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?
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In today’s rapidly changing business environment, sustaining innovation momentum is a key challenge organizations face. While initiating innovation can garner excitement and enthusiasm, maintaining that energy over time is another matter. This phenomenon, often referred to as “innovation fatigue,” can lead to stalled projects and unmet goals. To address this, organizations must focus on creating a conducive culture and environment for innovation to thrive continuously.
“Continuous innovation requires both structural support and cultural backing. It’s not just about introducing new ideas but creating a robust framework to sustain them.” – Braden Kelley
The Innovation Fatigue Problem
Innovation fatigue occurs when the initial excitement and momentum around new ideas start to wane. This can happen due to several reasons: lack of visible progress, insufficient resources, resistance to change, or unclear goals. Overcoming this fatigue involves not only maintaining energy and motivation but also building resilient systems that support the ongoing adoption of innovative ideas.
Case Study 1: 3M Corporation
3M is often cited as a leader in innovation, with its robust commitment to continuous improvement and new product development. However, even a powerhouse like 3M is not immune to innovation fatigue. A few years back, they noticed a dip in the enthusiasm amongst teams working on R&D projects. The root cause was traced back to overly rigorous project evaluation metrics that stifled creativity and risk-taking.
To combat this, 3M revamped its approach by introducing a more flexible metric called “Failure Value.” It measured the value of learned lessons from failed projects. This shift encouraged experimentation and reduced the fear of failure, resulting in a boost of energy across R&D teams and an eventual increase in successful innovations. This case clearly shows the importance of adapting cultural and structural elements to sustain innovation momentum.
Case Study 2: Spotify’s Agile Workforce Model
Spotify has consistently stayed at the forefront of the digital music industry by fostering a culture of agility and responsiveness. To address innovation fatigue, Spotify implemented what they call a “tribe and squad” organizational structure. This model allows small, cross-functional teams (squads) to operate with high autonomy and ownership over their projects, with the support of larger groups (tribes).
With this model, Spotify ensures that teams stay motivated and aligned with larger company goals. They encourage a culture of “fail fast, learn faster,” promoting rapid iteration and learning. By empowering these smaller units, Spotify minimizes bureaucratic delays and maintains continuous innovation momentum. This decentralized structure serves to retain the intrinsic motivation of team members and foster a culture of resilience against fatigue.
Key Takeaways for Sustaining Innovation
Promote a Culture of Learning: Encourage experimentation and learning from failures as much as successes to keep the team engaged and motivated.
Adapt Structures to Support Innovation: Maintain organizational flexibility to quickly respond to challenges and changes without stifling creativity.
Recognize and Reward Efforts: Ensure that team members are recognized for their contributions, whether successful or not, which helps in sustaining morale and participation.
In conclusion, overcoming innovation fatigue is about maintaining a balance between enthusiasm, resources, and structural support. It’s about creating an environment where innovation can thrive on an ongoing basis, ensuring that early excitement translates into sustainable progress. By learning from industry leaders like 3M and Spotify, organizations can devise strategies to keep the innovative spirit alive and well.
“Sustainable innovation is not a sprint but a marathon. To win, we must run at a consistent pace, fueled by purpose and a commitment to learning.” – Braden Kelley
I hope you have enjoyed this article diving into the phenomenon of innovation fatigue, offering two compelling case studies — 3M and Spotify — and provides actionable insights to sustain innovation momentum.
SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.
Image credit: Pixabay
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How to sustain the momentum and drive ongoing digital transformation initiatives
GUEST POST from Art Inteligencia
In today’s rapidly evolving business landscape, staying ahead of the curve requires organizations to not only embrace digital transformation but to also continuously innovate to stay relevant and competitive. However, sustaining the momentum and driving ongoing digital transformation initiatives can be a challenging task. In this article, we will explore the keys to maintaining innovation momentum and driving successful digital transformation efforts, with the help of two inspiring case studies.
1. Foster a culture of innovation
One of the key factors in sustaining innovation momentum is fostering a culture of innovation within the organization. This means creating an environment where employees are encouraged to think outside the box, take risks, and experiment with new ideas. By empowering employees to contribute their innovative ideas and providing the necessary resources and support, organizations can tap into the collective creativity of their workforce and drive continuous innovation.
A prime example of a company that has successfully fostered a culture of innovation is Google. Known for its “20% time” policy, which allows employees to spend up to 20% of their workweek on projects unrelated to their main job, Google has been able to drive continuous innovation and bring to market groundbreaking products like Gmail and Google Maps. By giving employees the freedom to explore their passions and work on projects that excite them, Google has created an environment where innovative ideas flourish and drive ongoing digital transformation initiatives.
2. Embrace agile methodologies
Another key to sustaining innovation momentum is embracing agile methodologies to adapt quickly to changing market conditions and customer needs. Agile methodologies, which prioritize collaboration, flexibility, and iterative development, allow organizations to respond rapidly to feedback and make continuous improvements to their products and services. By adopting agile practices, organizations can accelerate their digital transformation efforts and stay ahead of the competition.
A shining example of a company that has embraced agile methodologies to drive digital transformation is Amazon. With a relentless focus on customer-centric innovation, Amazon has been able to continuously refine its products and services to meet evolving customer expectations. By breaking down silos, fostering collaboration, and empowering cross-functional teams, Amazon has been able to rapidly iterate on its offerings and drive ongoing digital transformation initiatives that have reshaped the e-commerce landscape.
Conclusion
Sustaining innovation momentum and driving ongoing digital transformation initiatives requires a concerted effort to foster a culture of innovation, embrace agile methodologies, and empower employees to contribute their innovative ideas. By following the example of companies like Google and Amazon, organizations can tap into the power of continuous innovation to stay ahead of the curve and drive successful digital transformation efforts in today’s fast-paced business environment.
.. and if you want to build a continuous innovation infrastructure within your organization, get a copy of Stoking Your Innovation Bonfire by Braden Kelley.
Bottom line: Futurists are not fortune tellers. They use a formal approach to achieve their outcomes, but a methodology and tools like those in FutureHacking™ can empower anyone to be their own futurist.
Image credit: Pixabay
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GUEST POST from Chateau G Pato LAST UPDATED: January 26, 2026 at 6:21PM
In the high-stakes theater of modern business, the word “pivot” is often used as a euphemism for a frantic, last-ditch effort to save a sinking ship. But in the world of human-centered innovation, a pivot shouldn’t be a desperate lurch. Instead, it should be a graceful shift in weight — a calculated adjustment based on new evidence that keeps the organization moving forward without shattering its internal culture or depleting its capital.
Innovation is inherently messy, but the risk of changing direction is often lower than the risk of staying the course on a failing hypothesis. The challenge lies in momentum management. How do we shift the “what” and the “how” without losing the “why” that keeps our employees engaged and our customers loyal?
“A pivot is not a failure of vision; it is a victory of insight over ego. The goal isn’t to be right the first time, but to be right when it finally counts.”
The Architecture of a Human-Centered Pivot
To de-risk a pivot, we must move away from abstract technology-led strategies and return to purposeful learning. This requires three foundational pillars:
Continuous Feedback Loops: If you only listen to customers once a year, a pivot will feel like an earthquake. If you listen daily, it feels like navigation.
Psychological Safety: Teams must feel safe enough to admit that a prototype is failing. Without this, they will hide the truth until the cliff is unavoidable.
Modular Strategy: Build your initiatives so components can be repurposed. Don’t build a monolith; build a library of capabilities.
Why Pivots So Often Destroy Momentum
Most pivots fail not because the new direction is wrong, but because the transition is mishandled. Leaders announce abrupt shifts without context, invalidate prior work, or overload teams with conflicting priorities. The result is confusion, cynicism, and disengagement.
Common momentum killers include:
Declaring past efforts a failure instead of a foundation
Changing strategy without changing incentives or metrics
Asking teams to pivot without removing legacy commitments
Withholding the data that triggered the change
When people feel whiplash rather than continuity, they slow down. Momentum is not lost because direction changed — it is lost because meaning was broken.
The Human Psychology of Directional Change
From a human perspective, pivots threaten identity. Teams invest time, pride, and personal credibility in their work. When leaders abruptly change course, people often hear, “What you did no longer matters.”
De-risking a pivot requires re-framing it as a learning milestone, not a repudiation. Effective leaders make it clear that the organization is not abandoning effort — it is capitalizing on insight.
Case Study 1: The Transition from Product to Platform
Consider a mid-sized industrial firm we worked with that specialized in high-end HVAC sensors. They realized their hardware was becoming a commodity. The data the sensors produced, however, was priceless. To pivot toward a software-as-a-service (SaaS) model, they didn’t fire their engineers. They engaged them in collaborative solution-sketching.
By focusing on the real-world outcome — energy efficiency and predictive maintenance — they maintained momentum. The employees weren’t “switching jobs”; they were “upgrading the value” they provided to the same customers. This human-centered approach reduced turnover during the transition by 40% compared to industry benchmarks.
Case Study 2: Re-aligning with the Customer Reality
A retail brand once spent millions on a “store of the future” featuring VR mirrors and robotic assistants. It was flashy, but it was abstract technology that didn’t solve a problem. Customer feedback (captured on simple paper surveys and through direct observation) showed that shoppers actually wanted faster checkout and better lighting in fitting rooms.
The pivot was swift: they stripped away the “futuristic” gadgets and reinvested in practical tools for staff. Because the leadership framed this not as a “mistake” but as disciplined learning, the store managers felt empowered rather than defeated. Sales rose by 22% within six months.
“A pivot should feel less like slamming the brakes and more like changing lanes at speed—guided by evidence, trust, and intent.”
The Role of the Innovation Leader
As a leader, your job is to be the Chief Meaning Officer. When the direction changes, you must connect the dots between the old path and the new one. Use handwritten notes, face-to-face town halls, and authentic communication. Show the “metrics on simple screens” that prove why the change is necessary. When people understand the evidence, they will follow the insight.
How to De-Risk the Pivot
Leaders can dramatically reduce pivot risk by following a few human-centered principles:
Anchor the change in evidence: Share the signals that made the pivot necessary
Name what stays the same: Values, goals, and core strengths should feel stable
Retire old work explicitly: Do not ask teams to carry two strategies at once
Align incentives quickly: Metrics should reinforce the new direction immediately
A pivot without structural reinforcement is just a speech.
Momentum Is Emotional Before It Is Operational
Organizations often treat momentum as a function of process and speed. In reality, momentum is emotional first. It comes from belief, clarity, and a sense that effort compounds rather than evaporates.
When people believe that learning is valued and that change is purposeful, they move faster — even in uncertainty.
Conclusion: Pivots Are Proof of Learning
The most innovative organizations are not those that never change direction, but those that change direction with discipline, transparency, and respect for human effort.
A well-executed pivot sends a powerful signal: we are paying attention, we are learning, and we are confident enough to evolve without losing ourselves.
That is how organizations adapt without stalling — and how they turn uncertainty into sustained momentum.
Frequently Asked Questions
How do you know when it is time to pivot versus when to persevere?
It is time to pivot when your core assumptions have been invalidated by real-world data, and despite iterative improvements, your key performance metrics remain stagnant. Perseverance is for when the “why” is still valid but the “how” needs more refinement.
How can a company maintain employee morale during a major shift in direction?
Transparency is the primary tool for morale. By involving employees in the “learning journey” — sharing customer feedback and prototypes early — the pivot becomes a collective discovery rather than a top-down mandate.
What is the biggest risk during a business pivot?
The biggest risk is “cultural whiplash,” where the organization loses its sense of identity and purpose. De-risking requires anchoring the pivot in the organization’s existing values and long-term mission.
Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.
Image credits: ChatGPT
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