Why Stupid Questions Are Important to Innovation

Why Stupid Questions Are Important to Innovation

GUEST POST from Greg Satell

16 year-old girl Gracie Cunningham created a firestorm recently when she posted a video to TikTok asking “is math real?” More specifically, she wanted to know why ancient mathematicians came up with algebraic concepts such as “y=mx+b.” “What would you need it for?” she asked, when they didn’t even have plumbing.

The video went viral on twitter, gathering millions of views and the social media universe immediately pounced, with many ridiculing how stupid it was. Mathematicians and scientists, however, felt otherwise and remarked how profound her questions were. Cornell’s Steve Strogatz even sent her a thoughtful answer to her question.

We often overlook the value of simple questions, because we think intelligence has something to do with ability to recite rote facts. Yet intellect is not about knowing all the answers, but in asking better questions. That’s how we expand knowledge and gain deeper understanding. In fact, the most profound answers often come from seemingly silly questions.

What Would It Be Like to Ride on a Bolt of Lightning?

Over a century ago, a teenage boy not unlike Gracie Cunningham asked a question that was seemingly just as silly as hers. He wanted to know what it would be like to ride on a bolt of lightning shining a lantern forward. Yet much like Gracie’s, his question belied a deceptive profundity. You see, a generation earlier, the great physicist James Clerk Maxwell published his famous equations which established that the speed of light was constant.

To understand why the question was so important, think about riding on a train that’s traveling at 40 miles an hour and tossing a ball forward at 40 miles an hour. To you, the ball appears to be traveling at 40 miles an hour, but to someone standing still outside the train the ball would appear to be going 80 miles an hour (40+40).

So now you can see the problem with riding on a bolt of lightning with a lantern. According to the principle by which the ball on the train appears to be traveling at 80 miles an hour, the light from the lantern should be traveling at twice the speed of light. But according to Maxwell’s equations, the speed of light is fixed.

It took Albert Einstein 10 years to work it all out, but in 1905, he published his theory of special relativity, which stated that, while the speed of light is indeed constant, time and space are relative. As crazy as that sounds, you only need to take a drive in your car to prove it’s true. GPS satellites are calibrated according to Einstein’s equations, so if you get to where you want to go you have, in a certain sense, proved the special theory of relativity.

A bit later Einstein asked another seemingly silly question about what it would be like to travel in an elevator in space, which led him to his general theory of relativity.

Who Shaves the Barber’s Beard?

Around the time young Albert Einstein was thinking about riding on a bolt of lightning, others were pondering an obscure paradox about a barber, which went something like this:

If the barber shaves every man who does not shave himself, who shaves the barber?

If he shaves himself, he violates the statement and if he doesn’t shave himself, he also violates the statement.

Again, like Gracie’s question, the barber’s paradox seems a bit silly and childish. In reality it is a more colloquial version of Russell’s paradox about sets that are members of themselves, which shook the foundations of mathematics a century ago. Statements, such as 2+2=4, are supposed to be either true or false. If contradictions could exist, it would represent a massive hole at the center of logic.

Eventually, the crisis came to a head and David Hilbert, the greatest mathematician of the age, created a program of questions that, if answered in the affirmative, would resolve the dilemma. To everyone’s surprise, in short order, a young scholar named Kurt Gödel would publish his incompleteness theorems, which showed that a logical system could be either complete or consistent, but not both.

Put more simply, Gödel proved that every logical system would always crash. It was only a matter of time. Logic would remain broken forever. However, there was a silver lining to it all. A few years later, Alan Turing would build on Gödel’s work in his paper on computability, which itself would usher in the new era of modern computing.

Why Can’t Our Immune System Kill Cancer Cells?

The idea that our immune system could attack cancer cells doesn’t seem that silly on the surface. After all, it not only regularly kills other pathogens, such as bacteria, viruses and, in some cases, such as with autoimmune disorders like multiple sclerosis, lupus and rheumatoid arthritis, even attacks our own cells. Why would it ignore tumors?

Yet as Charles Graeber explains in his recent book, The Breakthrough, for decades most of the medical world dismissed the notion. Yes, there had been a few scattered cases in which cancer patients who had a severe infection had seen their tumors disappear, but every time they tried to design an actual cancer therapy based on immune response it failed miserably.

The mystery was eventually solved by a scientist named Jim Allison who, in 1995, had an epiphany. Maybe, he thought, that the problem wasn’t that our immune system can’t identify and attack cancer cells, but rather that the immune response is impeded somehow. He figured if he could block that process, it would revolutionize cancer care.

Today, cancer immunotherapy is considered to be the 4th pillar of cancer treatment and nobody questions whether our immune system can be deployed to fight cancer. Jim Allison won the Nobel Prize for his work in 2018.

The Power of a Question

Answers are easy. They resolve matters. Questions are harder. They point out gaps in our knowledge and inadequacies in our understanding. They make us uncomfortable. That’s why we are so apt to dismiss them altogether. So we can go about our business unhindered.

So it shouldn’t be surprising that young Gracie Cunningham’s TikTok garnered such strong reactions. It’s much easier to dismiss questions as silly than to take them on. That’s why Einstein was reduced to working in a patent office rather than at a university, why so many dismissed Russell’s paradox as meaningless and why Jim Allison had doors shut in his face for three years before he found a company willing to invest in his idea.

Yet what should also be obvious by now is that there is enormous value in raising questions that challenge things that we think we already know. Before questions were raised, it seemed obvious that time and space are absolute, that logical statements are either true or false and that our immune system can’t fight cancer.

The truth is that great innovators are not necessarily smarter, harder working or more ambitious than anyone else, but rather those who are constantly looking for new questions to ask and new problems to solve.

— Article courtesy of the Digital Tonto blog
— Image credit: Pixabay

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Overcoming Barriers to Organizational Innovation

Overcoming Barriers to Organizational Innovation

GUEST POST from Art Inteligencia

Innovation within organizations is often heralded as the key to survival and growth in today’s rapidly evolving marketplace. Yet, even in the most forward-thinking companies, barriers to innovation can emerge. These barriers can take many forms, from cultural inertia to structural pitfalls, yet they are not insurmountable. In this article, I will explore strategies to overcome these barriers, supported by compelling case studies that demonstrate real-world application.

Identifying Barriers to Innovation

Before launching into solutions, it is crucial to identify common barriers to innovation within organizations:

  • Cultural Resistance: A mindset fixed on traditional methods can hinder new ideas.
  • Structural Rigidity: Hierarchical and rigid structures that stifle creativity and rapid decision-making.
  • Resource Constraints: Limited budget, time, or personnel can slow down innovative efforts.
  • Lack of Vision: Unclear goals or a lack of strategic direction can leave innovation efforts scattered.

Strategies for Overcoming Barriers

To overcome these barriers, organizations must adopt a multifaceted approach:

  • Foster a Culture of Innovation: Encourage risk-taking and experimentation. Implement programs and incentives that motivate employees to think creatively.
  • Enhance Organizational Flexibility: Re-evaluate existing structures to support cross-functional teams and agile methodologies.
  • Strategically Allocate Resources: Prioritize funding and time for projects that align with innovation goals.
  • Clarify Vision and Goals: Develop clear innovative goals and align them with the overall organizational strategy.

Case Study 1: Google’s 20% Time

Google has long been admired for its innovative culture, in part due to its famous “20% time” policy. This approach allows employees to spend 20% of their work time on projects they are passionate about. While the policy has evolved over time, its essence remains significant in encouraging creativity and innovation.

One of the most famous outcomes of this initiative is Gmail, which emerged from an employee’s 20% project. By fostering a culture that encourages exploration and autonomy, Google successfully overcomes cultural and structural barriers, allowing employees to innovate and contribute beyond their immediate roles.

Lessons Learned:

  • Employee Autonomy: Granting employees time for creative exploration can lead to breakthrough innovations.
  • Cultural Support: A supportive culture can transform good ideas into remarkable products.

Case Study 2: 3M’s Innovation Programs

Another stellar example is 3M, renowned for its commitment to innovation, giving rise to iconic products like the Post-it Note. 3M’s innovation success is driven by programs that encourage and reward innovation efforts. Their longstanding “15% rule” allows employees to dedicate 15% of their work time to pursue projects of interest.

3M’s culture is also underpinned by recognition mechanisms that celebrate successful projects and offer pathways for career advancement for innovators. This structure not only fosters a constant flow of new ideas but also aligns employee incentives with organizational innovation goals.

Lessons Learned:

  • Structured Innovation Programs: Formal innovation programs with direct time allocations can lead to sustained innovative outcomes.
  • Recognition and Reward: Celebrating innovation and offering advancement opportunities motivates continual creative efforts.

Conclusion

Organizations that excel in overcoming barriers to innovation do so through conscious, strategic actions. By fostering a nurturing culture, promoting flexibility, strategically allocating resources, and providing clear vision and goals, organizations like Google and 3M have demonstrated how to convert potential barriers into opportunities for growth and differentiation. The journey towards a truly innovative organization requires commitment, but the rewards—both tangible and intangible—are profound and enduring.

Embrace these strategies to empower your organization to push the boundaries of innovation and achieve unparalleled success.

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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What will it take to create a national medical records system?

What will it take to create a national medical records system?

GUEST POST from Arlen Meyers, M.D.

Almost every person that has experienced the US sickcare system has been frustrated by the lack of data interoperability. We are all paying the costs, now pegged at $4.1T. About $1T of the tab is waste.

Here is the case for data interoperability.

Larry Ellison, the CEO of Oracle, is the latest person who says he wants his company to fix that.

Like those that preceded him, he will face:

  1. Stakeholders that don’t play nice with each other
  2. An enormous cost
  3. Trying to create a VAST business model
  4. Inconsistent technical standards
  5. Competition
  6. The lack of a national patient unique identifier system
  7. Privacy and confidentiality issues
  8. A highly regulated system for patients sharing their data
  9. End user resistance to dissemination and implementation
  10. Cybersecurity
  11. Connecting the kaleidoscope of the disparate elements of the US sickcare system of systems, like the VA, safety net hospitals, rural hospitals, academic centers and DOD facilities
  12. Combining financial data with clinical data
  13. Combining research data with clinical care data
  14. Varying levels of data maturity in the system
  15. Accessing data that is created outside of traditional medical service facilities
  16. The growth of retail sickcare and sicktech companies
  17. Harnessing data from the internet of medical things
  18. Integrating artificial intelligence to not only achieve the quintuple aim, but also create shareholder value that will conflict with one another
  19. Winning the “cloud wars”
  20. The lack of trust and growing sickcare technoskepticism
  21. The Cerner VA implentation FUBAR halo effects.
  22. Changing the EMR “SHIT” -single most hated information technology- to a whole product solution
  23. Accessing unstructured data on social media sites
  24. Governance of the enterprise
  25. Regulatory oversight of software as a medical device and digital therapeutics
  26. Low levels of sickcare professional and patient data literacy
  27. Barriers to international data sharing in a era of pandemics and required rapid response
  28. Fax facts
  29. Push back from patients who want to be paid for their data
  30. Decentralized clinical trial data issues
  31. DEI
  32. Leaderpreneurship skills
  33. UI/UX Will he eliminate passwords?

Wouldn’t it be nice if Sickcare USA, Inc. could provide you with the same experience as your bank ATM system?

Is Larry really the smartest person or just in the wrong room?

Image Credit: Pixabay

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Balancing User Needs with Business Goals

Balancing User Needs with Business Goals

GUEST POST from Chateau G Pato

As a thought leader in human-centered change and innovation, my passion lies in exploring how businesses can thrive by aligning user needs with their core objectives. This synergy is essential for creating solutions that resonate with customers while driving sustainable growth. In this article, I will discuss strategies for achieving this balance, supported by real-world case studies.

Understanding the Nexus

At the core of product innovation and business strategy is the delicate dance of understanding and balancing user needs with business goals. While businesses need to generate revenue and grow, their products and services must also solve real problems and create value for users.

Strategy 1: User-Centered Design Thinking

Design thinking has emerged as a vital framework in bridging the gap between user needs and business goals. By focusing on empathy, ideation, and iterative testing, organizations can create solutions that delight users and fulfill business objectives.

Case Study: Airbnb

Airbnb’s success story is a testament to the power of user-centered design. Initially, the platform faced challenges in its value proposition. By engaging deeply with both hosts and guests, Airbnb identified key pain points, such as trust and safety concerns. The company implemented features like secure payments, verified IDs, and a robust review system. These changes not only addressed user needs but also drove Airbnb’s growth by building a trusted community.

The alignment of user needs with business strategy enabled Airbnb to expand its market share and build a sustainable business model that aligned perfectly with its goals of diversification and global reach.

Strategy 2: Agile Development and Feedback Loops

Agile methodologies emphasize flexibility and rapid iteration, allowing businesses to adapt quickly to changing user needs and market conditions. By creating continuous feedback loops with users, companies ensure that their products and services remain relevant and valuable.

Case Study: Spotify

Spotify exemplifies the application of agile principles in its product development. The company regularly gathers user feedback and analyzes listener behavior to enhance its offering. Through features like Discover Weekly and playlist curation, Spotify has continually innovated to meet evolving user needs.

By aligning its user-focused agility with its business goal of becoming the world’s top music streaming service, Spotify has seen tremendous growth in both user engagement and subscription revenue.

Strategy 3: Metrics that Matter

Identifying the right metrics is vital in balancing user needs with business goals. Instead of relying solely on traditional financial metrics, businesses must adopt user-focused KPIs such as Customer Satisfaction Score (CSAT), Net Promoter Score (NPS), and user engagement metrics. These indicators provide insights into how well the company’s offerings align with user expectations.

A company deeply committed to understanding user satisfaction and aligning it with its growth strategy exemplifies this approach.

Conclusion

Balancing user needs with business goals is an intricate yet rewarding endeavor. By adopting user-centered design thinking, agile development practices, and the right performance metrics, companies can unlock unprecedented growth and innovation. The stories of Airbnb and Spotify provide valuable lessons on how aligning user empathy with strategic objectives can lead to enduring success.

Ultimately, when businesses genuinely listen to their users while maintaining a keen eye on their goals, they create a harmonious ecosystem where innovation and growth can flourish.

Embrace this balance, and watch as your organization transforms challenges into opportunities for remarkable success.

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: Pixabay

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How to Foster a Growth Mindset in Turbulent Times

How to Foster a Growth Mindset in Turbulent Times

GUEST POST from Art Inteligencia

In a world where change is the only constant, fostering a growth mindset is crucial for both personal and organizational resilience. In turbulent times, when uncertainty looms large, the ability to adapt, learn, and innovate becomes imperative. A growth mindset, the belief that abilities can be developed through dedication and hard work, not only unlocks personal potential but also molds an agile and robust organization.

Understanding the Growth Mindset

The concept of a growth mindset, popularized by psychologist Carol Dweck, is a foundational principle in the exploration of human potential. It contrasts the fixed mindset, which sees abilities as static and unchangeable. In times of change, it’s the growth mindset that empowers people to embrace challenges, persevere in the face of setbacks, and view effort as a path to mastery.

The Importance of a Growth Mindset During Uncertainty

During uncertain times, organizations face challenges that require innovative solutions and adaptive thinking. A growth mindset encourages teams to explore new avenues, learn from failures, and stay resilient despite difficulties. Here’s how organizations can foster this mindset:

  • Encourage Learning: Create an environment where continuous learning is valued. Offer opportunities for training, development, and creative exploration.
  • Embrace Failure as Learning: Redefine failure as a stepping stone to success. Encourage employees to share lessons from their mistakes.
  • Promote Collaborative Problem Solving: Encourage cross-functional teams to bring diverse perspectives and collaboratively solve complex problems.

Case Studies

Case Study 1: Intuit – Innovating in Financial Turbulence

Intuit, the creators of QuickBooks and TurboTax, faced significant challenges during the 2008 financial crisis. With a sudden drop in consumer spending, Intuit’s leadership realized that they needed to adapt quickly to survive. They adopted a growth mindset across the organization by encouraging a culture of experimentation.

Intuit introduced the “Design for Delight” principles, focusing on deep customer empathy, going broad to go narrow, and rapid experimentation. Teams were empowered to act like startups, iterating solutions quickly and learning from each iteration. This mindset fostered an environment where employees could innovate boldly and adaptively, keeping Intuit competitive in the face of economic adversity. By embracing the growth mindset, Intuit not only survived but thrived, unlocking several new growth opportunities.

Case Study 2: Microsoft – Transformation Under Pressure

When Satya Nadella became CEO of Microsoft in 2014, the company was seen as rigid and stagnant. To combat this, Nadella introduced a transformative growth mindset culture throughout the organization. He encouraged teams to shift from a “know-it-all” attitude to a “learn-it-all” curiosity-driven approach.

By promoting diverse perspectives, investing in employee development, and valuing innovation over authority, Microsoft reignited its innovation engine. The company embraced openness to new ideas and technologies, significantly expanding its cloud computing offerings with Azure and emerging as a key player in AI and machine learning. This transformation propelled Microsoft to unprecedented growth and influence, emphasizing the power of a growth mindset during organizational change.

Practical Steps to Foster a Growth Mindset

Organizations can take several practical steps to embed a growth mindset culture:

  • Lead by Example: Leadership must model the growth mindset by being open to feedback, acknowledging their own learning journeys, and demonstrating resilience.
  • Create Safe Environments for Risk-Taking: Encourage employees to step out of their comfort zones by providing psychological safety and recognizing innovative efforts.
  • Celebrate Effort and Progress: Focus on rewarding effort and progress, not just outcomes. Recognizing perseverance and learning motivates further growth.

Conclusion

In times of turbulence, a growth mindset becomes the compass guiding individuals and organizations through the storm. By promoting continuous learning, valuing diverse perspectives, and creating a culture that encourages experimentation and resilience, organizations can not only navigate uncertainty but also emerge stronger and more innovative than ever before.

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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Customer Experience – The Forever Gift

Customer Experience - The Forever Gift

GUEST POST from Shep Hyken

Nothing lasts forever … or does it?

If something could last forever, what would the business model look like? Products could include a lifetime guarantee with a marketing message that says, “Buy it today and never have to buy it again.”

Think about it. If the marketing message is true, you’ll never have to spend another dime on that product. This is a tempting proposition for the customer, but it doesn’t sound as appealing for the company that offers this lifetime guarantee. If the company keeps its promise, it will never have you back as a repeat customer. It’s a one-time sale. Or is it?

Everything I talk and write about is based on a customer experience that gets people to say, “I’ll be back.” But maybe the goal doesn’t always have to be getting the customer to come back. Maybe it’s about a product the customer buys only once. And that product does what it’s supposed to do, but the experience during the buying process was so good that while the customer doesn’t come back, they tell everyone else about it. That means one customer could equal many more customers.

Google the search term “products that last a lifetime,” and you will find plenty of them—everything from All-Clad cookware to Zippo lighters and everything in between.

These companies create products that do last a lifetime. Because the quality is so good, either the customer tells others (great word-of-mouth marketing), comes back to buy the product as a gift for someone else (so maybe there is an opportunity for repeat business) or returns to buy other products the company offers. The point is that the guarantee builds trust. The experience creates confidence. That combination makes customers want to come back.

I bought a set of Cutco steak knives. They have a lifetime guarantee. The salesperson said I would never buy another set of knives again. The salesperson was almost right. I didn’t buy another set of knives for myself, but I did buy some as a gift. Point made!

But it goes further. Cutco sells more than steak knives. It sells bread knives, paring knives, carving knives and more. I may never buy another set of steak knives, but I need other knives—and I’ve bought them, all with similar lifetime guarantees.

Speaking of Cutco, my friend, John Ruhlin, is the No. 1 Cutco knife salesperson in the world. He’s also the foremost expert on gifting and the bestselling author of Giftology. He recently wrote about the Centennial Light Bulb, which inspired me to write this article. For those not familiar, it’s the longest-running lightbulb in history. So far, it’s been on for more than 1 million hours—that’s more than 121 years! Ruhlin says, “This lightbulb is proof that manufacturers could make long-lasting products. But they don’t. Because where’s the money in an iPhone that lasts forever?”

Actually, there’s a lot of money in an iPhone that lasts forever. Let’s say that Apple did create an iPhone that would last forever. You’d still purchase accessories such as screen protectors, earbuds and more. That’s nice, but there’s a bigger picture. Apple is not going to stop with that version of the iPhone. It will make updated versions. While some people will take pride in carrying around an antique phone, others (as in most) will want the latest and greatest, despite the lifetime guarantee.

While Ruhlin’s angle is about creating a gifting experience that builds a relationship forever, I’m approaching this subject with the idea that with the right experience, you get customers to either come back or talk about you forever! As a business, even if you aren’t gifting your customers a tangible item, you are gifting them an experience. Okay, gifting may not be the right word. How about giving? The customer wants and expects that experience, and when you give it to them, they come back. Even if your product is one that lasts forever, sell it with an experience that gets customers to talk about you, and, even better, gets them to say, “I want more of that.”

This article originally appeared on Forbes

Image Credit: Shep Hyken

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Implementing AI in Small Businesses

Implementing AI in Small Businesses

GUEST POST from Chateau G Pato

Artificial Intelligence (AI) has rapidly progressed from a futuristic ideal to a strategic business imperative. Small businesses, key drivers of innovation, stand to benefit tremendously from AI’s transformative potential. Yet, many remain uncertain about how to effectively integrate AI into their operations. This article explores practical steps and illustrative case studies to demystify AI implementation for small businesses.

Understanding AI’s Potential

AI technologies, encompassing machine learning, natural language processing, and data analytics, offer small businesses the opportunity to enhance efficiency, improve customer experience, and innovate product offerings. By understanding these capabilities, businesses can identify areas where AI could deliver the most value.

Steps for Implementing AI

1. Identify Pain Points

Begin by assessing your business operations to identify challenges or repetitive processes that could be optimized with AI. This could range from automating customer service inquiries to analyzing customer data for insights.

2. Research AI Solutions

Once you’ve pinpointed specific needs, research AI tools that align with these requirements. Consider scalability, integration capabilities, and cost-effectiveness when evaluating potential solutions.

3. Start Small

Begin with a pilot program to test selected AI technologies. This approach helps mitigate risks and provides valuable insights into how AI performs within your business environment.

4. Training and Adaptation

Ensure your team is on board with AI implementation. Provide the necessary training to help employees understand and work alongside these new technologies.

5. Measure and Iterate

Measure the impact of AI tools on your business outcomes. Use data-driven insights to refine and expand your AI strategies incrementally.

Case Studies

Case Study 1: AI in Retail – Boutique Elegance

Boutique Elegance, a small clothing store, faced difficulties in managing inventory and understanding customer preferences. By implementing an AI-driven inventory management system, they reduced stockouts by 30% and optimized inventory levels. The AI analyzed sales data to predict future trends and customer preferences, enabling the store to adjust its offerings accordingly. As a result, customer satisfaction increased, and Boutique Elegance saw a revenue growth of 20% over six months.

Case Study 2: AI in Service Industry – TechFix Solutions

TechFix Solutions, a local IT support business, struggled with handling an increasing volume of customer support requests. By deploying a chatbot powered by natural language processing, TechFix automated over 60% of routine inquiries. The chatbot provided instant responses, freeing up human agents to address more complex issues. This led to a 40% decrease in response times and a noticeable boost in customer satisfaction ratings. Additionally, the AI-driven system offered insights into common customer issues, guiding the development of educational content and resources that further improved user experience.

Conclusion

AI represents a powerful tool for small businesses to remain competitive and responsive in a dynamic market. By strategically implementing AI, businesses can streamline operations, enhance customer experiences, and unlock new growth opportunities. As demonstrated through these case studies, even modest AI investments can yield significant returns. Embrace AI as a collaborative partner, and your small business will be well-positioned for future success.

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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How the Customer in 9C Saved Continental Airlines from Bankruptcy

GUEST POST from Howard Tiersky

When Gordon Bethune took over as CEO of Continental Airlines in 1994, the carrier had just emerged from its second bankruptcy and was headed for their third and potentially final round.

US Department of Transportation statistics from that year show among the ten largest US airlines, Continental ranked dead last in every single key customer service metric.

Against all odds, Bethune was able to turn the company around.

He did it with outstanding leadership, no doubt, but also through the help of one very significant “customer.”

Bethune’s Litmus Test

In his book, From Worst to First, Continental’s Remarkable Comeback, Bethune describes the challenges he faced when he first became CEO of the troubled carrier, including an overwhelming list of problems with the customer experience, on the ground and in the air.

It was too much to tackle all at once, and due to the company’s poor financial performance, money was short.

If the limited resources weren’t used properly, it could mean the end.

Bethune needed a simple method that the executives and managers in his organization could use as a litmus test for what was important when making decisions.

Customer in 9C

Bethune introduced the concept of “The Customer in Seat 9C” — a composite image of their best customer segment —business travelers— who were paying a premium fare and willing to pay more if their experience could be improved in meaningful ways.

Continental analyzed, then pinpointed the key traits, preferences, and concerns of “The Customer in Seat 9C.”

When prioritizing or deciding between different approaches, employees were trained to ask, “What would make a difference for the Customer in Seat 9C? What would make them prefer to fly with us? What would they be willing to pay more for?”

Over the next ten years, with this simple but disciplined focus, Bethune “piloted” Continental out of bankruptcy and to the title of “Fortune’s #1 Most Admired Global Airline.”

Why Your Customers Are Like Snowflakes

Of course, the concept of what “The Customer in Seat 9C” wants is a massive generalization.

On one flight, 9C could be occupied by a 60-year-old bank executive and on the next by a 23-year-old running an organic farming business.

Surely, their needs are not identical.

Like Snowflakes, Every One of Your Customers is a Completely Unique Human Being. But, Also Like Snowflakes, Many Are Extremely Similar

You may very well have noticed this during your customer research.

After listening to 40 contact center interactions with customers calling to order parts, or talking to 15 brides shopping for wedding dresses, or speaking to a dozen owners of luxury cars, while you hear many unique stories, you also start to hear the same themes over and over.

Identifying these patterns is a key part of your customer research.

Once you can analyze and synthesize all of your data, then you get actionable insight that you can use to drive your decision-making.

Personas Are Powerful

Personas are Powerful

That’s why it’s so critical to have customer personas developed for your company that any employee can quickly understand and internalize. It’s great to have decks full of customer data, but a simple, easy to understand vision of who the customer is and what they care first and foremost about makes it actionable to the enterprise.

Your Turn

Do you use customer personas at your company? If so what impact have they had?

Image Credit: Wikimedia Commons

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The Role of Leadership in Agile Environments

The Role of Leadership in Agile Environments

GUEST POST from Art Inteligencia

In today’s rapidly changing business landscape, agility is no longer a luxury—it’s a necessity. As organizations strive to become more adaptive and responsive, the role of leadership in cultivating and sustaining agile environments has become increasingly vital. Leadership in these contexts requires a distinct set of skills and a mindset that supports continuous learning, collaboration, and innovation.

Understanding Agile Leadership

Agile leadership goes beyond traditional command-and-control structures. It involves empowering teams, fostering an environment of trust, and enabling people to experiment without fear of failure. Leaders must guide teams to align their efforts with the organization’s strategic goals while promoting an adaptive culture. They should be catalysts for change, encouraging individuals to embrace agility in their thinking and everyday tasks.

Key Characteristics of Agile Leaders

  • Visionary Thinking: Agile leaders maintain a clear vision and help teams understand the broader purpose behind their work.
  • Empowerment: They trust their teams to make decisions and support them with the resources needed to succeed.
  • Adaptability: Agile leaders thrive in change and are comfortable pivoting strategies as necessary.
  • Facilitators of Collaboration: They encourage open communication and collaboration across all levels and departments.

Case Study 1: Spotify’s Tribes Model

Background

Spotify, the music streaming giant, is renowned for its innovative approach to agile organizational structures. Early in its growth, Spotify realized the limitations of traditional development and management methodologies.

Agile Leadership in Action

The company adopted the ‘Tribes’ model, where cross-functional teams called ‘squads’ are grouped into larger ‘tribes.’ Each tribe focuses on a distinct part of the product but aligns with the company’s overarching goals. Leaders at Spotify play a crucial role in fostering a culture of autonomy and alignment.

Agile leaders, called ‘Tribe Leads,’ focus on strategic alignment and resource sharing, while allowing squads the freedom to choose their methods and tools. They emphasize servant leadership, enabling teams to innovate and experiment freely.

Results

The results of this leadership approach are evident in Spotify’s continual product innovation and ability to adapt to market changes swiftly. The strong emphasis on collaboration and empowerment has made Spotify a model for agile transformation.

Case Study 2: GE Aviation’s Learning Culture

Background

GE Aviation recognized the need to transform its organizational culture to remain competitive in the complex aerospace industry. The company faced challenges in maintaining efficiency while driving innovation.

Agile Leadership in Action

GE Aviation adopted agile methodologies by restructuring teams into smaller, more flexible working groups. Leaders shifted from directing teams to facilitating learning and development. A crucial aspect of this change was the establishment of a ‘Learning Culture’ where continuous improvement was incentivized.

Leaders played a vital role by modeling curiosity and vulnerability, showing that it’s acceptable to acknowledge limitations and seek collective improvement. This transparency built trust and encouraged teams to take initiative.

Results

The leadership transformation at GE Aviation led to increased innovation and time-to-market improvements. By nurturing an environment where learning is integral, leaders helped the company navigate complex challenges and maintain its position as an industry leader.

Conclusion

The role of leadership in agile environments cannot be understated. Effective agile leaders are those who facilitate innovation, empower teams, and adapt to evolving circumstances. The case studies of Spotify and GE Aviation illuminate how empowering leadership can drive transformation and success. As organizations continue to embrace agility, the capabilities and influence of agile leaders will increasingly define their trajectory in a competitive landscape.

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: Unsplash

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Cultivate Innovation by Managing with Empathy

Cultivate Innovation by Managing with Empathy

GUEST POST from Douglas Ferguson

Managing with empathy is a leader’s superpower. Empathy opens the door to increased innovation, collaboration, and engagement.

Experts assert that empathy is the single most important skill in today’s workplace and the numbers don’t lie: 76% of workers with empathetic leaders are reportedly more motivated and engaged than those who experience leadership with less empathy.

Leaders can harness the power of empathy to create a more collaborative and engaged culture at work. In this article, we explore empathetic leadership in the following topics:

  • What is Workplace Empathy?
  • Becoming an Empathetic Leader
  • The Benefits of Managing a Team With Empathy
  • The Connection Between Empathy and innovation

What is Workplace Empathy?

Managing with empathy requires a keen understanding of the nuances of workplace empathy and empathetic leadership. Empathy allows one to understand another person’s emotions, actions, and thoughts. Our emotional or social intelligence helps us practice empathy and understand the mindsets and emotions of others.

Empathy belongs in the workplace. While work-related responsibilities should be top of mind, your team members won’t be able to do their best work if they feel as though their emotions and feelings are invalidated or ignored. It’s crucial that team members feel as though their feelings and emotions are prioritized both in their professional and personal lives. With the power of empathy, team leaders and managers can shift company culture for the better and motivate their team to be the best version of themselves.

Empathetic leaders understand the three types of empathy:

1. Cognitive Empathy

Cognitive empathy relates to connecting to another person’s mentality and understanding how certain situations influence their thoughts. Cognitive empathy is related to “theory of mind” that explores how someone can think like another and predict what their future behavior may be.

2. Somatic Empathy

Somatic empathy occurs when one experiences a physical response to another’s feelings or experience.

3. Affective Empathy

Affective empathy involves understanding another’s emotions and responding most appropriately.

Becoming an Empathetic Leader

Managing with empathy is possible for all leaders and team members willing to start within. To connect emotionally with others, you have to first prioritize your connection with yourself. By cultivating your emotional intelligence and understanding your own emotions and feelings, you’ll be better equipped to lead with empathy.

In today’s ever-changing climate, workers have to navigate the likes of diverse workforces, virtualized teams, and global economic challenges. Being able to adapt and sympathize with the perspective and experiences of others will help you improve your empathetic leadership.

Consider the following steps to amplify your emotional intelligence and grow your leadership skills:

1. Listen

Listening to your team is one of the fastest ways to start managing with empathy. With every conversation comes the opportunity to build a better relationship and affirm your team member’s emotions. In each conversation, be sure to pay attention, avoid distractions, and wait for the person to finish before you speak.

In addition to letting your team members fully share their opinions, the art of listening requires you to fully understand the emotions that are behind each conversation. This includes understanding nonverbal cues, identifying the tone of voice, and paying attention to body language. If you’re working remotely, managing with empathy can be particularly challenging. Take advantage of voice notes, video chats, SMS messaging, and sending photos and videos to ensure you’re virtually communicating as comprehensively as possible.

2. Get Personal

Though personal bonds in the workplace are often discouraged, building healthy professional relationships is an effective way to start managing with empathy. By forming personal connections with your team members, you’ll encourage a culture of open communication and alignment. As you both connect, you’ll find commonalities in your shared vision and values.

3. Adopt their Point of View

As an empathetic leader, it’s essential to gain emotional insight into what your team is feeling and thinking by adopting their point of view. Whether your company is remote or in-person, it isn’t always easy to understand the perspective or emotional state of your team. While some leaders shy away from discussing emotions and feelings at work, the truth is that learning more about each employee’s emotional state will help you understand how they approach their work and why they work the way they do.

4. Get Leadership Training

Managing with empathy doesn’t always come naturally. Take the opportunity to invest in leadership training to learn how to better incorporate your emotional intelligence and empathy into your management style. With the help of professional leaders, you’ll learn how to emotionally connect with your team and manage the personal and professional challenges that come your way. Consider courses in facilitation and change management as you learn the ins and outs of empathetic leadership.

The Benefits of Managing a Team With Empathy

Don’t put empathy on the backburner. While it takes time and intention to cultivate a company culture rooted in empathy, making the journey to create an emotionally intelligent environment is worth it.

Consider the following benefits of managing with empathy:

1. Better Relationships

Better relationships are a direct benefit of managing with empathy. Empathy helps team members emotionally connect as they identify personal interests and can freely communicate with each other. Use empathy to deepen relationships by asking questions about how others feel and providing careful and thoughtful responses.

2. Enhanced Teamwork

Empathy is a key ingredient in designing stronger teams. Managing with empathy encourages a desire for team members to help each other and work together. As you learn more about the challenges your team faces, you’ll naturally want to assist them in finding solutions. This type of cooperation encourages a culture of camaraderie where team members feel as though they are a critical part of each other’s success.

3. A Stronger Work-Life Balance

Empathy is a natural part of a stronger work-life balance. At times, challenges from one’s personal life can affect the way team members approach work obligations. Understanding their challenges will help you shape a better work-life balance for your team. Whether they need more time off or want more remote work, listening to and understanding their needs will help them create a healthier balance between their personal and professional lives.

4. Increased Innovation

A workforce of engaged and emotionally aligned employees allows for increased innovation. A workplace culture of empathy helps to develop soft skills such as curiosity, generosity, and equality, which encourages team members to design new creative and collaborative solutions.

The Link Between Empathy and Innovation

The link between innovation and empathy is undeniable. Empathetic leadership allows us to understand and relate to each other in a deeply profound and authentic way. Empathy is an incredible tool for innovation as it works to encourage companies and teams to center the needs and feelings of others.

By encouraging team members to adopt another’s point of view, leaders can utilize empathy as a problem-solving framework. Empathy places the experience and satisfaction of others at the heart of the creative and collaborative process. These empathetic techniques and behaviors are undoubtedly linked to the most effective designs, products, and creative solutions.

In the workplace, empathy naturally reinforces a culture of innovation as it encourages and validates the feelings and opinions of others. Regardless of the problems at hand, human-centered thinking encourages organizations to empathetically eliminate their biases, reservations, and judgment to arrive at the solution that benefits the end-user and their fellow team members the most.

If innovation is at the heart of your company, it’s time to start managing with empathy. Voltage Control offers custom programs built around connection, psychological safety, community, and play. Connect with us today to learn how to use empathetic leadership for the greatest good.

Article originally published at VoltageControl.com

Image Credit: Pexels

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