Striking the Right Balance Between Data Privacy and Innovation

Striking the Right Balance Between Data Privacy and Innovation

GUEST POST from Art Inteligencia

From my vantage point here in the United States, at the crossroads of technological advancement and community values, I often reflect on one of the most pressing challenges of our digital age: how do we foster groundbreaking innovation without compromising fundamental data privacy rights? There’s a pervasive myth that privacy and innovation are inherently at odds – that one must be sacrificed for the other. As a human-centered change leader, I firmly believe this is a false dichotomy. The true frontier of innovation lies in designing solutions where data privacy is not an afterthought or a regulatory burden, but a foundational element that actually enables deeper trust and more meaningful progress.

Data is the fuel of modern innovation. From AI and personalized experiences to healthcare advancements and smart cities, our ability to collect, analyze, and leverage data drives much of the progress we see. However, this power comes with a profound responsibility. The increasing frequency of data breaches, the rise of opaque algorithms, and growing concerns about surveillance have eroded public trust. When users fear their data is being misused, they become reluctant to engage with new technologies, stifling the very innovation we seek to foster. Therefore, balancing the immense potential of data-driven innovation with robust data privacy is not just an ethical imperative; it is a strategic necessity for long-term success and societal acceptance.

Striking this delicate balance requires a human-centered approach to data management – one that prioritizes transparency, control, and respect for individual rights. It’s about moving from a mindset of “collect everything” to “collect what’s necessary, protect it fiercely, and use it wisely.” Key principles for achieving this balance include:

  • Privacy by Design: Integrating privacy protections into the design and architecture of systems from the very beginning, rather than adding them as an afterthought.
  • Transparency and Clear Communication: Being explicit and easy to understand about what data is being collected, why it’s being collected, and how it will be used. Empowering users with accessible information.
  • User Control and Consent: Giving individuals meaningful control over their data, including the ability to grant, revoke, or modify consent for data usage.
  • Data Minimization: Collecting only the data that is absolutely necessary for the intended purpose and retaining it only for as long as required.
  • Security by Default: Implementing robust security measures to protect data from unauthorized access, breaches, and misuse, making security the default, not an option.
  • Ethical Data Use Policies: Developing clear internal policies and training that ensure data is used responsibly, ethically, and in alignment with societal values.

Case Study 1: Apple’s Stance on User Privacy as a Differentiator

The Challenge: Distinguishing in a Data-Hungry Tech Landscape

In an industry where many tech companies rely heavily on collecting and monetizing user data, Apple recognized an opportunity to differentiate itself. As concerns about data privacy grew among consumers, Apple faced the challenge of maintaining its innovative edge while explicitly positioning itself as a champion of user privacy, often in contrast to its competitors.

Privacy as Innovation:

Apple made data privacy a core tenet of its brand and product strategy. They implemented “Privacy by Design” across their ecosystem, with features like on-device processing to minimize data sent to the cloud, App Tracking Transparency (ATT) which requires apps to ask for user permission before tracking them across other apps and websites, and strong encryption by default. Their messaging consistently emphasizes that user data is not their business model. This commitment required significant engineering effort and, at times, led to friction with other companies whose business models relied on extensive data collection. However, Apple framed these privacy features not as limitations, but as innovations that provide users with greater control and peace of mind.

The Impact:

Apple’s strong stance on privacy has resonated deeply with a growing segment of consumers who are increasingly concerned about their digital footprint. This approach has strengthened brand loyalty, contributed to strong sales, and positioned Apple as a trusted leader in a sometimes-skeptical industry. It demonstrates that prioritizing data privacy can be a powerful competitive advantage and a driver of innovation, rather than a hindrance. Apple’s success proves that safeguarding user data can build profound trust, which in turn fuels long-term engagement and business growth.

Key Insight: Embedding data privacy as a core value and design principle can become a powerful brand differentiator, building customer trust and driving sustained innovation in a data-conscious world.

Case Study 2: The EU’s General Data Protection Regulation (GDPR) and Its Global Impact

The Challenge: Harmonizing Data Protection Across Borders and Empowering Citizens

Prior to 2018, data protection laws across Europe were fragmented, creating complexity for businesses and inconsistent protection for citizens. The European Union faced the challenge of creating a unified, comprehensive framework that would empower individuals with greater control over their personal data in an increasingly digital and globalized economy.

Regulation as a Driver for Ethical Innovation:

The GDPR, implemented in May 2018, introduced stringent requirements for data collection, storage, and processing, focusing on principles like consent, transparency, and accountability. It gave individuals rights such as the right to access their data, the right to rectification, and the “right to be forgotten.” While initially perceived by many businesses as a significant compliance burden, GDPR effectively forced organizations to adopt “Privacy by Design” principles and to fundamentally rethink how they handle personal data. It compelled innovators to build privacy into their products and services from the ground up, rather than treating it as a bolt-on. This regulation created a new standard for data privacy, influencing legislation and corporate practices globally.

The Impact:

Beyond compliance, GDPR has spurred a wave of innovation focused on privacy-enhancing technologies (PETs) and privacy-first business models. Companies have developed new ways to process data anonymously, conduct secure multi-party computation, and provide transparent consent mechanisms. While challenges remain, GDPR has arguably fostered a more ethical approach to data-driven innovation, pushing companies to be more thoughtful and respectful of user data. It demonstrates that robust regulation, rather than stifling innovation, can serve as a catalyst for responsible and human-centered technological progress, ultimately rebuilding trust with consumers on a global scale.

Key Insight: Strong data privacy regulations, while initially challenging, can act as a catalyst for ethical innovation, driving the development of privacy-enhancing technologies and fostering greater trust between consumers and businesses globally.

Building a Trustworthy Future through Balanced Innovation

Throughout the world, the conversation around data privacy and innovation is far from over. As we continue to push the boundaries of what technology can achieve, we must remain steadfast in our commitment to human values. By embracing principles like Privacy by Design, championing transparency, and empowering user control, we can create a future where innovation flourishes not at the expense of privacy, but because of it. Striking this balance is not just about avoiding regulatory fines; it’s about building a more ethical, trustworthy, and ultimately more sustainable digital future for all.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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How to Use TikTok for Marketing Your Business

How to Use TikTok for Marketing Your Business

GUEST POST from Shep Hyken

If you think your business isn’t right for TikTok, you may want to think again. If you’re like most businesspeople, TikTok is not what you think. It’s not just 20- to 30-second videos of kids dancing, dogs doing tricks and influencers showing off the latest fashions. It’s become a serious contender for online/digital advertising dollars from all types of businesses, both B2C and B2B.

Most of you reading may still believe that the TikTok audience is made up of 20-somethings and younger. Again, it’s not what you think!

Dennis Yu is the CEO of BlitzMetrics and co-author of The Definitive Guide to TikTok Advertising. Yu’s company has placed more than a billion dollars’ worth of ads for its clients on social platforms like Facebook, Twitter, Google and others, using ads and algorithms to drive sales. And now he’s focusing his efforts on TikTok.

I had the chance to interview Yu on Amazing Business Radio, where he said, “TikTok in 2022 is Facebook in 2007. It’s now the largest property on the Internet. It has more traffic than Google. It has a higher average watch time than Facebook or Netflix. People are spending more time watching short 15- to 30-second videos than two-hour-length feature films.”

Yes, TikTok has more traffic than Google! In 2021, TikTok was ranked No. 7 on social media platforms. In 2022, just one year later, it is now ranked No. 1. In Q1 2022, TikTok became the most downloaded app in the world.

According to the Search Engine Journal, TikTok is becoming a search engine. SEJ staffer, Matt Southern, posed the question, “What if people started using TikTok as a search engine?” In his research, he found people treating the app as a search provider, some even preferring it over Google. So, his question turned from “What if …?” to “What now …?”

The point is that as a business, you can’t ignore TikTok as a viable marketing and sales channel. TikTok does an amazing job of understanding what the user is watching and will quickly start serving up content that is exactly what the user is interested in. That means that as soon as a customer watches a company’s TikTok video, the platform will start serving up more of the company’s content for the user to enjoy.

I asked Yu how businesses can use TikTok. Knowing that the podcast focuses on customer service and experience, he related his first tip to digital customer care. Today’s customers turn to the Internet, specifically social media platforms like Twitter and Facebook, to ask for help or complain to a company. And more and more, they are turning to TikTok. “Whether you are on TikTok or not, your customers are there talking about you on TikTok,” Yu said. “Remember the early days of Twitter when many brands said, ‘We’re not ready to be on Twitter?’ And then they think that somehow not being on Twitter means that people can’t talk about them.”

As more customers turn to TikTok for customer care, it’s imperative that you (your company or brand) be the one posting the answers, not other customers. Your company must control the narrative even if customers are sharing correct information. You must be visible on this extremely popular channel. And you don’t need to spend a lot of money doing so. Posting simple, non-professionally edited videos are just as effective as highly produced videos.

Going beyond customer service and experience, whatever your company does or sells, B2B or B2C, just create a short video with tips and ideas that would interest your customers. Shorter is better. Keep it under a minute—even 30 seconds. TikTok rewards you for videos that are watched in completion. The likelihood of someone watching a 30-second video to the end is much higher than a video that lasts four or five minutes. And while not necessary, if you can make it funny or entertaining, that’s always a bonus.

Yu’s advice is simple. Just create content. Then let TikTok’s algorithm do its job and find people (your customers and potential customers) interested in whatever you’re posting. Yu quoted the famous line by Ray Kinsella (played by Kevin Costner) from the movie Field of Dreams: “If you build it, they will come.” I’ll quote a famous shoe and apparel manufacturer, Nike: “Just do it!”

This article originally appeared on Forbes

Image Credit: Shep Hyken

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Empowering Employees Through Autonomy and Trust

The Flexible Workforce

Empowering Employees Through Autonomy and Trust

GUEST POST from Chateau G Pato

From my perspective here in the United States, where the blend of thriving tech companies and a strong sense of community highlights the importance of individual well-being, I’ve observed a fundamental shift in what employees expect from their work. The traditional model of rigid schedules and top-down control is increasingly outdated. Today’s workforce, driven by a desire for purpose, balance, and control over their lives, thrives in environments that embrace flexibility, autonomy, and trust. Building a flexible workforce is not just a perk; it’s a strategic imperative for attracting and retaining top talent, fostering innovation, and creating a resilient organization in an era of constant change.

The concept of a flexible workforce goes beyond just remote work. It encompasses a range of arrangements that empower employees to manage their time, their work location, and even the way they approach their tasks. This can include flexible start and end times, compressed workweeks, job sharing, and the freedom to choose where they work best. The underlying principle is a shift from managing inputs (hours worked, physical presence) to focusing on outputs (results achieved). This requires a significant leap of faith from traditional management, a move away from surveillance and towards a culture built on mutual trust and accountability. When employees are given autonomy, they are more likely to be engaged, motivated, and creative, leading to higher productivity and a stronger sense of ownership over their work.

Creating a truly flexible workforce requires a human-centered approach that considers the diverse needs and preferences of your employees. It’s not about a one-size-fits-all policy, but about creating a framework that allows for individual choices within clear guidelines. Key elements for building this empowering environment include:

  • Clear Communication and Expectations: Establishing clear goals, deadlines, and performance metrics is crucial when employees have more control over their work. Regular and transparent communication is essential to ensure everyone is aligned.
  • Investing in Technology and Infrastructure: Providing employees with the tools and resources they need to work effectively from any location is a fundamental requirement for successful flexibility.
  • Fostering a Culture of Trust and Accountability: Shifting the focus from monitoring time to evaluating results requires a strong foundation of trust. Employees need to feel empowered to make decisions and be accountable for their outcomes.
  • Providing Training and Support for Remote Teams: Ensuring that remote employees feel connected and have the support they need to collaborate effectively and maintain a strong sense of belonging.
  • Regularly Evaluating and Adapting Policies: Flexibility is not static. Regularly seeking feedback from employees and adapting policies to meet evolving needs is essential for long-term success.

Case Study 1: Netflix’s Culture of Freedom and Responsibility

The Challenge: Scaling Innovation and Maintaining High Performance in a Rapidly Growing Company

Netflix, the streaming entertainment giant, has built a renowned culture based on “Freedom & Responsibility.” This philosophy permeates every aspect of their operations, including how they approach work and empower their employees. In a highly competitive and rapidly evolving industry, Netflix recognized that attracting and retaining top talent, and fostering a culture of innovation, required a departure from traditional hierarchical structures.

Embracing Autonomy and Trust:

Netflix provides its employees with significant autonomy in how they do their work. They have very few formal policies around things like vacation time or work hours. Instead, they emphasize results and trust their employees to manage their time effectively to achieve those results. The company’s “keeper test” – the question managers should ask themselves about whether they would fight hard to keep an employee – reinforces a focus on high performance and mutual respect. This high degree of freedom is coupled with a high degree of responsibility; employees are expected to be self-disciplined, proactive, and deliver exceptional work. The transparency around company goals and performance metrics ensures everyone understands the expectations and the impact of their contributions.

The Impact:

Netflix’s culture of freedom and responsibility has been instrumental in its success. It has enabled them to attract and retain some of the best talent in the world, foster a highly innovative environment, and adapt quickly to the ever-changing landscape of the entertainment industry. Employees feel empowered and trusted, leading to high levels of engagement and commitment. While this model requires a mature and high-performing workforce, it demonstrates the powerful results that can be achieved when an organization truly empowers its employees through autonomy and trust.

Key Insight: A culture built on freedom and responsibility, where employees are trusted to manage their work and are held accountable for results, can drive innovation and attract top talent in highly competitive industries.

Case Study 2: GitLab’s Distributed-First Approach to Work

The Challenge: Building a Global Company Without Physical Offices

GitLab, a company that provides a web-based DevOps platform, has embraced a fully distributed work model from its inception. With employees spread across over 65 countries, GitLab has intentionally designed its entire operating model around flexibility, autonomy, and asynchronous communication. For GitLab, flexibility isn’t just a perk; it’s the foundation of how they build and run their global business.

Empowering a Remote Workforce:

GitLab has developed comprehensive documentation and clear processes to enable effective collaboration across time zones and locations. They heavily rely on asynchronous communication tools and emphasize written communication to ensure clarity and transparency. Employees have significant autonomy over their work schedules and locations, as long as they deliver results. GitLab fosters a strong sense of trust by empowering individuals to make decisions and take ownership of their work. They also invest in regular virtual social events and encourage in-person meetups to build connections and maintain a strong company culture despite the lack of physical offices. Their “bias for asynchronous communication” empowers employees to work when and where they are most productive, maximizing individual autonomy while ensuring team alignment.

The Impact:

GitLab’s distributed-first approach has allowed them to tap into a global talent pool, build a diverse and inclusive workforce, and operate with significant efficiency. Their success demonstrates that a fully flexible work model, built on clear processes, trust, and effective communication, can not only work but can be a significant competitive advantage. By empowering employees with complete autonomy over their work environment, GitLab has fostered a highly engaged and productive workforce that is well-equipped to navigate the complexities of a global, distributed company.

Key Insight: A fully distributed work model, built on trust, clear communication, and a focus on asynchronous collaboration, can enable organizations to access global talent, enhance efficiency, and empower employees with maximum autonomy.

The Future is Flexible

Across the globe, the future of work is undoubtedly flexible. Organizations that recognize the power of autonomy and trust, and actively work to empower their employees with greater control over their work lives, will be the ones that attract the best talent, foster the most innovation, and build the most resilient and engaged workforces. The shift from a culture of control to a culture of trust requires a fundamental change in mindset, but the rewards—in terms of employee well-being, productivity, and organizational success—are well worth the journey. Embracing the flexible workforce is not just about adapting to the present; it’s about building a better future for work.

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 credit: Unsplash

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What’s Next – Through the Looking Glass

What's Next - Through the Looking Glass

by Braden Kelley

Humanity is obsessed with the future, and we always want to know what’s next for us.

Sometimes we want to know the future so badly that we stress ourselves out about imagined futures that won’t ever come to pass instead of dealing with what is right in front of us.

Time is Not Linear

Most people think of time in a linear fashion, but this is the wrong way of thinking about it.

It is more helpful instead to think of time as a wave (or as a pulse) emanating from a central point in an outward direction, representing all of the possible futures. Then as the next point in one of those possible futures becomes fixed, then another wave emanates from this new point representing all of the new possible futures. The math of what the future MIGHT look like gets really big, really fast – as you might imagine.

This is what makes predicting the future so difficult.

The number of inputs influencing the next step in your future journey is massive, and the number of potential next steps that are outputs of your next best action is equally massive.

So, while it is important to plan for the future and to develop a point of view on the future you would like to be the result of your actions, it is still just a guess. Making it more important and impactful to look at the near future more often than not.

Recently I came across a video from CableLabs that looks at one potential near future:

We Are Already Living in a Virtual Reality

The first choice the creators faced was augmented reality versus virtual reality, and you’ll see that they chose to highlight augmented reality instead of virtual reality. I think this is the right choice as many people would say we are living in a virtual reality already.

Our eyes and other sensory organs do their best to provide inputs to our brain about the physical reality we live in, but the information is often inaccurate and incomplete. Our brain tries to fill in the gaps, but there is some much we don’t understand about how the reality we live in operates.

The world we live in is already amazing, and there is more value in augmenting our experience of the reality we live within, than there is escaping into another reality that is more clumsy, awkward and lower fidelity than our experience of the virtual reality we live in now.

Our world is changing so fast that it is important for organizations and individuals to not just plan for the next month or the next quarter, but to plan for what we would like the near future to look like and think about the ways in which we would like to, and realistically can, influence it.

FutureHacking™ is Within Our Grasp

But the concepts of futurology and the role of the futurist seem pretty nebulous at best. It is because of this that I’ve begun creating a collection of FutureHacking™ tools to help you.

These tools will be available to license soon, and I’ll be holding virtual, and possibly in-person, workshops to explain how to use these simple tools to identify a range of potential futures, to select a preferred future, and activities to help influence its realization.

I think you’ll really like them, but in the meantime, I invite you to check out the embedded YouTube video and to share your thoughts on how you look at and plan for the future in the comments below.

Finally, make sure you’re subscribed to our newsletter to get our weekly collection of articles, along with updates on the forthcoming FutureHacking™ set of tools.

Keep innovating!

To read more about what scientists say we get wrong about time, check out this BBC article

Image Credit: Pixabay

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Tapping into Global Innovation Hubs

Beyond Your Own Backyard

Tapping into Global Innovation Hubs

GUEST POST from Art Inteligencia

In a world where even the most dynamic ecosystems can benefit immensely from looking beyond their immediate surroundings, one thing has become clear: groundbreaking ideas and transformative technologies are emerging from innovation hubs across the globe. For organizations serious about staying ahead of the curve and fostering a truly human-centered approach to change, tapping into these global networks is not just advantageous—it’s essential.

Innovation doesn’t occur in a vacuum. It thrives on the cross-pollination of ideas, diverse perspectives, and access to specialized talent and resources. Limiting our focus to our own backyard can lead to blind spots and missed opportunities. Global innovation hubs, each with its unique strengths and cultural nuances, offer a wealth of potential partnerships, insights into emerging trends, and access to cutting-edge research and development. By strategically engaging with these hubs, organizations can accelerate their innovation cycles, gain a deeper understanding of global markets, and develop solutions that are truly world-class and human-centered.

Tapping into global innovation hubs requires a deliberate and strategic approach. It’s not just about taking a trip to a well-known tech center; it’s about building meaningful connections and fostering long-term collaborations. Key strategies for leveraging these global networks include:

  • Establishing a Global Scouting Network: Actively monitoring innovation trends and identifying key players and emerging technologies in different hubs around the world.
  • Participating in International Conferences and Events: Engaging with global thought leaders, researchers, and entrepreneurs to build relationships and gain firsthand insights.
  • Forming Strategic Partnerships and Collaborations: Teaming up with innovative companies, research institutions, and startups in other regions to access specialized expertise and resources.
  • Establishing Remote Innovation Teams or Satellite Offices: Creating a physical presence in key global hubs to foster deeper engagement and tap into local talent pools.
  • Facilitating Cross-Cultural Knowledge Sharing: Creating internal mechanisms to share insights and learnings gained from global engagements across the organization.

Case Study 1: Procter & Gamble’s “Connect + Develop” Program

The Challenge: Accelerating Innovation and Expanding R&D Capabilities Beyond Internal Resources

Procter & Gamble (P&G), a global consumer goods giant, recognized that relying solely on its internal R&D capabilities would limit its ability to innovate at the speed required by the market. They understood that groundbreaking ideas and technologies were emerging from diverse sources around the world, far beyond their Cincinnati headquarters.

Tapping into Global Innovation:

P&G launched its “Connect + Develop” program with the explicit goal of sourcing more than 50% of its innovations from outside the company. This involved actively scouting for promising technologies, patents, and startups across the globe. They established a network of external partners, including universities, research institutions, small businesses, and individual inventors in innovation hubs worldwide. P&G created a user-friendly portal for external innovators to submit their ideas and actively participated in international innovation conferences and events to forge new connections. This open innovation approach allowed them to tap into a much wider pool of talent and ideas than they could access internally.

The Impact:

The “Connect + Develop” program has been widely successful for P&G. It has significantly accelerated their innovation pipeline, reduced R&D costs, and enabled them to bring new and improved products to market faster. By looking beyond their own backyard and actively engaging with global innovation hubs, P&G has demonstrated the power of open innovation to drive growth and maintain a competitive edge in a rapidly evolving global marketplace. Their commitment to external collaboration has become a cornerstone of their innovation strategy.

Key Insight: Actively seeking external partnerships and engaging with global innovation ecosystems can significantly accelerate an organization’s innovation capacity and provide access to a wider range of ideas and technologies.

Case Study 2: The Rise of Tel Aviv as a Global Cybersecurity Hub and Corporate Engagement

The Challenge: Staying Ahead of Evolving Cybersecurity Threats

Cybersecurity has become a paramount concern for organizations across all industries. The threat landscape is constantly evolving, with sophisticated attacks emerging from various corners of the globe. Traditional, internally focused security measures often struggle to keep pace with these rapid advancements.

Leveraging a Global Hub:

Tel Aviv, Israel, has emerged as a global powerhouse in cybersecurity innovation, boasting a high concentration of cutting-edge startups, research institutions, and specialized talent. Recognizing this, many multinational corporations have established a significant presence in Tel Aviv to tap into this vibrant ecosystem. This engagement takes various forms, including setting up R&D centers, investing in local startups, and forming strategic partnerships with Israeli cybersecurity firms. These companies understand that by being physically present in this global hub, they gain early access to groundbreaking technologies, can recruit top cybersecurity experts, and develop solutions that are at the forefront of the industry. The collaborative environment in Tel Aviv, fostered by government support and a culture of innovation, provides a unique advantage for companies seeking to bolster their cybersecurity defenses.

The Impact:

Companies that have strategically engaged with the Tel Aviv cybersecurity hub have significantly enhanced their ability to detect, prevent, and respond to cyber threats. By embedding themselves in this global center of expertise, they gain a deeper understanding of emerging threats and have access to innovative solutions that might not be available elsewhere. This case study illustrates how identifying and actively participating in specialized global innovation hubs can provide a critical advantage in rapidly evolving fields like cybersecurity, where staying ahead requires a global perspective and access to the latest breakthroughs.

Key Insight: Identifying and strategically engaging with specialized global innovation hubs can provide organizations with access to unique expertise, talent, and emerging technologies in critical and rapidly evolving fields.

Expanding Your Innovation Horizon

To truly unlock our potential for human-centered change and to develop solutions with global impact, we must cultivate a mindset of global engagement. By actively looking beyond our own backyard, building meaningful connections with innovation hubs around the world, and embracing the diversity of thought and expertise they offer, we can accelerate our innovation journeys and create a future where groundbreaking ideas can emerge from anywhere and benefit everyone.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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How Do You Judge Innovation: Guilty or Innocent?

How Do You Judge Innovation: Guilty or Innocent?

GUEST POST from Robyn Bolton

Several months ago, a colleague sent me a link to Roger Martin’s latest article, “The Presumption of Guilt: The Hidden Logical Barrier to Innovation.”  Even though the article was authored by one of the preeminent thinkers in the field of innovation and strategy (in 2017, Thinkers50 voted him the #1 most influential management thinker in the world), I didn’t have too much hope that I would read something new or interesting. After all, I read A LOT of articles, and 99 times out of 100, I’m disappointed (80 times out of 100, I roll my eyes so hard I give myself a headache).

This one blew my mind.

With just a few sentences and applying a well-known analogy, Martin explained a phenomenon that plagues every organization and kills most innovation.

Presumed Innocence is a fundamental human right

Martin begins by pointing out that in the legal systems of modern democracies, all citizens are presumed innocent until proven guilty beyond a reasonable doubt. In 1948, the United Nations extended this concept to all nations (not just democracies) in Article 11.1 of their Declaration of Human Rights.

The presumption of innocence is so important because “the presumption of guilt (or even neutrality) puts an almost impossible burden on the defendant. The State is strong and has resources far beyond that of the individual.”

Presumed Innocence is not a fundamental innovation right

Now let’s apply this analogy and the lens of presumption of innocence or guilt to business, arguably a field where we spend much more time and make far more judgments.

You, and your fellow decision-makers, are judges and jury.

It is up to you to determine whether the projects in front of you are innocent (worthy of additional investment) or guilty (not worthy).

If you presume all defendants are guilty, you place the burden of proof on them. They must prove beyond a reasonable doubt that they will succeed and are, therefore, worthy of investment.

If you presume all defendants are innocent, you place the burden of proof on yourself (or the business as a whole). You must prove beyond a reasonable doubt that they will fail.

What type of judge are you? What kind of decision-making system do you preside over? Do you presume guilt or innocence?

In most boardrooms, projects are presumed guilty.

Presumptions in practice

Let’s consider the two “defendants” (types of projects) that appear before you – core business projects and innovation projects.

Each defendant has a team of advocates. The core business typically has a large team with ample resources and a history of success. Innovation has a much smaller team with far fewer resources and few, if any, “in-market” successes.

To be fair, you ask the same questions of both defendants – questions about market growth, performance versus competitors, and what the P&L looks like.

The team advocating for the core business produces data-filled slides, reports from reputable third parties, and financials blessed by Finance. In the deluge of facts, you forget that all the data is about the past, and you’re making decisions about the future. You find the evidence compelling (or at least reassuring), determine that the team met their burden of proof, declare the Core Business innocent, and allocate additional funds and people.

Innovation’s team also comes with slides, reports, and financials, but it’s not nearly as compelling as what you just saw from the current business team. But you are a fair judge, so you ask most questions like

  • We believe we can get X% of a Total Addressable Market estimated to be Y
  • There are no direct competitors, but consumers rated this better than current solutions
  • We don’t have a 5-year NPV or P&L for this business at scale because we’re not asking for permission to launch. We’re asking for $100,000 to continue testing.

Believe? We need to know!

No direct competitors? Perhaps there’s a reason for that!

No P&L? I’m not going to throw scarce money away!

“Guilty!” you declare, “no more resources for you! Try again!”

This example illustrates what Roger Martin considers corporate innovation’s fatal flaw. In his article, he argues,

“the status quo must play the role of the prosecutor and prove that the innovation is guilty beyond a reasonable doubt. The innovation asserts its case, laying out the future that it imagines is plausible and explains the logic that buttresses the plausibility. The onus is on the status quo to demonstrate beyond a reasonable doubt that the innovation’s logic is flawed — e.g., the proposed economics are unrealistic, customers haven’t shown a hint of caring about the unique selling features of the innovation, competitors already have a lead on us in the proposed area, etc.

If the status quo can do so, then the innovation is guilty. If it can’t, then the innovation is not guilty, and the organization should invest.”

As much as I love the idea of requiring the status quo (managers? Executives? Stockholders?) to prove that investments should not be made (i.e., the default answer is “Yes” to all requests), it’s just not a practical solution.

Burden of proof as barrier

There’s another fundamental principle in our legal system that Martin doesn’t touch on: the burden of proof shifts as the stakes increase.

Specifically, the State’s burden of proof increases from warrant to arraignment to grand jury to trial. For example, the State must provide probable cause based on direct or other reliable information to get a warrant. But the State must prove guilt beyond a reasonable doubt when the defendant goes to trial and risks losing their freedom or even their life.

But in the example above, the questions (proof required) remained the same.

The questions were appropriate for the Current Business because it’s already in the market, consuming massive resources, and its failure would have a catastrophic impact on the company.

But the questions aren’t appropriate for innovation in its early days. In fact, they were the business equivalent of demanding proof of guilt beyond a reasonable doubt to get a search warrant. Instead, a judge evaluating a project in the early Design phase should ask for probable cause based on direct or other reliable information – observed consumer behavior, small-scale research findings, or simple prototypes.

The Verdict is In

I love the concept of Presumed Guilty vs. Presumed Innocent. I see it all the time in my work, and it is painfully prevalent in Innovation Council meetings and other boardrooms where managers sit as judge and jury over a project’s (ad a team’s) fate.

I want to flip the paradigm – To make “yes” the default instead of “No” and to require managers, the keepers of the status quo, to prove beyond a reasonable doubt that a project will fail.

But I don’t think it’s possible (if I’m wrong, PLEASE tell me!).

Instead, our best bet for true innovation justice is not to shift who bears the burden of proof but rather how heavy that burden is at various points. From probable cause when the stakes are low to beyond a reasonable doubt when they’re high. And certainly more than a ham sandwich at any point

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Designing Solutions That Resonate Deeply with Users

Empathy in Action

Designing Solutions That Resonate Deeply with Users

GUEST POST from Chateau G Pato

From my vantage point here in Washington state, amidst the vibrant tech scene and the natural beauty of the Pacific Northwest, I’m constantly reminded that truly impactful innovation is rooted in a deep understanding of human needs. We can develop the most technologically advanced products or the most efficient processes, but if they don’t resonate with the people they are intended to serve, they will ultimately fall short. The secret ingredient that transforms good ideas into breakthrough solutions is empathy – the ability to understand and share the feelings of others. It’s not just about understanding their stated needs, but delving deeper into their unspoken frustrations, their hidden desires, and their fundamental human experiences.

Empathy in design is not a soft skill; it is a critical capability that drives relevance, desirability, and ultimately, success. When we put ourselves in the shoes of our users, when we truly see the world through their eyes, we unlock insights that are simply not accessible through data analysis or market research alone. This deep understanding allows us to move beyond solving surface-level problems to addressing the core needs and pain points that truly matter. Empathy fuels creativity, guides our design decisions, and ensures that the solutions we create are not just functional, but also meaningful and impactful in people’s lives. It transforms the design process from a technical exercise into a deeply human endeavor.

Putting empathy into action requires a conscious and deliberate effort. It involves adopting a mindset of curiosity and humility, and actively engaging with users through various methods, including:

  • Immersive Observation: Observing users in their natural context to understand their behaviors, routines, and the challenges they face.
  • In-Depth Interviews: Engaging in open-ended conversations to uncover users’ motivations, feelings, and perspectives.
  • Empathy Mapping: Visually synthesizing user research to gain a holistic understanding of what users say, think, feel, and do.
  • Participatory Design: Involving users directly in the design process to co-create solutions that meet their needs.
  • Bodystorming and Role-Playing: Physically experiencing a user’s situation to gain a visceral understanding of their challenges.

Case Study 1: IDEO and the Redesign of Hospital Experiences

The Challenge: Reducing Anxiety and Improving the Patient Journey

The healthcare experience can often be stressful and disorienting for patients and their families. Traditional hospital design and processes often prioritize efficiency over emotional well-being. IDEO, a renowned design and innovation firm, recognized this disconnect and sought to redesign the hospital experience with a deep focus on empathy for patients and caregivers.

Empathy in Action:

IDEO’s team immersed themselves in the hospital environment, shadowing patients, nurses, and doctors. They observed the anxieties of patients navigating unfamiliar surroundings, the frustrations of nurses struggling with inefficient workflows, and the emotional toll on families. Through in-depth interviews, they uncovered the unspoken needs and fears of everyone involved. This empathetic understanding led to a range of human-centered design solutions, from clearer wayfinding signage and more comfortable waiting areas to redesigned patient rooms that offered greater control and privacy. They even developed tools to improve communication between patients and medical staff, addressing the feeling of being unheard or uninformed.

The Impact:

IDEO’s work in healthcare demonstrated the profound impact of empathy-driven design. The redesigned spaces and processes led to reduced patient anxiety, improved staff satisfaction, and better overall outcomes. By focusing on the human experience, IDEO was able to transform a traditionally stressful environment into one that was more supportive, comforting, and healing. This case study exemplifies how putting empathy into action can lead to innovative solutions that not only meet functional needs but also address the emotional and psychological well-being of users.

Key Insight: Immersing oneself in the user’s environment and deeply understanding their emotional experiences is crucial for designing healthcare solutions that prioritize well-being and improve outcomes.

Case Study 2: Airbnb and Designing for Trust in the Sharing Economy

The Challenge: Building Trust and Safety in a Novel Accommodation Platform

When Airbnb first emerged, it faced a significant challenge: how to build trust between strangers willing to open their homes to travelers and vice versa. The traditional hotel model had established mechanisms for safety and security, but the sharing economy platform relied on an entirely new dynamic. Without trust, the fundamental premise of Airbnb would collapse.

Empathy in Action:

The founders of Airbnb recognized that empathy was essential to overcoming this challenge. They spent considerable time engaging with early hosts and guests, trying to understand their anxieties and concerns. They asked themselves: What would make a host feel comfortable welcoming a stranger into their home? What would make a traveler feel safe staying in someone else’s property? This empathetic inquiry led to the development of key features designed to build trust, such as detailed host and guest profiles with photos and reviews, secure payment systems, and responsive customer support. They also focused on visual design and storytelling to create a sense of community and shared experience. By understanding the emotional needs of both hosts and guests, Airbnb was able to design a platform that fostered a sense of trust and safety, enabling the sharing economy to flourish in the accommodation sector.

The Impact:

Airbnb’s success is a testament to the power of empathy in designing for a new paradigm. By deeply understanding the trust-related anxieties of its users, the company was able to create a platform that resonated deeply and facilitated millions of successful stays worldwide. The features they developed, driven by empathy, not only addressed practical concerns but also fostered a sense of connection and belonging within the Airbnb community. This case highlights how empathy can be the foundation for building trust and driving the adoption of innovative, peer-to-peer business models.

Key Insight: Understanding and addressing the emotional needs and anxieties of users is paramount for building trust and facilitating the adoption of new and potentially unfamiliar platforms or services.

The Imperative of Empathy in Innovation

Across the globe, the most groundbreaking innovations are those that tap into fundamental human needs and desires. Empathy is not just a desirable trait for designers; it is the very engine of meaningful innovation. By actively cultivating our ability to understand and share the feelings of our users, we can move beyond creating mere solutions to designing experiences that truly resonate, build lasting relationships, and make a positive impact on people’s lives. In a world increasingly driven by technology, the human element, fueled by empathy, remains the most critical ingredient for creating a future where innovation serves humanity in profound and meaningful ways.

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.

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What Great Transformational Leaders Learn from Their Failures

What Great Transformational Leaders Learn from Their Failures

GUEST POST from Greg Satell

We tend to think of transformational leaders emerging fully actualized. We look for early indications of promise, sure that there must have been nascent signs of greatness from the start. It’s hard to imagine those that attain the highest level of achievement are anything less than destined for greatness.

While talent clearly plays an important role in success, most talented people live their lives without any great distinction. Some attain some moderate level of achievement, but simply go unnoticed. Others even fail miserably. A few hit on the right mix of luck, skill, time and place that catapults them to greatness.

What’s interesting about the stories behind so many of those of remarkable achievement is how they often begin with heartbreaking tales of desperation and failure. Yet, those failures didn’t define their path. In fact, very much the opposite. It is what they learned from their early struggles and failures that helped make them the historic figures we know today.

The Prelude to a Miracle Year

When we think of Albert Einstein, we inevitably conjure up images of the icon rather than the man. We see Einstein with his wild hair and his tongue sticking out or Einstein as a playful old man, riding a bicycle. We remember his cheerful confidence and his easy comfort with his own genius. He wasn’t always that way.

The younger Einstein, the one who actually came up with the ideas that established his place in history rather than the world-famous scientist he became, was far different. Reeling from chronic unemployment and a troubled marriage, he fell into a deep depression, became nearly suicidal and wrote to his sister in a letter:

What depresses me most is the misfortune of my poor parents who have not had a happy moment for so many years. What further hurts me deeply is that as an adult man, I have to look on without being able to do anything. I am nothing but a burden to my family…It would be better off if I were not alive at all.

His father would pass away a few years later. By that time, the young Albert Einstein did find work as a lowly government clerk. Soon after, in 1905, he unleashed four papers in quick succession that would change the world. It was an accomplishment so remarkable that it is now referred to as his miracle year.

Einstein’s years of struggle changed him. The brash, arrogant boy became a very different man, open to the ideas of others. In 1924, by this time world famous, he received a letter from an obscure Indian physicist named Satyendra Bose. Many would have simply ignored it, but he took interest, translated it from English to German himself and submitted it to a journal.

The paper proved to be a breakthrough and Bose was nominated for a Nobel Prize. Einstein, for his part, is remembered as much for his humanity as for his genius.

Gandhi’s Himalayan Miscalculation

In 1919, Mahatma Gandhi initiated a campaign of civil disobedience, including the sale of banned literature, fasting, prayer and work stoppages, to protest the oppressive Rowlatt Acts the British had recently passed. These were an immediate success, but soon turned disastrous and ultimately ended with the massacre at Amritsar.

He would later call this his Himalayan miscalculation. “I realized that before a people could be fit for offering civil disobedience, they should thoroughly understand its deeper implications,” he would later write. So, Gandhi spent a decade doing just that, training a cadre of followers in his philosophy of Satyagraha or ‘truth force’.

Another opportunity would present itself a decade later, when the Indian National Congress asked Gandhi to design a campaign of civil disobedience in support of independence. This time, rather than rashly calling for national action, he meditated for weeks before deciding to march 240 miles with a limited number of followers to defy the British salt laws.

Today, the Salt March is known as Gandhi’s greatest triumph. It was the first time that the British was forced to negotiate with the Indians and, because it demonstrated that the Raj could be defied, helped lead to Indian independence in 1947. Yet without that earlier failure, it would likely not have been possible.

Mandela’s Rivonia Trial

In 1964, Nelson Mandela stood in court at what is now known as the Rivonia Trial accused of sabotage, a crime for which he was surely guilty. Many believed he would be sentenced to death. Yet rather than succumb to his fate, he decided to use the trial to showcase his values in a speech that would be remembered as a key moment in South African history.

“I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities,” Mandela said. “It is an ideal, which I hope to live for and to achieve. But if it needs be, it is an ideal for which I am prepared to die.”

He was sentenced to life in prison and would serve 27 years. During his incarceration, his statements were banned from public consumption. The Apartheid regime thought that by imprisoning both his body and his ideas that both would eventually die out. They were wrong on all counts. In prison, Mandela became a symbol of the injustice of the Apartheid system.

When Mandela was finally released and rose to become President of South Africa, he stayed true to the ideals he spoke of in that famous speech. Although many of his political allies urged him to seek retribution, he pushed for reconciliation. He won the Nobel Peace Prize in 1993.

Transformation is Always a Journey, Never a Destination

Today, Einstein, Gandhi and Mandela have become iconic figures. Einstein has become synonymous with genius, Gandhi with dignity and Mandela with courage. Yet they didn’t simply emerge fully formed. It was, in large part, their struggles that shaped the men they would become.

Einstein, although clearly a genius, couldn’t find a job at a university. As a young lawyer, Gandhi was so shy he couldn’t bring himself to address the court. Mandela started out as an extreme black nationalist. “I was angry at the white man, not at racism,” he would later write. They would all evolve and grow over time.

As I wrote in Cascades, transformation is always a journey, never a destination. We don’t idolize Einstein just for his equations, but also for his humanity. We remember Gandhi not for the violence he unleashed in 1919, but for the peace he helped to bring about later on. Most people have never heard Mandela’s famous speech, but his ability to forgive and reconcile shaped an entire nation and inspired the world.

In a sense, it’s a shame that we hear so much about triumphs and so little about the dark times of our heroes. It was, to a large extent, those early struggles that led to their greatness, not the failures themselves, but finding the will and strength to see it all through. Clearly, we are going through some dark times ourselves right now, but our journey is not over. Our future is ours to make.

— Article courtesy of the Digital Tonto blog
— Image credit: Wikimedia Commons

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Ethical AI in Innovation

Ensuring Human Values Guide Technological Progress

Ethical AI in Innovation

GUEST POST from Art Inteligencia

In the breathless race to develop and deploy artificial intelligence, we are often mesmerized by what machines can do, without pausing to critically examine what they should do. The most consequential innovations of our time are not just a product of technical prowess but a reflection of our values. As a thought leader in human-centered change, I believe our greatest challenge is not the complexity of the code, but the clarity of our ethical compass. The true mark of a responsible innovator in this era will be the ability to embed human values into the very fabric of our AI systems, ensuring that technological progress serves, rather than compromises, humanity.

AI is no longer a futuristic concept; it is an invisible architect shaping our daily lives, from the algorithms that curate our news feeds to the predictive models that influence hiring and financial decisions. But with this immense power comes immense responsibility. An AI is only as good as the data it is trained on and the ethical framework that guides its development. A biased algorithm can perpetuate and amplify societal inequities. An opaque one can erode trust and accountability. A poorly designed one can lead to catastrophic errors. We are at a crossroads, and our choices today will determine whether AI becomes a force for good or a source of unintended harm.

Building ethical AI is not a one-time audit; it is a continuous, human-centered practice that must be integrated into every stage of the innovation process. It requires us to move beyond a purely technical mindset and proactively address the social and ethical implications of our work. This means:

  • Bias Mitigation: Actively identifying and correcting biases in training data to ensure that AI systems are fair and equitable for all users.
  • Transparency and Explainability: Designing AI systems that can explain their reasoning and decisions in a way that is understandable to humans, fostering trust and accountability.
  • Human-in-the-Loop Design: Ensuring that there is always a human with the authority to override an AI’s judgment, especially for high-stakes decisions.
  • Privacy by Design: Building robust privacy protections into AI systems from the ground up, minimizing data collection and handling sensitive information with the utmost care.
  • Value Alignment: Consistently aligning the goals and objectives of the AI with core human values like fairness, empathy, and social good.

Case Study 1: The AI Bias in Criminal Justice

The Challenge: Automating Risk Assessment in Sentencing

In the mid-2010s, many jurisdictions began using AI-powered software, such as the COMPAS (Correctional Offender Management Profiling for Alternative Sanctions) algorithm, to assist judges in making sentencing and parole decisions. The goal was to make the process more objective and efficient by assessing a defendant’s risk of recidivism (reoffending).

The Ethical Failure:

A ProPublica investigation in 2016 revealed a troubling finding: the COMPAS algorithm was exhibiting a clear racial bias. It was found to be twice as likely to wrongly flag Black defendants as high-risk compared to white defendants, and it was significantly more likely to wrongly classify white defendants as low-risk. The AI was not explicitly programmed with racial bias; instead, it was trained on historical criminal justice data that reflected existing systemic inequities. The algorithm had learned to associate race and socioeconomic status with recidivism risk, leading to outcomes that perpetuated and amplified the very biases it was intended to eliminate. The lack of transparency in the algorithm’s design made it impossible for defendants to challenge the black box decisions affecting their lives.

The Results:

The case of COMPAS became a powerful cautionary tale, leading to widespread public debate and legal challenges. It highlighted the critical importance of a human-centered approach to AI, one that includes continuous auditing, transparency, and human oversight. The incident made it clear that simply automating a process does not make it fair; in fact, without proactive ethical design, it can embed and scale existing societal biases at an unprecedented rate. This failure underscored the need for rigorous ethical frameworks and the inclusion of diverse perspectives in the development of AI that affects human lives.

Key Insight: AI trained on historically biased data will perpetuate and scale those biases. Proactive bias auditing and human oversight are essential to prevent technological systems from amplifying social inequities.

Case Study 2: Microsoft’s AI Chatbot “Tay”

The Challenge: Creating an AI that Learns from Human Interaction

In 2016, Microsoft launched “Tay,” an AI-powered chatbot designed to engage with people on social media platforms like Twitter. The goal was for Tay to learn how to communicate and interact with humans by mimicking the language and conversational patterns it encountered online.

The Ethical Failure:

Within less than 24 hours of its launch, Tay was taken offline. The reason? The chatbot had been “taught” by a small but malicious group of users to spout racist, sexist, and hateful content. The AI, without a robust ethical framework or a strong filter for inappropriate content, simply learned and repeated the toxic language it was exposed to. It became a powerful example of how easily a machine, devoid of a human moral compass, can be corrupted by its environment. The “garbage in, garbage out” principle of machine learning was on full display, with devastatingly public results.

The Results:

The Tay incident was a wake-up call for the technology industry. It demonstrated the critical need for **proactive ethical design** and a “safety-first” mindset in AI development. It highlighted that simply giving an AI the ability to learn is not enough; we must also provide it with guardrails and a foundational understanding of human values. This case led to significant changes in how companies approach AI development, emphasizing the need for robust content moderation, ethical filters, and a more cautious approach to deploying AI in public-facing, unsupervised environments. The incident underscored that the responsibility for an AI’s behavior lies with its creators, and that a lack of ethical foresight can lead to rapid and significant reputational damage.

Key Insight: Unsupervised machine learning can quickly amplify harmful human behaviors. Ethical guardrails and a human-centered design philosophy must be embedded from the very beginning to prevent catastrophic failures.

The Path Forward: A Call for Values-Based Innovation

The morality of machines is not an abstract philosophical debate; it is a practical and urgent challenge for every innovator. The case studies above are powerful reminders that building ethical AI is not an optional add-on but a fundamental requirement for creating technology that is both safe and beneficial. The future of AI is not just about what we can build, but about what we choose to build. It’s about having the courage to slow down, ask the hard questions, and embed our best human values—fairness, empathy, and responsibility—into the very core of our creations. It is the only way to ensure that the tools we design serve to elevate humanity, rather than to diminish it.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

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The Problems with ‘I’ll eat what you kill’ Arrangements​

The Problems with 'I'll eat what you kill' Arrangements​

GUEST POST from Arlen Meyers, M.D.

As more health professionals get involved with biomedical and clinical innovation and entrepreneurship, some are becoming advisors, mavens, salespeople, consultants and connectors. As such they are hired to help potential clients or employers meet benchmarks or the next critical success factor. In many instances, that means finding investors or helping to raise money for their early-stage company, newco or startup.

The success fee model also applies to sales and marketing, where the advisor is hired to source leads, leverage their relationships and networks and work around the gatekeepers of decision makers. They only get paid if contacts eventually buy the product.

Most say they do not have money to pay a retainer or recurrent cash payment so, instead they offer equity or some form of incentive or success fee model. Unfortunately, if you are considering such an “I eat what you kill” model, it comes with some problems:

  1. You might be running afoul of SEC regulations concerning raising private money if you are not a registered broker dealer
  2. If you are compensated with equity, the vesting schedule and amounts may not be mutually agreeable
  3. The company might not have the business development, sales operations, CRM or customer success infrastructure or people to follow up on leads and convert them to investors and track them back to you
  4. The client does not give you regularly scheduled updates on performance
  5. The client has unrealistic expectations about your ability to raise money from members of your network
  6. The client does not have a valid fundraising plan with the appropriate target investors
  7. After making an introduction or handoff, the result is no longer related to your efforts, much like a dating service
  8. There may be conflicts of interest for the advisor
  9. You may damage your reputation or personal brand if you are not transparent about your role
  10. You may not have the necessary education, skills, attitudes and competencies to raise money

11. The company or CEO you work for does not have the infrastructure, people or knowledge to close deals that you have sourced or people you have referred. Here are some reasons why and what they can do about getting a bigger ROI on their digital marketing tactics.

If you are asked to help a startup raise money, keep these issues in mind before agreeing to negotiated terms and conditions. Better to find your own meals than relying on eating what someone else kills.

Image Credit: Pixabay

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