Tag Archives: growth

Beating the Bougainvillea Blues

Why cutting back can sometimes be the best innovation option

Beating the Bougainvillea Blues

GUEST POST from John Bessant

Every year about this time we move southwards. Like very late swallows. Desperately seeking some of the yellow stuff to help recharge our solar cells and thaw out frozen fingers. Our preferred destination is Cyprus, Aphrodite’s island, a jewel set in the Mediterranean whose long history of invasion by others suggests significant local attractions. In particular it has a track record of sunshine hours which is hard to match, an average of 300 days per year.

(Of course that begs the question of what climatic shape the other 65 days take and it would be greedy to expect the absence of a few drops of rain or the odd cloud or two….)

Unfortunately the changeable element in the weather pattern has a predilection for December/January and so this year we have enjoyed a meteorological smorgasbord in which the weather has been experimenting with all the things it otherwise never gets a chance to play with. Including hail, thunder, snow (visible in the distance dusting the mountaintops), winds, even waterspouts out at sea.

Plus rain. Quite a lot of it. In fact enough to challenge even my generous view that it’s OK to wash out another day of my sunshine stay because the dams need filling up ready for the dry spring and summer.

Despite this I’m mostly doing fine with my optimism, enjoying the peace and beauty of the island (when we can go outdoors) and compensating for the lack of sunshine by drinking its distilled variety in the form of local wines to accompany local foods, liberally sprinkled with excellent olive oil, again courtesy of the missing sunshine…

However this morning sees me a little end-of-year blue because I’m pressing my nose up against the rainy window pane to see the bougainvillea. Or rather not seeing it. Let me explain.

When we bought the house one of the things I loved was the bougainvillea. Three trees worth of it, massive gnarled old trunks which spiraled up and over a wooden pergola guiding the branches and leaves to create a spectacular roof of purple and red. Look down on it from the bedroom window and there is your magic carpet waiting for you to climb aboard and fly away, watching the world below through its soft feathery leaves. Look up at it and you have a wonderful cave of shade, shielding you from the fierce summer sun, with its thick green foliage and gentle impossible blossoms. Whichever angle you viewed it from the effect was the same — crystalized summer …

Except that last year the pergola frame on which this whole amazing confection was resting gave up the ghost. Pressed down and strangled by its burden of branches it finally began to lean dangerously to the point where we had to bite the horticultural bullet and rethink.

Our superhero builder Dave sucked his teeth, cocked his head a couple of times then confirmed that we needed to replace the frame with a stronger new pergola suitably secured to the ground. But in order to effect this reconstruction we’d need to cut back the bougainvillea. Big time.

Cue Ollie whose green fingers and experienced brain have learned to work with the island’s fecund sun-rich approach to growth. He reliably reassured us that the project would work and that, while the short-term operation might look a little savage, it would all come out right in the end. He reminded us that this was precisely why the local wines taste so good — because the vineyard owners understand the importance of pruning.

I’d noticed this; the winter round of hacking back the thick bushes which had been so rich in foliage and fruit to the point where there are just a few stumps sticking up like dead men’s fingers clawing at the sky. And yet by the spring time the whole glorious cycle starts to repeat itself. His parting words were along the lines of ‘trust me… Nature’s got this!’

We bit the bullet. So what greeted us this year on arrival was a somewhat stark reduction in the foliage. In fact no foliage at all, just a couple of very lonely-looking stumps…..

Not so easy on the eye but I’ll try to have faith. And at least it offers an interesting metaphor for how we might think about innovation management at the start of a New Year.

It’s a safe bet to assume that there are plenty of resolutions buzzing round the brains of those with a stake in helping create value from our ideas. Lots of good intentions about doing things differently in 2025, expansive plans to try out new approaches, deploy new tools, do new stuff.

And there’s no shortage of new things to try. There’s a whole industry out there dedicated to challenging us to revise our innovation approaches — research papers, conference speeches, benchmark case studies, even, dare I say it, the odd blog or two like this one. The invitation to re-frame, to reinvent ourselves comes at us from multiple angles — and there’s a bewildering but enticing display of new tools and techniques which threaten to turn us into children running through the innovation sweet-shop on a serious sugar high.

And now we have AI. You don’t need to be Cassandra to be capable of making a pretty safe bet — 2025 will be the year of AI moving mainstream. Already a majority of organizations report experimenting with the enormous opportunity; it won’t take long before that converts to proven improvements in practice. Changing the ways in which we work with innovation, the products and services we offer and the different targets we try to reach.

The danger in all of this is that we keep adding to our repertoire, adding more and more growth to our innovation operations. We risk them becoming a close cousin to my bougainvillea thicket, overgrown to the point of collapse.

Innovation is all about creating and developing ‘routines’ — patterns of behavior which enable us to repeat the innovation trick. We learn over time effective ways to make it happen — how we search effectively, how we choose amongst different opportunities, how we implement in agile fashion, streamlining the process of converting ideas to value. Over time we build on those which work for us, embedding them in ‘the way we do things round here’, shaping them into the kind of innovation system which the International Standards Organization now recommends. Not just slogans about the importance of innovation but the structures, processes and policies to enable those behaviors.

Managed well this is a prescription for healthy growth. But it’s not a matter of abstract systems or process flow charts; it’s much closer to the challenge of planting and tending an orchard. A rich harvest of innovation fruit comes from strong branches on trees which have matured thanks to careful cultivation. Maintaining what’s already established and allowing for new shoots, sprouting in new directions, opening up more possibilities for future growth.

This doesn’t happen by accident. We need to think about ‘innovation horticulture’ — how best to manage the orchard.

Orange Grove

That’s a lesson which has been learned quietly by many organizations, who’ve been playing the innovation long game. Members of the ‘Hundred Club’, those who’ve survived and thrived over a century or more. Organizations which have ridden out some stormy weather by a commitment to innovation and to creating the kind of innovation system of which the ISO would be proud.

What they have in common is the ability to maintain what works, not just following fashion but carefully reviewing how they manage innovation on a regular basis. They’ve become skilled at enabling new growth through adding new routines, analogous to planting new saplings or grafting new strains on to old branches. Above all they’ve mastered the art of pruning to create space for this to happen.

This is the key part of the dynamic capability which innovation represents. The ability to step back and review, asking three simple questions. Of the innovation routines, the way we manage the process:

· What do we need to do more of, reinforce and strengthen?

· What do we need to do less of, even stop?

· And what new routines do we need to develop to cope with new challenges?

It’s as much about letting go as it is about adding new approaches. And it is crucially about strategically identifying where we need the new growth to come from. Just like a skilled gardener cuts back deep but also makes sure she has identified the spurs, the tiny buds which will provide the sites from which new things become possible.

This extended gardening metaphor might sound a little fanciful but we’ve got plenty of examples to illustrate it. Think about 3M, one of the longest established innovation gardens, still able to grow vigorously in new directions after well over a hundred years. During the early part of this century the company invested heavily in developing routines around six sigma and process improvement, securing significant gains in terms of productivity. But it soon became clear that the relentless focus on doing what they already did but better was driving out their capacity for breakthrough innovation. So the program was pruned to allow more exploration space. Importantly it wasn’t abandoned but rather trimmed back to enable new growth to come through.

Or Procter and Gamble, making the bold decision to cut back on the long (150 years) tradition of routines built around research and development and making the radical shift to a more open approach. ‘Connect and develop’ is now at the heart of how they innovate, drawing in a steady flow of ideas from outside the company alongside their internal capabilities. It has taken a quarter of a century for these new routines to mature but they now yield significant gains across the innovation spectrum.

Or the German company Hella, experiencing a key challenge around its rapid growth from being a successful 19th century start-up to a large established player. Its early experience helped create routines around new opportunities, triggered by new technologies and by discovering new market niches. There was plenty of innovation activity, a veritable hive of creativity with bees buzzing in and out working on a growing number of projects. But proliferating projects meant increasing costs and growing confusion around priorities which could only be solved by adding more minds to the mix. In the end the innovation engine began spinning out of control, overheating with all the innovation efforts.

It came to a head with a review which suggested that of the roughly 4000 products in the range at that time the vast majority took up time and effort but made little contribution. In particular it suggested that:

· 95 products were responsible for around 80% of turnover and 34% of R&D costs

· 305 were responsible for 15% turnover and 35% R&D

· 3100 were responsible for 5% of turnover and 31% of R&D !!!

The answer wasn’t to slam feet on the innovation brakes and stop. But it was about pruning, cutting back on most of the projects and focusing attention on those with strategic contributions to make. And having done this, to put in place new systems for project selection, portfolio management and regular staged reviews.

So whilst I’m still harboring doubts I’m hoping to see a bougainvillea renaissance beginning on my next visit. A sort of blooming version of ‘Field of Dreams’. As with baseball teams so with pergolas and bougainvillea bushes. Create the space — and the new growth will come.

Of course it’s not just about cutting back to make space in our innovation garden. The other side of this involves introducing new routines to enable new growth. But these by their nature will be young seedlings, not well-established trees. They need careful tending and experienced innovation gardeners understand the importance of supportive structures and growth regimes to help them take root. Using canes and trellises, introducing fertilizers and nutrients and above all keeping a careful eye on these early-stage experiments. They won’t all survive but those proto-routines of today could become critical capabilities in the future so it’s worth investing the time and effort now.

You can find my podcast here and my videos here

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Image credits: Dall-E

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Uncertainty Isn’t Always Bad

Uncertainty Isn't Always Bad

GUEST POST from Mike Shipulski

If you think you understand what your customers want, you don’t.

If you’re developing a new product for new customers, you know less.

If you’re developing a new technology for a new product for new customers, you know even less.

If you think you know how much growth a new product will deliver, you don’t.

If that new product will serve new customers, you know less.

If that new product will require a new technology, you know even less.

If you have to choose between project A and B, you’ll choose the one that’s most like what you did last time.

If project A will change the game and B will grow sales by 5%, you’ll play the game you played last time.

If project A and B will serve new customers, you’ll change one of them to serve existing customers and do that one.

If you think you know how the market will respond to a new product, it won’t make much of a difference.

If you don’t know how the market will respond, you may be onto something.

If you don’t know which market the product will serve, there’s a chance to create a whole new one.

If you know how the market will respond, do something else.

When we have a choice between certainty and upside, the choice is certain.

When we choose certainty over upside, we forget that the up-starts will choose differently.

When we have a lot to lose, we chose certainty.

And once it’s lost, we start over and choose uncertainty.

Image credits: Pexels

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Five Secrets to Growing Talent

Five Secrets to Growing Talent

GUEST POST from Mike Shipulski

1. Do it for them, then explain.

When the work is new for them, they don’t know how to do it. You’ve got to show them how to do it and explain everything. Tell them about your top-level approach; tell them why you focus on the new elements; show them how to make the chart that demonstrates the new one is better than the old one. Let them ask questions at every step. And tell them their questions are good ones. Praise them for their curiosity. And tell them the answers to the questions they should have asked you. And tell them they’re ready for the next level.

2. Do it with them, and let them hose it up.

Let them do the work they know how to do, you do all the new work except for one new element, and let them do that one bit of new work. They won’t know how to do it, and they’ll get it wrong. And you’ve got to let them. Pretend you’re not paying attention so they think they’re doing it on their own, but pay deep attention. Know what they’re going to do before they do it, and protect them from catastrophic failure. Let them fail safely. And when then hose it up, explain how you’d do it differently and why you’d do it that way. Then, let them do it with your help. Praise them for taking on the new work. Praise them for trying. And tell them they’re ready for the next level.

3. Let them do it, and help them when they need it.

Let them lead the project, but stay close to the work. Pretend to be busy doing another project, but stay one step ahead of them. Know what they plan to do before they do it. If they’re on the right track, leave them alone. If they’re going to make a small mistake, let them. And be there to pick up the pieces. If they’re going to make a big mistake, casually check in with them and ask about the project. And, with a light touch, explain why this situation is different than it seems. Help them take a different approach and avoid the big mistake. Praise them for their good work. Praise them for their professionalism. And tell them they’re ready for the next level.

4. Let them do it, and help only when they ask.

Take off the training wheels and let them run the project on their own. Work on something else, and don’t keep track of their work. And when they ask for help, drop what you are doing and run to help them. Don’t walk. Run. Help them like they’re your family. Praise them for doing the work on their own. Praise them for asking for help. And tell them they’re ready for the next level.

5. Do the new work for them, then repeat.

Repeat the whole recipe for the next level of new work you’ll help them master.

Image credit: misterinnovation.com

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Top 10 Human-Centered Change & Innovation Articles of August 2024

Top 10 Human-Centered Change & Innovation Articles of August 2024Drum roll please…

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

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

  1. SpaceX is a Masterclass in Innovation Simplification — by Pete Foley
  2. Secrets to Overcoming Resistance to Change — by David Burkus
  3. Five Things Most Managers Don’t Know About Innovation — by Greg Satell
  4. Are We Doing Social Innovation Wrong? — by Geoffrey A. Moore
  5. Only One Type of Innovation Will Win the Future — by Greg Satell
  6. What Your Website Reveals About Your Brand — by Howard Tiersky
  7. The Coming Leadership Confidence Crisis — by Robyn Bolton
  8. Adjacent Innovation is the Key to Growth and Risk — by Robyn Bolton
  9. Bringing Emotional Energy and Creative Thinking to AI — by Janet Sernack
  10. Delivering Customer Value is the Key to Success — by Mike Shipulski

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

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

Have something to contribute?

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

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

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






Top 10 Human-Centered Change & Innovation Articles of May 2024

Top 10 Human-Centered Change & Innovation Articles of May 2024Drum roll please…

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

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

  1. Five Lessons from the Apple Car’s Demise — by Robyn Bolton
  2. Six Causes of Employee Burnout — by David Burkus
  3. Learning About Innovation – From a Skateboard? — by John Bessant
  4. Fighting for Innovation in the Trenches — by Geoffrey A. Moore
  5. A Case Study on High Performance Teams — by Stefan Lindegaard
  6. Growth Comes From What You Don’t Have — by Mike Shipulski
  7. Innovation Friction Risks and Pitfalls — by Howard Tiersky
  8. Difference Between Customer Experience Perception and Reality — by Shep Hyken
  9. How Tribalism Can Kill Innovation — by Greg Satell
  10. Preparing the Next Generation for a Post-Digital Age — by Greg Satell

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

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

Have something to contribute?

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

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

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






Growth Comes From What You Don’t Have

Growth Comes From What You Don't Have

GUEST POST from Mike Shipulski

If you have more features, I will beat you with fewer.

If you have a broad product line, I will beat you with my singular product.

If your solution is big, mine will beat you with small.

If you sell across the globe, I will sell only in the most important market and beat you.

If you sell to many customers, I will provide a better service to your best customer and beat you.

If your new projects must generate $10 million per year, I will beat you with $1 million projects.

If you are slow, I will beat you with fast.

If you use short term thinking, I will beat you with long term thinking.

If you think in the long term, I will think in the short term and beat you.

If you sell a standardized product, I will beat you with customization.

If you are successful, I will beat you with my hunger.

If you try to do less, I will beat you with far less.

If you do what you did last time, I will beat you with novelty.

If you want to be big, I will be a small company and beat you.

I will beat you with what you don’t have.

Then, I will obsolete my best work with what I don’t have.

Your success creates inertia. Your competitors know what you’re good at and know you’ll do everything you can to maintain your trajectory. No changes, just more of what worked. And they will use your inertia. They will start small and sell to the lowest end of the market. Then they’ll grow that segment and go up-scale. You will think they are silly and dismiss them. And then they will take your best customers and beat you.

If you want to know how your competitors will beat you, think of your strength as a weakness. Here’s a thought experiment to explain. If your success is based on fast, turn speed into weakness and constrain out the speed. Declare that your new product must be slow. Then, create a growth plan based on slow. That growth plan is how your competitors will beat you.

Your growth won’t come from what you have, it will come from what you don’t have.

It’s time to create your anti-product.

Image credit: Pixabay

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25 Secrets to Growing Leaders

25 Secrets to Growing Leaders

GUEST POST from Mike Shipulski

1. If you want to grow leaders, meet with them daily.

2. If you want to grow leaders, demand that they disagree with you.

3. If you want to grow leaders, help them with all facets of their lives.

4. If you want to grow leaders, there is no failure, there is only learning.

5. If you want to grow leaders, give them the best work.

6. If you want to grow leaders, protect them.

7. If you want to grow leaders, spend at least two years with them.

8. If you want to grow leaders, push them.

9. If you want to grow leaders, praise them.

10. If you want to grow leaders, get them comfortable with discomfort.

11. If you want to grow leaders, show them who you are.

12. If you want to grow leaders, demand that they use their judgment.

13. If you want to grow leaders, give them just a bit more than they can handle and help them handle it.

14. If you want to grow leaders, show emotion.

15. If you want to grow leaders, tell them the truth, even when it creates anxiety.

16. If you want to grow leaders, always be there for them.

17. If you want to grow leaders, pull a hamstring and make them present in your place.

18. If you want to grow leaders, be willing to compromise your career so their careers can blossom.

19. If you want to grow leaders, when you are on vacation tell everyone they are in charge.

20. If you want to grow leaders, let them chose between to two good options.

21. If you want to grow leaders, pay attention to them.

22. If you want to grow leaders, be consistent.

23. If you want to grow leaders, help them with their anxiety.

24. If you want to grow leaders, trust them.

25. If you want to grow leaders, demonstrate leadership.

Image credit: Unsplash

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How Not to Get in Your Own Way

How Not to Get in Your Own Way

GUEST POST from Mike Shipulski

If you could get another good job at the drop of a hat, how would you work differently? Would you speak your mind or bite your tongue?

If you didn’t care about getting a promotion, would you succumb to groupthink or dissent?

If your ego didn’t get in the way, would you stop following the worn-out recipe and make a new one?

If you don’t judge yourself by the number of people who work for you, would your work be better? Would you choose to work on different projects? How do you feel about that?

If you knew your time at the company was finite, how would your contribution change? Who would you stop working with? Who would you start working with? Wouldn’t that feel good?

If you didn’t care about your yearly rating, wouldn’t your rating improve?

If you cared more about helping others, wouldn’t your talents (and the returns) be multiplied?

If your time horizon was doubled, wouldn’t work on projects that are important at the expense of those that are urgent?

If your ego didn’t block you from working on projects that might fail, wouldn’t you work on projects that could obsolete your best work?

If you cared about the long-term success of the company, wouldn’t you work more with young people to get them ready for the next decade?

If you cared solely about doing the right projects in the right way, wouldn’t you help your best team members move to the most important projects, even if that meant they worked for someone else?

If you cared about helping people develop, would you formalize their development areas and help them grow, or take the easy route and let them flounder?

If you didn’t care about getting the credit, how would you and your work be different? Would the company be better for it? How about your happiness?

If you declined every other meeting and just read the meeting minutes, would that be a problem? And even if there are no meeting minutes to read, don’t you think that you’d get along just fine? And don’t you think you’d get more done?

What would you have to change to work more often with young people?

What would you have to change so your best people could be moved to the most important projects?

What would you have to change so you’d dissent when that’s what’s needed?

What would you have to change to develop others, even if it cost you a promotion?

What would you have to change so you could ditch the urgent projects and start the meaningful ones?

What would you have to change so you could spend more time developing young talent?

What would you have to change so you could attend fewer meetings and make more progress?

What would you have to change so you could work on the most outlandish projects?

What’s in the way of looking inside and figuring out how to live differently?

If you were able to change, who would you start work with? Who would you stop working with? Which projects would you start and which would you stop? Which meetings would you skip? Who are the three young people you’d help grow?

If you were able to change, would you be better for it? And how about the people that work with you? And how about your family? And wouldn’t your company be better for it?

So I ask you – What’s in the way? And what are you going to do about it?

Image credit: Pexels

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Let Yourself Draw Inspiration from Others

Let Yourself Draw Inspiration from Others

GUEST POST from Mike Shipulski

When you try something new, check to see who has done something similar. Decompose their design approach. What were they trying to achieve? What outcome were they looking for? Who were their target customers? Do this for at least three existing designs – three real examples that are for sale today.

Here’s a rule to live by: When trying something new, don’t start from scratch.

What you are trying to achieve is unique, but has some commonality with existing solutions. The outcome you are looking for is unique, but it’s similar to outcomes others have tried to achieve. Your target customers are unique, but some of their characteristics are similar to the customers of the solutions you’ll decompose.

Here’s another rule: There are no “clean sheet” sheet designs, so don’t try to make one.

There was an old game show called Name That Tune, where contestants would try to guess the name of a song by hearing just a few notes. The player wins when they can name the tune with the *fewest* notes. And it’s the same with new designs – you want to provide a novel customer experience using the fewest new notes.

A rule: Reuse what you can, until you can’t.

Because the customer is the one who decides if your new offering offers them new value, the novel elements of your design don’t have to look drastically different in a side-by-side comparison way. But the novel elements of your offering do have to make a significant difference in the customer’s life. With that said, however, it can be helpful if the design element responsible for the novel goodness is visually different from the existing alternatives. But if that’s not the case, you can add a non-functional element to the novelty-generating element to make it visible to the customer. For example, you could add color, or some type of fingerprint, to the novel element of the design so that customers can see what creates the novelty for them. Then, of course, you market the heck out of the new color or fingerprint.

A rule: It’s better to make a difference in a customer’s life than, well, anything else.

Don’t be shy about learning from what other companies have done well. That’s not to say you should violate their patents, but it’s a compliment when you adopt some of their best stuff. Learn from them and twist it. Understand what they did and abstract it. See the best in two designs and combine them. See the goodness in one domain and bring it to another.

Doing something for the first time is difficult, why not get inspiration from others and make it easier?

Image credit: Unsplash

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Top 10 Human-Centered Change & Innovation Articles of June 2023

Top 10 Human-Centered Change & Innovation Articles of June 2023Drum roll please…

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

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

  1. Generation AI Replacing Generation Z — by Braden Kelley
  2. Mission Critical Doesn’t Mean What You Think it Does — by Geoffrey A. Moore
  3. “I don’t know,” is a clue you’re doing it right — by Mike Shipulski
  4. 5 Tips for Leaders Navigating Uncertainty – From Executives at P&G, CVS, Hannaford, and Intel — by Robyn Bolton
  5. Reverse Innovation — by Mike Shipulski
  6. Change Management Best Practices for Maximum Adoption — by Art Inteligencia
  7. Making Employees Happy at Work — by David Burkus
  8. 4 Things Leaders Must Know About Artificial Intelligence and Automation — by Greg Satell
  9. Be Human – People Will Notice — by Mike Shipulski
  10. How to Fail Your Way to Success — by Robyn Bolton

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

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

Have something to contribute?

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

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

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