Tag Archives: Conferences

Sickcare AI Field Notes

Sickcare AI Field Notes

I recently participated in a conference on Artificial Intelligence (AI) in healthcare. It was the first onsite meeting after 900 days of the pandemic.

Here is a report from the front:

  1. AI has a way to go before it can substitute for physician judgment, intuition, creativity and empathy
  2. There seems to be an inherent conflict between using AI to standardize decisions compared to using it for mass customization. Efforts to develop customized care must be designed around a deep understanding of what happens at the ground level along the patient pathway and must incorporate patient engagement by focusing on such things as shared decision-making, definition of appointments, and self-management, all of which are elements of a “build-to-order” approach.
  3. When it comes to dissemination and implementation, culture eats strategy for lunch.
  4. The majority of the conversations had to do with the technical aspects and use cases for AI. A small amount was about how to get people in your organization to understand and use it.
  5. The goal is to empower clinical teams to collaborate with patient teams and that will take some work. Moving sick care to healthcare also requires changing a sprint mindset to a marathon relay race mindset with all the hazards and risks of dropped handoffs and referral and information management leaks.
  6. AI is a facilitating technology that cuts across many applications, use cases and intended uses in sick care. Some day we might be recruiting medical students, residents and other sick care workers using AI instead of those silly resumes.
  7. The value proposition of AI includes improving workflow and improving productivity
  8. AI requires large, clean data sets regardless of applications
  9. It will take a while to create trust in technology
  10. There needs to be transparency in data models
  11. There is a large repository of data from non-traditional sources that needs to be mined e.g social media sites, community based sites providing tests, like health clubs and health fairs, as well as post acute care facilities
  12. AI is enabling both the clinical and business models of value based care
  13. Cloud based AI is changing diagnostic imaging and pattern recognition which will change manpower dynamics
  14. There are potential opportunities in AI for quality outcome stratification, cost accounting and pricing of episodes of care, determining risk premiums and optimizing margins for a bundled priced procedure given geographic disparities in quality and cost.
  15. We are in the second era of AI that is based on deep learning v rules based algorithms
  16. Value based care requires care coordination, risk stratification, patient centricity and managing risk
  17. Machine learning is being used, like Moneyball, to pick startup winners and losers, with a dose of high touch.
  18. It is encouraging to see more and more doctors attending and speaking at these kinds of meetings and lending a much needed perspective and reality check to technologists and non-sick care entrepreneurs. There were few healthcare executives besides those who were invited to be on panels.
  19. Overcoming the barriers to AI in sick care have mostly to do with changing behavior and not dwelling on the technicalities, but, rather, focusing on the jobs that doctors need to get done.
  20. The costs of AI , particularly for small, independent practitioners, are often not affordable, particularly when bundled with crippling EMR expenses . Moore’s law has not yet impacted medicine
  21. The promise of using AI to get more done with less conflicts with the paradox of productivity
  22. Top of mind problems to be solved were how to increase revenuces, cut costs , fill the workforce pipelines and address burnout and behavioral health employee and patient problems with scarce resouces.
  23. Nurses, pharmacists, public health professionals and veterinarians were under represented
  24. Payers were scarce
  25. Patients were scarce
  26. Students, residents and clinicians were looking for ways to get side gigs, non-clinical careers and exit ramps if need be.
  27. 70% of AI applications are in radiology
  28. AI is migrating from shiny to standard, running in the background to power diverse remote care modalities
  29. Chronic disease management and behavioral health have replace infectious disease as the global care management challenges
  30. AI education and training in sickcare professional schools is still woefully absent but international sickcare professional schools are filling the gaps
  31. Process and workflow improvements are a necessary part of digital and AI transformation

At its core, AI is part of a sick care eco-nervous system “brain” that is designed to change how doctors and patients think, feel and act as part of continuous behavioral improvement. Outcomes are irrelevant without impact.

AI is another facilitating technology that is part and parcel of almost every aspect of sick care. Like other shiny new objects, it remains to be seen how much value it actually delivers on its promise. I look forward to future conferences where we will be discussing how, not if to use AI and comparing best practices and results, not fairy tales and comparing mine with yours.

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Join Me at the Virtual Change Management Summit 2017

Virtual Change Management Conference

On July 12, 2017 I will be speaking at Change Management Review’s Virtual Change Management Summit 2017™, a curated collection of brand new pre-recorded global webinars bringing thought leaders and senior practitioners in the change management profession together.

The purpose of the event is to help participants discover, learn, and reinforce how change management practices and principles are applied in today’s business world.

Click here for more information and to register for this outstanding event

Why is the Virtual Change Management Summit 2017™ important to change management professionals today?

Our profession is currently fragmented and formalizing at different rates across the globe resulting in confusion about how to take part in professional development for those who have just joined the profession and for those who are in the mid-range of their career as a change management practitioner. Aside from formal certification training, there really isn’t a tangible mode to learn more about what is going on and what works unless one attends a conference or an in-person seminar.

The Virtual Change Management Summit 2017™ is an inexpensive means for change management professionals to learn, grow, and understand the business world around them from the perspective of well known experts and senior change management practitioners.

(from the Change Management Review web site)

In addition to myself, the rest of the speaking lineup will include:

  • Theresa Moulton, Editor-in-Chief, Change Management Review™
  • Dr. Dean Ackerman and Dr. Linda Ackerman Anderson, Co-Founders, Being First Inc.
  • Tim Creasey, Chief Innovation Officer, Prosci
  • Jason Little, Agile Management Consultant, Coach and Trainer
  • Kimberlee Williams, President, Center for Strategy Realization
  • Linda Hoopes, President, Resilience Alliance

The title of my presentation will be:

The Future of Project Management is… Change!

… and I will be exploring the intersections and relationships between project management, innovation management, change management, lean, six sigma, agile, lean startup, and design thinking and how organizations can fundamentally transform how they plan and execute what matters most.

I hope you’ll join us on July 12th!
(or watch the sessions on demand after their scheduled times)

Click here for more information and to register for this outstanding event


Accelerate your change and transformation success

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13th Annual Change Management Conference Wrapup

13th Annual Change Management Conference WrapupRecently I had the opportunity to attend the 13th Annual Change Management Conference in New York, NY, hosted by The Conference Board. The event represented a convening of 200+ change management professionals from around the United States.

200+ attendees is a pretty decent size, but this larger number of attendees is quite small when you consider the number of people serving in official or unofficial change management roles around the world (either as employees or consultants), or when compared to the number of project managers (estimated at 16.5 million people around the world) and potentially as many as 1.5 million six sigma black belts and green belts sprinkled around the world.

Meanwhile, a couple of the leading training organizations in the change management space have trained just short of 100,000 people in the principles of change management.

If you agree that proactively managing change in organizations is at least as important as the practice of Six Sigma, and potentially as important as project management, that means that as the pace and importance of change continues to gather steam, there could be the need to train between 1.4 million and 16.4 million change management professionals in the next few years.

Insights from The Conference Board’s Council on Change Management

The tweet stream kicked off with a tweet from Joe Rafter of PG&E (@jrafter65) capturing the essence of what was to come:

“Investing in better change & transformation today. Change is in everyone’s role.”

The first session highlighted the Council’s Five Guiding Principles for Changing How We Change:

  1. Agile, Conitnuous and Iterative
  2. Future Focused
  3. Dynamic Conversation & Engagement
  4. Change Leadership From All Levels
  5. Adoption & Behavior Change

Kinthi Sturtevant of IBM highlighted that they are rarely seeing 2, 3 or 4 year projects. Now it’s 30-60-90 day change projects.

We heard John Horn of Prudential talking about their transformation to a focus on talent as a differentiator that is not hr led, but leader led. Interesting that Prudential has talent catalysts in the same way as Intuit has design catalysts.

We heard Barbara Mitchell of Mayo Clinic talking about the importance of embedding your change plan in your project plan. But I disagree with this strategy. The focus should be the reverse. Your project plan should be part of your change plan. In my estimation, project planning should be part of our change planning efforts, but to make this happen we need more change planning tools like my upcoming Change Planning Toolkit™.

Wendy Branche of Tyco spoke about how organizations must make change a capability not just a competency. Distributing and democratizing change must be a priority. At Tyco change is a business process and a leadership competency and positioning change in such a manner has accelerated participation in change.

People First in Change Management

Gisela Paulsen of Genentech spoke about leading people through a difficult transition, and her feelings were captured well in this quote:

“If you lead change with integrity and transparency you can’t go wrong.”

The company had to deal with a product that was dying in two years as a superior product came on the market from a competitor, and one of the ways they dealt with it was by allowing employees to start spending 40% of their time on career development activities.

She spoke about the importance of paying attention to the community and its well-being during the change process, and how leading on the way down is a lot harder and you learn more about leadership than learning during a growth phase.

One other key message from Gisela was that as a change leader, you must be courageous, and not be afraid to ask for things. Who knows? Leadership might say yes!

The Innovation Accelerator

Roberto Masiero and Dr. Eric Hieger of ADP spoke about their efforts to accelerate innovation, and it was funny that they intentionally dressed different to highlight the difference between the old ADP and the new ADP. There

One key question they asked was:

Do we intentionally accelerate pace amplitude scale and complexity in a VUCA environment?
(VUCA being Volatile, Uncertain, Complex, and Ambiguous)

How Do You Measure Change Success?

Tim Creasey of ProSci spoke a lot about the importance of metrics and scorecards. Here are a couple of the key takeaways:

Tim Creasey’s definition of Change Management is “catalyzing individual transitions to deliver organizational results.”

  1. Most of the people at the conference feel they do a poor job of measuring change management performance
  2. My big takeaway was that many times the ROI of change mgmt activities are likely baked into the overall ROI for systems projects especially, but the investment and the commitment is not. You need to highlight this for people. Vendors are going to highlight their most successful projects in helping calculate ROI, but those projects are also most likely to have invested in change management.

Rethinking Change

Lior Arussy of Strativity spoke about rethinking change including the following question:

What would happen if your scorecard was stories you collected instead?

Change is not an island.

The talk prompted this question in my mind:

Does everyone agree that transformation is used for change with a capital c?

Most organizations still don’t recognize need for a sustainable change management practice. This must change.

The $1 Billion Wakeup Call

Melanie Francis spoke about her observations of how as organizations approach $1 Billion in revenue that change management begins to become formalized into the organization.

Do You Speak Digital?

Sheila Chavda of McDonald’s spoke about some of the changes they’ve undergone in building a stronger digital focus at the company, including some of their focus areas:

  1. Direction and Leadership
  2. Culture, Climate, and Accountability
  3. Coordination and Control
  4. Capabilities, Motivation and External Orientation
  5. Innovation and Learning

Sheila shared a great story about an ophthalmologist who created an application called Peek that is capable of turning a smartphone into an eye exam tool (without the corresponding usual expense), making eye care more accessible worldwide.

Here is a great quote from Sheila:

“Game changing insights aren’t enough, without repeatable processes they become hallucinations of a really smart guy.”

Meanwhile, in the other session Chris Gray of Bridge Consulting shared this gem – “A butterfly is not a better caterpillar.”

Korn Ferry Research Results

Scott Stevenson of Korn Ferry shared some of their findings from research focusing on learning agility and change leadership. Their findings included:

  • People must decide to learn something new for change success to occur
  • Change management requires accurately predicting how a group will learn what is needed and managing to their individual/collective learning styles
  • Innovation strategies require more mental agility and change agility

Finally, Scott shared how he was always surprised by how little organizations invest in understanding employee drivers.

Leading Through Change

Shannon Wallace of GM shared stories of their transition in HR from executive HR to shared services model and the unexpected resistance they faced from HR employees.The resistance came from people being used to being the person people depended on. People were used to being firefighters. They decided to use pie charts to show difference in how people will spent their time before the change and how they will spend it post change. They also developed a “What would you do?” set of scenarios based on all of the different questions they got from people. They also created ~50 different modules to help people understand how different scenarios were going to change in the new model.

Creating the Future Together

Kelley Kurtzman of Verizon Wireless spoke about how as technology shifts, peoples expectations shift, and how their approach to employees and change focuses on three stages:

  1. Engage
  2. Educate
  3. Empower

Kelley also mentioned that any great employee engagement program has to be grounded in employee concerns.

One thing Verizon Wireless did to increase employee engagement and cooperation was to create ride-along video snippets so people can see what different tasks look like. Kelley talked about the power of involving employees in designing the solutions that will make them more productive. One result was to provide front line call center supervisors at Verizon Wireless with tablets with call metrics on them so they can be on the floor instead of off in a separate cubicle.

Finally, Kelley shared a great metaphor about the interaction between EQ and IQ as it relates to Emotional Intelligence:

“EQ is the front wheel of bicycle (Direction) while IQ is the back wheel (Power).”

Is Your Change Management Agile?

Paul O’Keeffe and Randy Wandmacher of Accenture Strategy spoke first about how in the digital age, expectations are different. We’ve heard people say at the conference that if they can’t see results this quarter, it’s too slow.

They continued on by discussing how research shows that change doesn’t cause organizations to go off track, it exposes organizational dysfunction. Too much change too fast is not destructive, high performing organizations go at a pace slightly faster than that of ordinary ones. The reason this is true is that people don’t have to go through the prototypical change ‘valley of despair’. High performing organizations have the agility to skip the ‘valley of despair’. One way they do is by building and maintaining a high level of trust in the organization.

People’s acceptance of #change is not a smooth curve, but a step function, increasing where intellectual understanding intersects with emotional agreement. The best organizations realize the benefits of change, build people’s change capabilities, end in good place with each change effort, so there is an appetite to do more change and to continue to improve business performance.

Becoming change agile means building a capability to successfully manage change on a daily basis. The steps in our change model to enable agility include:

  1. Clearly define the intended business performance and desired benefits
  2. Understand the organizational context/health
  3. Vision
  4. Leadership
  5. Resources
  6. Discipline
  7. Energy

The insights from Vision, Leadership, Resources, Discipline and Energy are used to master the dynamics occurring in the organization.

Poor performing organizations have a disconnect in perceived performance on Leadership and Teamwork. Poor performing organizations have a higher level of fear and frustration. Organizations that attain the highest levels of performance are those that truly thrive on change.

Most organizations would like to be more agile according to votes here at the conference, but few have it as C-suite priority. In fact, most organizations miss an opportunity during big projects like ERP to build capabilities for the future in change and agility.

The future of change agility should be to focus on insight-driven change, building capabilities and being change navigators.

Finally, it’s crazy that @innovate has more Twitter followers than @AccentureStrat. 😉

Closing Session with The Conference Board’s Council on Change Management

In the closing session Molly Breazeale shared this quote to keep in mind about relationships as you think through your change efforts:

“The conversation is the relationship.” – Susan Scott

Kent Greenes of The Conference Board spoke about co-creation and the difference between involvement and inclusion and the importance of organizing management and non-management input together in a common group to help move people from ‘I’ to ‘We’. “Imagine the look you’re going to get from your CEO when you say that leading change from the top is not enough.”

Isabelle Suares of Cisco spoke about how the speed of market changes requires greater speed internally in order to realize an ROI on our products. Increasingly shorter windows of opportunity to monetize intellectual property before newer technology supplants it. Co-Design embedded in all initiatives at Cisco, in all phases, in an iterative process with full participation.

Lauren Chesley of Verizon Communications spoke about how they wanted leaders to drive transformation, deliver on priorities, and be strong people managers for culture.

Andrea Tennyson of Cargill spoke about how they focus on nine key stakeholders including: customers, suppliers, consumers, employees, communities, governments, and three more. Some of their key focus areas sometimes conflict and from a change standpoint this can be difficult as they look to co-create. For transformation they leveraged their Leadership Forum (1,575 participants – 1,325 virtual & 250 local), and their Change Leader Network, Change Community of Practice, Leadership Academy Alumni, and Corporate Center. They made a shift in decision making away from Change Leadership Team and pushed the ability farther down into the organization.

Finally, a closing thought from Twitter from Tim Creasey of ProSci, and I’m not sure who to attribute it to, but I definitely heard it at the event:

“Go where the bright spots are in your organization – on gaining sponsorship for change management.”

The conference definitely was a whirlwind, and I’d like to thank The Conference Board for putting on a great 13th Annual Change Management Conference and to the organizers for inviting me to cover the event for the Innovation Excellence audience. Hopefully they’ll have me back as a speaker next year at their 14th annual event.

In 2016 my new change management content site will be in full swing and my second book for Palgrave Macmillan (@PalgraveBiz) comes out in January 2016 to highlight the best practices and next practices of organizational change and introduces my new collaborative, visual Change Planning Toolkit™. I’ve got some great guest experts and case studies to include in the book, so stay tuned!


Accelerate your change and transformation success

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Conference Wrapup – Change Management 2015

Change Management 2015

Recently I had the opportunity to attend the Association of Change Management Professionals’ (ACMP®) annual conference in Las Vegas, Nevada, titled appropriately Change Management 2015. The event represented a convening of nearly 1,000 change management professionals from around the globe, including countries as geographically dispersed as Qatar and Australia, but with the bulk of the attendees being from the United States, Canada, and Australia.

Nearly 1,000 attendees is a pretty decent size, much bigger than any innovation event that I’ve ever been to, but this larger number of attendees is quite small when you consider the number of people serving in official or unofficial change management roles around the world (either as employees or consultants), or when compared to the number of project managers (estimated at 16.5 million people around the world) and potentially as many as 1.5 million six sigma black belts and green belts sprinkled around the world.

Meanwhile, a couple of the leading training organizations in the change management space have trained just short of 100,000 people in the principles of change management.

If you agree that proactively managing change in organizations is at least as important as the practice of Six Sigma, and potentially as important as project management, that means that as the pace and importance of change continues to gather steam, there could be the need to train between 1.4 million and 16.4 million change management professionals in the next few years.

Professionalizing the Change Management Profession

One of the things that occured at the conference was the highlighting of the ACMP Standard for Change Management™ and the new ACMP Qualified Education Provider™ (QEP™) program. Both of these are steps along the way to building momentum for a change management certification that the ACMP® hopes will become the gold standard for people worldwide to highlight that they have the skills knoweldge, and experience to be recognized as a Certified Change Management Professional™ (CCMP™).

Kicking it off with Dan Pink

The opening keynote at the event was delivered by Dan Pink, author of ‘Drive’ and several other books. Much of his speech was about the societal impacts of the greater availability of information that we enjoy today, and how that will also affect our ability to sell, to influence, and to affect change. In sales, it used to be that the seller nearly always had more information than the buyer, that is rarely the case any more. Because of this shift in information availability, experts are being called on more to be a curator of information than as a way to access information. Dan highlighted how nearly everything that we do in business involves sales and change, yet business schools and MBA programs teach neither sales nor change (they might teach a course on leadership if you’re lucky). And if the ABC’s of sales used to be “Always Be Closing” then the new ABC’s of sales are Attunement, Buoyancy and Clarity.

One interesting personal productivity insight that Dan shared was the idea that asking yourself questions before doing something is a better preparation method than positive self talk. Another was how by reducing your feelings of personal power before going into a conversation can actually increase your effectiveness at getting people to do something. And finally, consider these points related to change:

  • Context is more important than the individual
  • When engaging people for change, it’s very important to use the audience’s language not yours
  • Instead of focusing on changing people’s minds, focus on making it easy for people to do something
  • When information goes down easier it is more likely to stick (rhyming, distillation, etc.)

The IBM Research Perspective

There was a great quote from Hilary Bland of IBM at the conference that illustrates the necessary future direction and importance of change management:

“The ability to anticipate, manage and capitalize on pervasive change is often the difference between market leadership and extinction.”

Between IBM’s research study in 2008 and their followup study in 2014, they’ve seen a shift from organizations managing change on projects to organizations increasingly focusing on enterprise transformation. While the 2008 study examined how organizations manage change and gained practical knowledge, the 2014 study gained insights into the new environment of continuous transformation & the attributes of organizations that are highly successful in managing change.

One of the findings from IBM’s 2014 study was that 74% of respondents are concerned employees are not fully prepared to adapt to an increasingly digital work environment. This sentiment also manifests in the finding that only 20% of organizations successfully deliver on more than 75% of their projects.

And while the digital revolution provides new opportunities to lead change – bottom-up, top-down, sideways – the fact is that 87% of the IBM study respondents stated that not enough focus is currently placed on change management in critical projects and that only 44% of high performance change organizations understand change benefits – Scary!

On final interesting tidbit from the 2014 IBM Research findings – In 2008 only 20% of surveyed companies were using internal resources to manage change projects, but this number is 84% now – highlighting a perceived need for companies to build their own internal change management capability instead of relying on consultants.

Here is a link to the latest IBM study ‘Making Change Work 2014’ – https://ibm.biz/BdRV9y

Gearing Up for Change – A Case Study

Columbia Sportswear shared several learnings from the change management components of their SAP upgrade, including:

  • Success comes not from just saying things multiple times but doing things multiple times
  • We had to stress that company success is determined by the quality of and access to data
  • Initially we were given a tiny training budget, so we went out and got data to build support for an increase
  • We used learnings from a previous failure to build support for our new approach
  • Our first steps were to capture tribal knowledge, map processes, and write standard operating procedures (SOP’s)
  • We then trained execs in our change methodology and did monthly change surveys to
  • We won support from senior management to bring in long term temporary employees to free up our super users to participate in the project. This was a priority!
  • Focus was key! The company had to say “We’re going to do this upgrade, make/sell products, and nothing else!” – and then of course remind people…
  • We had to get creative in our communications, both in terms of building new communication channels and creative messaging, but also we had to work really hard not to talk about the system being changed, but instead focus on how this was a company evolution.

The Culture Question

There were several good culture questions and comments that came up from various sessions, including:

  • When it comes to culture change, you have to define which parts of the culture you’re going to retain too.
  • Findings from IBM’s study on making change work… 1. Lead at all levels 2. Make change matter 3. Build the muscle
  • People at IBM got social really fast around the topic of change because managers were looking at profiles and who was contributing
  • Engagement = Communication + Co-creation
  • Successful change efforts blend effective approaches to the task side and the people side
  • Pace of change is both a driver for change management and a resistor
  • Accountability key to embedding your change into normal operations
  • People hate being off plan. They will want to tell people about the green behind the red. Consider only allowing people time with the boss to discuss yellow/red projects and how the boss can help, instead of making people feel like they have to be green.
  • When change saturation exists, consider having cross-functional resource conversations to look for solutions.
  • “Change has to start by doing less” -Lisa Bodell
  • “Change Leaders should keep these three things in mind – Ask killer questions, Reverse assumptions, and Kill a stupid rule” – Lisa Bodell

Learning as it Relates to Change

There was a great session at the Conference with Christine Cox, PhD. looking at breakthroughs in organizational learning. Some of the key takeaways included:

  • People who multitask (or who sit next to multitaskers during lectures) exhibit lower comprehension
  • Memory can be improved by relating learning to yourself
  • To harness emotion for better learning you want to tap into people’s emotions without overactivating them
  • People strongly remember moments where they made connections and generated those connections or insight
  • Learning is also increased when the right social elements are added
  • Give people opportunity to share what they’ve learned and reflect on its self-relevance
  • Spacing is also important for learning. No cramming!
  • 12 hour learning spacing that includes a night’s sleep helps comprehension more than 12 hours of spacing during waking hours
  • Instructional design should perhaps shift from content delivery to creating the space for insight
  • Incorporating some forms of generation into the learning situation – like polls, guided reflection, writing answers, explaining to another, hearing from another – can increase retention

All Trains Change for Change

Carmen Bianco, the President of the Manhattan Transit Authority (MTA) discussed how our world is changing and how the MTA has to focus on technology, strategy and culture. One of the big questions the MTA is grapplin with is:

How can we get more technology underground so that we can get more train cars per hour moving through the system?

The MTA is ordering 1,000 new train cars and growth is causing them to explore how they can change their culture to be more customer-focused and how they can move more train cars per hour and how they can get more people into each train car. Carmen’s initial focus on culture change has been on top executives so that the middle of the organization knows they’re serious. For change to filter all of the way down, the alignment and commitment has to work its way down. Carmen feels that if he can get everyone on his team to be that good boss, that’s a home run because it effects countless numbers of people. Carmen has also instituted no meeting days at MTA where he requires managers to get out with their employees and then do a debrief with him at the end of the day.

Carmen spoke about the challenge they face with 44% of executives and 41% of operating supervisors becoming pension eligible soon. The potential retirement of 44% of managers next year is both a risk and an opportunity to culture change progress. He spoke about how just when it seemed like he wasn’t changing the culture, the super storm came and provided a galvanizing opportunity. He marveled as he watched the MTA perform with the customer in mind (even sacrificing sleep). He feels blessed to have a phenomenal group of employees who have come up with ideas like FastTrack, where we had 900 employees working in the same area. At first citizens and the media ridiculed the idea, but now people are asking ‘When are you bringing this to my neighborhood?’ The creation of FastTrack reminded me of that scene in the Apollo 13 movie. It’s a good idea to keep that Apollo 13 scene ‘What do you have?’ in mind for constraint-focused brainstorming.

A Whirlwind Tour of Change

The Nike and Peoplefirm session highlighted the importance of communication strategies and creativity in change. PG&E and BeingFirst highlighted how building a change capability within an organization takes time (within PG&E it has taken 2 1/2 years just to START). Year 1 at PG&E may have focused on a lot of change leadership training, but year 2 has to be more about demonstrating results. An internal change group can act as middleware translator between consultants and the organization on a range of projects. Change saturation was discussed many times at the conference, and PG&E talked about how they monitor it at a workgroup level, monitoring what initiatives are effecting different workgroups. In the Marriott session it was highlighted that the most used change tools at Marriott include change overview, stakeholder analysis and communication plan. Chris Churchill and Paul O’Keeffe of Accenture spoke about Agile Change Management and the importance of integrating your change process into your Aigle process, including your task wall or kanban wall process.

Finally, closing keynote speaker Lisa Bodell offered these Eight Statements for Change that she advises organizations work to answer in the affirmative:

  1. People in our organization actively think about pushing boundaries and use trends
  2. Our employees are comfortable asking provocative questions
  3. People think on their feet
  4. People see it through
  5. We are Looking forward 5-10 years
  6. We constantly push for continual improvement
  7. We purposefully hire diverse teams
  8. We look at adjacencies and distant companies and apply best practices

The conference definitely was a whirlwind, and I’d like to thank the Change Management 2015 conference organizers for inviting me to cover the event for the Innovation Excellence audience. Hopefully they’ll have me back as a speaker next year at Change Management 2016 in Grapevine, Texas.

In 2016 my new change management content site will be in full swing and my second book for Palgrave Macmillan (@PalgraveBiz) comes out in January 2016 to highlight the best practices and next practices of organizational change and introduces the new collaborative, visual change planning toolkit. I’ve got some great guest experts lined up as contributors and am finalizing the final few sponsors and contributors in the next couple of months (along with the manuscript), so stay tuned!


Accelerate your change and transformation success

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Free Virtual Keynote on Innovation Culture – June 6, 2014

Pipeline 2014 Conference

If your innovation culture leaves something to be desired and its your job to make it better, then come join me online at Pipeline 2014 for my FREE keynote on June 6, 2014 and find out five actions you can take to change your innovation culture for the better.
Here is a description of the session:

When it comes to innovation, far too much emphasis is placed on creativity, ideas and products. Innovation requires more than ‘aha’ moments. Innovation is a team sport, not an individual one, and while it may be easier for our reptilian brain to understand a single innovation hero, the truth is that every innovation figurehead from Steve Jobs to Thomas Edison had a whole lab or team of people behind them making the real innovation happen. In this session we will investigate what it takes to build a successful team of capable innovation practitioners and contributors that will effectively form a strong and sustainable innovation culture to power success for the organization, not just for the moment, but for the lifetime of the organization.

And here is some information on this FREE virtual conference:

If you’re not familiar with the Pipeline Conference, it is a virtual conference with more than 4,000 participants from 95 countries over the past four years. PIPELINE offers product development practitioners access to experts as well as practical information they can use right away – all from the comfort of their desks. From idea to launch to end-of-life, the content will appeal to any professional involved in the end-to-end product development process. In addition, the newly designed PIPELINE virtual platform serves as a resource center for 12 months following the live event with new content each quarter.

People who register for the conference get a free access to the resource center. PIPELINE 2013 was named Event of the Year category in Best in Biz Awards for virtual conference on innovative product development. For more information and to register, visit:

http://www.pipelineconference.com

I hope to see you online on June 6th for my presentation and the Q&A session!


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December Innovation Special

December Innovation Special

As 2013 comes to a close and the holiday season continues, I thought I would make a special offer to event organizers in search of a last minute innovation speaker for a December or early January 2014 event AND to innovation managers looking to build strong momentum for their innovation efforts as we head into 2014.

Here is the offer:

Stoking Your Innovation BonfireBook me for an event occurring between December 5, 2013 and January 15, 2014 for either a:

  • 60-90 minute Innovation Keynote
  • 2-4 hour Innovation Workshop
  • 1 Day Innovation Masterclass
  • 2 Day Training towards Global Innovation Management Institute (GIMI) Level 1 Certification

… and I will include a box of fifty (50) signed copies of my popular book Stoking Your Innovation Bonfire for your attendees, at no additional charge.

Book Braden Kelley for your event

P.S. Have you taken the FREE Innovation Catalyst certification BETA exam yet?


Build a common language of innovation on your team

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Back End of Innovation Wrapup

Back End of Innovation Wrapup

I had the opportunity to speak at the Back End of Innovation (BEI) Conference recently in Silicon Valley. There was a good roster of thought leader and innovation practitioner speakers and before my speech I attended several of the other sessions and captured some quotes and insights on Twitter. If you don’t follow me on twitter where I tweet as @innovate then you will have missed my thoughts on what some of the key innovation quotes and observations were from the three days of the event, so I’ll recollect them here the best that I can.

DAY ONE

Here is a recap of the first day of the Back End of Innovation (BEI) Conference in Silicon Valley.

The event began with Julie Anixter of Innovation Excellence and Ronald Jonash of IXL and a discussion of a new Global Innovation Certification and the need for innovation training and certification. A BETA of the innovation certification was announced and I will be providing eLearning for the Global Innovation Certification BETA beginning November 24, 2013.

We then heard about the importance of branding your technical innovations and rationalizing your portfolio from Dee Slattery of Ansell and then of cocreation with Thomas Finkle of Passenger.

Mick Simonelli (formerly of USAA) then walked us through an innovation practicum during which there were several key nuggets, including:

  • A show of hands indicated that most people in the room at #bei13 are building innovation capability, while only a few are at event level of maturity or the system level
  • “It’s sexy at the front end of innovation, but it’s the sweat & toil in middle & back end that makes it happen.”
  • “Innovation does not grow in a vacuum. You have to get your innovation approach into how people think about the way we do things around here.”
  • We had a very positive impact by moving legal input from the front end of innovation to the back end.
  • “We had five different innovation processes at USAA and different integration points for each one for best impact.”
  • “The HR people should be your best friends when it comes to infusing innovation into your performance management system.”

Then there was a great comment from a gentleman from Boeing that captured the insight about innovation success coming from idea quality not idea quantity – “Ideas of Merit.”

Ken Favaro of Booz & Co. focused on talking about why innovation doesn’t work and had a few interesting tidbits, including:

  • “To think outside the box, you must look into other boxes.” – Prof William Duggan of Columbia
  • For innovation success, involve people required for back end implementation in the front end – early buy-in & engagement

Mike Hess of Medtronic talked about how they balance between customer-led and economic-led innovation with tech-led innovation, and some of the logical traps organizations fall into, such as stealing resources from longer-term, higher-risk innovation projects to staff shorter-term, lower-risk ones.

Finally, the day closed with Dennis Hong of Virginia Tech (and soon UCLA) talking about the evolution of humanoid robots, and Vivek Wadhwa talking about women in innovation. Vivek Wadhwa talked about his women innovator’s book project and the controversy he stirred up by pointing out that Twitter has an all male management team and all male board. Meanwhile, Dennis Hong focused on his philosophy for why robots in the home should have humanoid form and that is because robots in the home need to adapt to human-centered designs. So instead of asking why do we need humanoid robots, we should ask what robotic tasks require a humanoid form? This is leading them to focus on robots for firefighting and other hazardous situations, to help save human lives.

If you were at the conference, what did you take away from Day One?

DAY TWO

The second day began with Vijay Govindarajan. Here are some Vijay’s key quotes and insights:

  • “Strategy = Innovation”
  • “If you want to lead in the future, you must do innovation”
  • “Strategy is not about competition for the present, it’s about competition for the future”
  • “Common sense is not necessarily common practice.”
  • “We say there is no innovation in education but none of the Top 10 universities in the world are in Top 10 today.”
  • Vijay talked about his box 1,2,3 thinking model. Personally, I think the error is tasking one person with success in all three boxes.
  • “Companies over-emphasize idea generation and under-emphasize idea execution when it comes to innovation.”
  • My reaction – People hype business model innovation WAY too much. Most Business Model Innovation examples started with the innovation, not other way around.
  • My reaction – The business model canvas is a useful tool for innovation, but it is not by itself the source of it.
  • My reaction – Ugh. I am so tired of hearing about fail fast, success comes not from failing fast, it is about LEARNING fast.
  • “You can ask your performance engine to do MORE work, but not DIFFERENT work.”
  • “For Box 3 experiments you must create a dedicated team with permission to create its own culture”
  • “CEO must recognize that there will be tensions between performance engine & Box 3 experiments that they must manage”

I then attended a panel with Rachel Birney of Exxon Mobil, Jon Fredrickson of Innocentive, and Julie DiSandro and Kurt Scherer of Booz Allen Hamilton. Here are the most interesting things I came away with from this session:

  • “Innovation = change with impact” Simple. Powerful. Elegantly stated. – K Scherer
  • “Don’t communicate something about your innovation program until you have a real story to tell.” – J DiSandro
  • “When it comes to managing an innovation community, you must stimulate people with a variety of things to react to.” – J Fredrickson
  • “Recognize and fight the two antibodies that will kill innovation: corporate antibodies and personal antibodies” – Unknown

The third session I attended of the day, was with Maria B Thompson of Motorola Solutions and here are some of the key insights and quotes from that session:

  • People tend to come back from ride alongs not with problems, but solutions.
  • When people come back from ride alongs with solutions, you end up with incremental innovation instead of breakthroughs you seek
  • To get to innovation you need to get people to park in the problem space and refrain from jumping to solutions
  • When you are observing customers, look for the BUTs and the unexpected workarounds
  • Look for the important contradictions that customers seem to want “I want long battery life but low weight”
  • “Park in the problem space and force yourself to stay there and reframe it in multiple ways.” Yes!
  • “Engineers love questions”
  • Problemstorming or Provocation Sessions should have at least 8+ people, but she prefers 20+ people to get more dots to connect
  • Interesting that Maria B Thompson mentioned that she switched from going to FEI to BEI. I wonder if that might be a trend?
  • “The measure of intelligence is the ability to change” – Albert Einstein
  • Interesting idea that for innovation, instead of brainstorming ideas, you should focus on assumptionstorming and problemstorming”
  • Directed Innovation model being discussed is a good example of peer-to-peer collaboration – Motorola Solutions & Medtronic
  • Maria gave a shoutout to Conceptual Blockbusting
  • You might be on to something if your engineers tell you you’re asking them to violate the laws of physics.
  • Rule #1 to ideation sessions, don’t give the lawyer the pen for the whiteboard!
  • Contribution from audience – for remote people trying to participate in assumption, problem, or idea storming – partner them up
  • Demise of Motorola Mobility? The success of the RAZR – People reassigned from smartphone work to RAZR work because of its success.
  • “Vision without execution is hallucination.” – Thomas Edison

The fourth session I attended of the day was with Michele R Westlander, Chief Technology Officer (Public Sector) and Innovation Evangelist from Google. The presentation was heavily skewed towards evangelism, but here were some of the interesting bits from my tweet stream:

  • Google doesn’t call it HR, they call it People Ops. “It’s all about the people, and the corporate culture.”
  • Google Corporate Philosophy – “If you give people freedom, they will amaze you.”
  • People ask us about expense of Google cafeterias, but think about expense of lost time & collaboration of people going off-campus.
  • Google’s offices have a Tech Stop for hands on computer issue repair. Time is money.
  • My question – Some people would say that Google is great at invention (Microsoft too), but not so good at innovation. What do you think?
  • My reaction – Google’s new collaboration model they are touting isn’t new though, this was whole Lotus Notes model available twenty years ago. Just saying.
  • “At Google, failure is expected, if you’re not failing you’re pushing hard enough or reaching far enough.”
  • Love that – “Don’t take ‘No’ from someone who can’t give you a ‘Yes’ in the first place.”
  • My reaction – Happy to see Google is the first one to talk about learning fast being more important than failing fast – my mantra
  • Three biggest barriers to innovation – culture (people) aka resistance to change, policy (business processes), and technology

The fifth session I attended of the day was with Steve Garguilo and Matt Kane of Johnson & Johnson. They spoke about their efforts to bring the TEDX model into the Salon events that they were helping to organize within J&J:

  • They wanted the Salon events to be very local and how they spread to Brazil and China and other J&J places
  • Their Salon format was based on TEDX format and had a goal for 75% internal and 25% external speakers
  • They told a story about how an employee created art out of styrofoam waste & how that evolved into an effort to reimagine waste at J&J
  • They talked about how powerful it can be to change people’s experience – used accordion & post-its under people’s chairs to make point
  • They focus not just on compelling content on main stage, but chances to connect & explore, and to experience something new
  • My reaction – I like what they are doing with their Salon experiences, ties in nicely with the first of the Eight I’s of Infinite Innovation
  • My reaction – It’s becoming more common to have a Chief Innovation Officer, but do you have a Chief Inspiration Officer? Inspiration drives innovation…
  • They told a powerful story about how someone installed a “Before I die, I want to…” picture on the wall and how people engaged with it, and how it evolved into a “Before the end of 2013…” campaign within the company
  • They talked about how the TED library is being translated into other languages and how this can be leveraged for global event rollout
  • They started their events informally because they were passionate about it, and it has grown into a corporate funded event series.
  • We are not only ones doing TEDX kinds of events, Google, Disney, Intuit and others are doing too & can be learned from
  • They used a nomination process, required rehearsals, and had people who could help shape presentations & evaluate whether people were ready
  • Part of how we convinced people to conform to the TEDX style was to reinforce how they were going to help people look good
  • My reaction – Interesting to see how the TEDX format has spread from expanding to additional cities, and now expanding into inspiring employees
  • My reaction – Must say that by making employee inspiration investment in right way, you will not only increase innovation but employee engagement too
  • It is worthwhile work to contribute towards getting people to bring their authentic selves to work…
  • Their efforts were off the side of the desk of their full time jobs until it grew to a keep doing or stop doing moment…

The final session I attended was with Ken Perlman of Kotter International. Here are some of the key insights and quotes from that session:

  • “Too often we deprive people of something to take home to show that they matter.”
  • “We don’t have the time to work on the stuff that is truly important because we’re working on the things we have to do.”
  • “Leaders should lead with a question. Leaders should be asking WHO and WHY to drive innovation.” – Are you?
  • “Most people are good at self managing. Most people are focused on the WHEN, WHERE, and HOW. Leverage this!”
  • “Leaders ask people to take ownership.” – If nobody responds, then it is on you & your framing.
  • Our hierarchical approach to management is really all about risk management – Not built for speed.
  • “Employers are competing for employees’ time.”
  • “Simple is not equal to easy. Clarity creates speed.”
  • “It is human nature that when pushed, we push back.”
  • “Hierarchy needs the network to innovate.”
  • “Organizations become more hierarchical as they grow and networked organization shrinks.”
  • “We argue about the what when we should be focused on agreeing on the why.”

If you were at the conference, what did you take away from Day Two?

Coming up next, highlights from Day 3 of BEI…

P.S. Don’t forget to register for the FREE Beta of the Global Innovation Certification and the FREE Innovation eLearning BETA for the Global Innovation Certification BETA for Innovation Catalysts.

DAY THREE

The third day began with Lisa Marchese of The Cosmopolitan Hotel of Las Vegas. Here are some Lisa’s key quotes and insights:

  • When we created the Cosmopolitan brand we did so with the knowledge that most visitors came from LA, SF, NYC, etc.
  • “When we launched The Cosmopolitan in Las Vegas, room occupancy and room rates were low. This created a can’t lose environment.”
  • “We’ve out Belagio’d the Belagio. We’ve got the best view of the fountains.”
  • “We looked at ‘What happens in Vegas, stays in Vegas’ and we had a different insight – people want to take constraints of their normal life off”
  • “We arrived at the Curious Class ™ as a target – help curious, creative people leave with a story to tell.”
  • “We saw Vegas mystique slightly differently. People want to be constraint-free self and have memorable experience.”
  • “It is very difficult to keep a passionate, innovative culture where people feel that we are doing something different”
  • RT @virtualdavid – Innovators lose mojo over the years. It is hard to keep burning passion that we are doing something different going.
  • When innovation is in play, if people avoid conflict, the outcome is affected. It is not always a pleasant experience.
  • RT @RominaAK – Innovative Marketing – It’s emotive. It makes you want to learn more
  • “Look for friction, and push innovation focus all the way through to marketing. Even marketing people go back to what they know.”
  • We created something new with the Cosmopolitan, and then we had several other people competing in us in white space we created.
  • Lisa described how their team keeps creating innovation only to have other people knock us off, again and again, it’s exhausting
  • We innovate in creative and channel – We buy where they don’t buy – As soon as someone comes where we are, we leave
  • We don’t want to be seen as at parity with the competition
  • We know we are in a saturated market & we have less money to spend, so we try to own channels we use – figuratively or actually
  • Because we must maintain agility in our marketing and advertising & not appear in cluttered channels, we are running out of channels
  • Because we are running out of channels, now we have to start thinking about owning the channels
  • Flipping things on their head is how we stay fresh as a marketing-led organization
  • People who in the innovation industry are “openers” are not necessarily “operators” and a lot of the creators are leaving
  • It is a big challenge to keep things fresh, and we have had some cultural and service challenges, things haven’t been perfect
  • RT @virtualdavid – Mutation is progress. Correct is a mistake. Just right amount of wrong. From Cosmopolitan Hotel ad via Lisa Marchese
  • RT @thehealthmaven – Agility! When your competition zigs YOU zag.
  • When you get one win under your belt is helps you get future boundary pushing work approved.
  • We create a lot of content for our property and this all has to be curated in order to ensure the success of brand and hotel
  • “Trying to be like someone is not innovative, even if it’s Apple.”
  • If you want to create a great brand, you can’t live in the middle, you must firmly plant your feet on one side or the other.
  • It is okay to piss people off or not have them like you. A strong brand can’t be for everyone.
  • How do you keep people motivated in innovation? Have them look at more stuff. – Love it – Agrees with inspiration as center!

I then attended a session with Kenneth Klimpel of Colgate Palmolive. Here are the most interesting things I came away with from this session:

  • With the exception of pet nutrition, all our products are driven by four core technology innovation spaces
  • We can make exactly the same thing as anyone else for less because all of our plants are optimized for purpose
  • Amazing! A Colgate-Palmolive toothpaste plant can make 700 tubes of toothpaste – wait for it – PER MINUTE! That’s a lot of toothpaste
  • When we looked at electric toothbrushes we didn’t have the competencies to succeed there, but we wanted to do it, now what?
  • KK just showed an ad for the Colgate 1500 electric toothbrush via a partnership with Omrom – Looks like a smart toothbrush. Cool!
  • Colgate 1500 was outcome of Colgate looking at a mature market where they wanted to enter, but didn’t have competencies.

The third session I attended of the day, was with David Davidovic of PathForward (formerly Genentech) and Sara M. Roberts of Roberts Golden Consulting and here are some of the key insights and quotes from that session:

  • RT @Smartorginc – David Davidovic says you can’t understand a company’s innovative-ness by only looking at its products and services.
  • Volatility is the new normal – Must focus on the Volume, Velocity and Variety in your innovation efforts
  • RT @Smartorginc – Sara Roberts says we hire for diversity but incentivize conformity
  • Sara Roberts told story behind Blockbuster demise through the lens of a change in CEOs and switch from online to retail focus
  • My reaction – I would argue that Blockbuster was not innovative because their board was not innovative & ultimately they run show. With public companies, if a board lacks innovation vision, they can kill an otherwise innovative company. Be careful who you pick for your board!
  • Sara Roberts says we’ve been asking for ideas when we need to be asking for involvement – we must empower the crowd
  • Most nimble & innovative companies ask employees not just for ideas but also to drive business planning process with predictions

The fourth session I attended of the day was with Bill Demas of Turn. Here were some of the interesting bits from my tweet stream:

  • Bill Demas talked about their pivot from an ad network to a completely different business model
  • Talked about their employee recognition award of burning a plastic boat in their honor instead of an employee of the month
  • Bill Demas talking about their pivot from an ad network to a self-service platform and how they had to let people go and hire new ones
  • Bill Demas talked about how they really try to build in transparency into what they do in what was a very obfuscated market
  • Bill Demas talking about how the advertising market has become so much more fragmented across a plethora of channels and devices
  • @BillDemas talked about how their turn software creates a Bloomberg-like system for tracking advertising spend
  • He talked about how their new vision was moving forward and then suddenly Google bought their biggest competitor
  • “I kept reinforcing that smaller companies move slower than big companies, and so our advantage was speed.”
  • They started hiring software folks and teaching them digital advertising – We’re a SaaS company first
  • @BillDemas talked about their use of traditional forming, storming, norming, performing framework as they went through tech pivot
  • They have a one pager that they use to track their future strategy and the things that are important to management
  • Sorry, had to leave a bit earlier to set up for my speech…

The final session of the event was my talk on Building Effective Innovation Teams. I spoke about several different tools, techniques and understanding that are important when it comes to building better innovation teams. Some of this content can be found in FREE innovation eLearning available from Innovation Tutors, including in the two following BETA eLearning modules:

If you were at the conference, what did you take away from Day Three?

P.S. Don’t forget to register for the FREE Beta of the Global Innovation Certification and the FREE Innovation eLearning BETA for the Global Innovation Certification BETA for Innovation Catalysts.


Build a common language of innovation on your team

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Join Me in Silicon Valley – November 18-20, 2013

Join Me in Silicon Valley at Back End of Innovation

I will be in Silicon Valley at the Back End of Innovation from November 18-20, 2013.

Come join me!

If you haven’t already registered, you can SAVE 25% with discount code BEI13IX.

If you are attending the conference in Santa Clara, CA and would like to connect while I am there (or are based in Silicon Valley and would like to meet up), then contact me so we can schedule a time.

Happy to discuss:

  • Your innovation program and your learnings for my future writings
  • Your innovation training needs
  • Your innovation certification needs
  • Your innovation keynote speaking needs

Or, just any innovation advisory needs you might have.

Please fill out my simple contact form and we’ll find a time to sync up.


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Free Nine Innovation Roles Train the Trainer Session

Nine Innovation Roles Train the Trainer I will be in Boston, MA this week for the Front End of Innovation conference May 6-8, 2013 at the Seaport World Trade Center, joining 650+ innovation managers and thought leaders from around the world who are serious about learning more about the front-end of innovation or improving existing innovation efforts.

For those of you are interested, I am planning to hold a FREE Nine Innovation Roles train the trainer session to go with all of the other FREE Nine Innovation Roles resources I offer hear on my web site under ‘Products’. To register your interest please fill out the contact form and make a note in the question field.

I will also be leading some thought provoking panel sessions, sharing new insights, and reconnecting with innovation friends (both old and new) at this always fun and energizing innovation event.

If you’d like to set up a meeting to explore your innovation efforts or needs while I’m there, please contact me.


Build a common language of innovation on your team

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Join me at the Front End of Innovation 2013

Join me at the Front End of Innovation 2013From May 5-8, 2013 I will be in Boston, MA for the Front End of Innovation conference at the Seaport World Trade Center which takes place May 6-8, 2013.

Use discount code FEI13BRADEN to save 20% on the event and join me and 600+ innovation managers and thought leaders from around the world who are serious about learning more about the front-end of innovation or improving existing innovation efforts.

I’ll be there leading some thought provoking panel sessions, sharing new insights, and reconnecting with innovation friends (both old and new).

If you’d like to set up a meeting to explore your innovation efforts or needs while I’m there, please contact me.

I’m also willing to hold a FREE train the trainer session to go with all of the other FREE Nine Innovation Roles resources — if enough people are interested. To register your interest please fill out the contact form and make a note in the question field.


Build a common language of innovation on your team

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.