evangelist, including:

Chief Evangelist
Brand Evangelists
Product Evangelists
Service Evangelists
Innovation Evangelists

This specialization occurs when the evangelism an organization needs become too big for one evangelist to handle. At that point a Chief Evangelist creates the evangelism strategy and manages the execution across the team of brand, product, service and other evangelism focus areas.

So what makes a good evangelist?

Evangelists arrive from a range of different job specialties, but key knowledge, skills and abilities include:

Empathetic
Passionate About the Company’s Mission, Products/Services, and Customers
Comfortable Public Speaker
Efficient and Effective Writer
Human-Centered Design Mindset
Experienced with Social Media, Audio and Video
Skilled Content Creator
Continuous Learner
Self-Directed and Comfortable with Ambiguity

… and ideally your chosen evangelists will already have some presence in the communities important to you, or the knowledge of how to establish a presence in these communities.

Customer buying journeys are notoriously unpredictable, meandering, long and non-linear. Evangelism is a critical part of helping to build relationships with potential buyers and increasing the chances that your brand will be top of mind when a non-buyer finally becomes a potential customer of your products or services.

It’s a long-term non-transactional investment, one that will pay dividends if you see the wisdom in making the expenditure.

Has your organization already invested in evangelists? What learnings would you like to share in the comments?

Are you ready for the evangelists to rise in your organization?

Or do you need help with evangelism? (contact me if you do)

Share the love!

p.s. I wrote a follow-up article for InnovationManagement.se that you might also enjoy — Increase Your Innovation Reputation and Velocity with an Innovation Evangelist

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The One Movie All Electric Car Designers Should Watch

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Ford Mustang Electric Cobra

by Braden Kelley

In 2011 a Ron Howard comedy was released starring Kevin James, Vince Vaughn, Winona Ryder, Channing Tatum, Jennifer Connelly, and Queen Latifah. The film was called ‘The Dilemma’ and it was a very funny buddy comedy focused on commitment and marital infidelity. But today, we’re focused on one of the subplots that makes ‘The Dilemma’ a movie that every electric car designer should watch. The subplot highlighted a solution to the silent problem with electric vehicles and one of the barriers to widespread adoption.

Vince Vaughn and Kevin James’ characters are best friends and partners in a small auto design firm. The two have recently been given an opportunity to pitch an eco-friendly car to Dodge. One of the main features of this car is that it looks like a muscle car and it sounds like a muscle car, but it’s actually an electric car. Here is a video clip in German that I found on YouTube that shows their sound triumph:

Besides being like large golf carts, electric cars are also INCREDIBLY dangerous to pedestrians and cyclists at low speeds because they’re nearly silent. In addition to being dangerous, electric cars also sound boring.

Electric cars are so dangerous because of their silence, some governments are mandating that they make sounds at least while backing up – you know, those annoying beeping sounds.

Even the cool 1,500 horsepower equivalent electric Ford Mustang Cobra pictured above sounds really boring when it shoots off the line in its promo video going down the drag strip.

Designers, why can’t you implement more interesting, more exhilarating sounds like those in the video before we’re all forced to buy electric vehicles?

They could easily be designed to fade away as the vehicle reaches speeds of around 30 miles per hour and wind and road noise starts to become sufficient to give pedestrians and cyclists a fighting change.

What say you?

Image credit: Slashgear.com

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The Jobs to be Done Playbook

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Exclusive Interview for CustomerThink with Jim Kalbach

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

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

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

Below is the text of the interview:

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

There are a couple, actually.

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

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

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

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

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

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

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

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

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

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

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

Continue reading the interview on CustomerThink

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Top 40 Innovation Bloggers of 2020

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Top 40 Innovation Bloggers of 2012
Top 40 Innovation Bloggers of 2013
Top 40 Innovation Bloggers of 2014
Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019

Happy New Year everyone!

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Five Keys to Doing Good Ethnographic Research

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Five Keys to Doing Good Ethnographic Research

GUEST POST from Art Inteligencia

Ethnographic research is a powerful tool for understanding the beliefs, behavior, and culture of a given population or group. It is a powerful tool for gaining insight into the lived experiences of a particular group and can be used to inform policy, decision making, and marketing. Ethnographic research involves observing and recording the social interactions and activities of a particular group in their natural environment. The following are some key tips to help ensure a successful ethnographic research project.

1. Specify Your Objectives

Before embarking on an ethnographic research project, it is important to set out clear objectives. Having a clear goal and objectives will help to ensure that the research is conducted in a focused and productive way. It is also important to consider the time and resources available for the research project, as these will have an impact on the depth and breadth of the research that can be conducted.

2. Choose the Right Location

Choosing the right location is essential when doing an ethnographic research project. The researcher should select a location that is accessible and provides an opportunity to observe the target group in their natural environment. It is also important to ensure that the location is safe and secure, as well as respectful of the privacy of the participants.

3. Develop a Research Plan

Developing a research plan is essential for successful ethnographic research. The research plan should include a timeline for data collection, an assessment of the resources available, and a detailed method for data collection. It is important to consider the ethical implications of the research and to develop a plan for protecting the participants’ rights and privacy.

4. Gather Data

The data gathering stage of an ethnographic research project is arguably the most important. Ethnographic research should involve the collection of both quantitative and qualitative data. This includes gathering data through observation, interviews, and other methods. The researcher should strive to gain a deeper understanding of the target group and their culture through the collection of data.

5. Analyze the Data

Once the data has been collected, it is important to analyze it in order to gain insights into the beliefs, behavior, and culture of the target group. This can be done through a variety of methods, including statistical analysis, content analysis, and thematic analysis. The researcher should strive to draw meaningful conclusions from the data that can inform policy, decision making, and marketing.

Ethnographic research can be an invaluable tool for gaining an understanding of the beliefs, behavior, and culture of a particular group. However, it is important to ensure that a well-thought-out research plan is in place, and that the right data is gathered and analyzed in a meaningful way. Following these tips should help ensure a successful ethnographic research project.

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Five Keys to Doing Good Secondary Research

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Five Keys to Doing Good Secondary Research

GUEST POST from Art Inteligencia

The success of any research project is determined by the quality of the research conducted. Good secondary research is essential for any research project, as it helps to provide background information, develop hypotheses, and identify gaps in knowledge. Here are some key tips to ensure you’re conducting effective secondary research:

1. Identify a clear research question

Before you start any research, it’s important to have a clear understanding of what you’re looking to learn. Having a clear research question will help to guide your research, and ensure that you’re focusing on the right sources.

2. Choose reliable sources

The quality of your research is only as good as the sources you use. When conducting secondary research, it’s important to use reliable sources such as peer-reviewed journals, government documents, and scholarly books.

3. Consider credibility

As well as using reliable sources, it’s important to consider the credibility of the authors you’re citing. Are they experts in the field? Do they have any biases or conflicts of interest that could affect the quality of their research?

4. Analyze data and trends

Secondary research is all about analyzing existing data and identifying trends. It’s important to assess the data critically, and look for patterns, correlations, and inconsistencies.

5. Draw conclusions

Once you’ve collected and analyzed the data, it’s time to draw conclusions. Make sure to consider all of the evidence you’ve gathered, and draw conclusions that are supported by the data.

By following these tips, you can ensure that your secondary research is of the highest quality. Good secondary research is essential for any research project, and following these key tips will help you to ensure that your research is successful.

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What is an Online Research Panel?

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What is an Online Research Panel?

GUEST POST from Art Inteligencia

An online research panel is an online platform that is used to collect data from a specific group of people. This data can be used to gain insights into consumer behavior, market trends, and other types of research. It can be used to gain insights into a variety of topics, such as consumer preferences, product development, and marketing strategies.

While online research panels can be used to gather data from a variety of sources, they are typically used to gather data from a specific group of people. This group is often made up of a panel of individuals who are chosen based on their demographic characteristics, such as age, gender, location, and education level.

Once the panel of individuals has been selected, they are asked to participate in a variety of research activities. These activities can include surveys, interviews, focus groups, and other forms of data collection. This data is then used to gain insights into consumer behavior, market trends, and other research topics.

Online research panels provide a variety of benefits to researchers. First, they can allow researchers to collect data from a large pool of people quickly and easily. This is because the data collection process is automated, which saves the researchers time and effort. Additionally, online research panels can allow researchers to gain access to a wide variety of data sources, which can provide a more comprehensive view of the research topic.

Finally, online research panels can be used to quickly and easily test hypotheses and gather feedback from a variety of sources. This can help researchers develop better insights into their research topic, which can help them make more informed decisions.

Overall, online research panels are a great way for researchers to quickly and easily collect data from a variety of sources. They can provide a comprehensive view of the research topic, allow researchers to quickly and easily test hypotheses, and provide feedback from a variety of sources. For these reasons, online research panels are an invaluable tool for researchers.

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Five Keys to Doing Good Ethnographic Research

1. Specify Your Objectives

2. Choose the Right Location

3. Develop a Research Plan

4. Gather Data

5. Analyze the Data

Five Keys to Doing Good Secondary Research

1. Identify a clear research question

2. Choose reliable sources

3. Consider credibility

4. Analyze data and trends

5. Draw conclusions

What is an Online Research Panel?