Successful Asynchronous Collaboration

Asynchronous Collaboration

GUEST POST from Douglas Ferguson

The future of work is changing and with it the landscape of how we work. We are seeing remote and hybrid teams more often, and the way remote teams flourish might be different than we initially thought. The old way of collaborating required an immediacy that poses new issues for remote and hybrid work. Recreating the office remotely is not going to get you the results you are looking for. Asynchronous collaboration and management can truly unleash your team’s potential.

“There’s a different methodology for managing remote teams. And that’s actually the essence of what I looked at when I wrote this book over the last year and a half, which was saying to myself, no one really knows how to manage these remote teams. They simply just thought that it was just slapping Zoom and Slack and Microsoft Teams on top of what everyone does. And everyone goes home and works from their laptops. It’s completely different.”

Liam Martin, author of Running Remote

Remote teams have gone from 4% of the population, pre-covid, to 45% of the population today. This is a massive shift and assuming that the traditional in-person work practices of the past can translate into the remote environments of the present, is detrimental to both team health and company growth. There is a time for togetherness and connectedness, and there is a time for deep, focused work. Async communication is not the full story, with async collaboration we can communicate ‘in real time’ or synchronously, with more intention. This balance of asynchronous and synchronous work will unlock the potential for leaders looking to scale their enterprise and unleash their teams.

In order to understand asynchronous let’s start by defining synchronous, the old way of doing things.

What Is Synchronous

Synchronous communication happens in real-time; it is when at least two people are exchanging information at the same moment with each other. This can be in person or virtual; if you are a remote worker these moments are usually scheduled over Zoom. Synchronous communication is vital for keeping work human. When the balance of async and sync is off it becomes easier to forget that there is a living, breathing, person at the other end of your communication. Including moments of live interaction like storytelling, sharing fun facts, or even just casual check-in conversation allows us to connect with grace and build empathy for one another.

Examples of synchronous tools:

In-person meetings
Zoom or other video conferencing
Phone call
Coffee Break or water cooler conversations

Synchronous work should be a time to explore new ideas, a time when progressive moves can be discussed, and a time to develop relationships with your team. When we focus on trust and transparency in our asynchronous work, we allow space in our synchronous work for future planning and we are given the opportunity to be reminded that we are human, that connection, play, and psychological safety are critical to our wellbeing. The foundation of a healthy remote organizational culture is built on a balance of both sync and async work.

What Is Asynchronous

Asynchronous communication is any type of communication that has a lag between when information has been sent and when that information is received and processed by the recipient. This type of communication is not typically in person, and while it may sound a little disconnected from a human-centered mentality, the truth is, it can be an incredibly powerful tool for generative ideas and productivity.

Examples of Asynchronous tools:

MURAL
Trello
Slack
Loom
Google Docs
Figma

With the proper tools in place, your team’s communication can be fast, accurate, and informative. Asynchronous tools are also an excellent option for remote and hybrid groups dispersed over time zones because they provide both flexibility and a permanent record of ideas, decisions, and discussions. When teams are encouraged to prepare asynchronously before a synchronous meeting, you will find more time for deep exploration of topics, ideas, and discovery when you meet.

Async Collaboration

Slack, emails, and even text are asynchronous communication tools, but slack and texting have a high sense of immediacy. There is an expectation of short response times, and this can be habitual, or cultural. These tools are also not well suited for dynamic, adaptive, or shifting conversations. Take, for example, the email thread from hell. Someone sends an email with 5 points, the first person responds to the fifth point, but not the others. The second person responds, and it is unclear if they are responding to the first responder or one of the other five points, and so on….

Synchronous work happens in the moment meaning it is faster, more dynamic, and has active, present participation. Asynchronous communication happens over time, meaning work is produced at the pace of the individual and allows for uninterrupted deep focus.

Collaboration is key. Digital whiteboard tools like MURAL can be used in both synchronous and asynchronous work, allowing the full team to generate ideas, brainstorm, and collaborate on creative solutions in and out of meetings.

Asynchronous collaboration allows leaders and teams can stay connected and flourish without falling into predictability and rote communication. With asynchronous communication comes automation: higher velocity work with lower failures and improved productivity certainly sounds like the winning ticket for a successful business, but too much automation can begin to feel robotic. Studies show that human connection is key to employee engagement and retention, so organic thought processes and collaboration are as critical as improved efficiency to unleashing your team.

“Over 60% of leaders said that communicating values is a significant challenge within organizational culture, and 28% said misalignment in values is the challenge. Respondents also identified significant challenges in the areas of DEI initiatives, distributed teams (55%), and lack of company-wide cohesion (55%).”

Work Now Report

The world of work as we know it is at a tipping point. As a natural result of changes long-in-the-making and then expedited during the pandemic, the state of work now and work in the future is forever different.

Asynchronous collaboration rather than just communication in a remote setting allows for a new level of cohesion. With collaboration through tools like MURAL, we are able to interact in real-time, generate solutions to problems with immediacy, and when we do enter a meeting we do so with intention and ability to get the work done.

Our Asynchronous Collaboration Tools

MURAL – This digital whiteboard allows for asynchronous collaboration that is in no way lacking creativity or innovation. Our team uses MURAL to collectively share ideas, designs, and prototypes. We also use MURAL to guide our weekly meetings. With MURAL, we can collaborate with the full team in real-time.
Loom – Our team utilizes this screen recording tool to ask questions, give detailed answers, and share new features. As you record your screen, you can get explain issues thoroughly and be able to recall the videos at any time. This means you have a database of Q and A that can be accessed at any point.
Figma – When designing new assets this tool is key to remote collaboration between design, marketing, and engineering departments. With real-time messaging, stunning design tools, and the ability to share working boards, design work can get done between departments with efficiency and speed.

Facilitated Asynchronous Collaboration

Asynchronous Collaboration incorporates facilitation at every encounter, and it requires a deep understanding of how remote employees optimally work. . Remote-first companies understand remote operations, and there are important lessons that companies new to remote, or hybrid, can pull from organizations that have been running remote long before the pandemic.

There are elements of facilitation in all of our remote interactions, and often teams who are new to the remote landscape struggle to implement best practices across their teams. Liam Martin, co-founder of Time Doctor and co-organizer of Running Remote, takes on this challenge daily. Coming from a small community of people that know how to work remotely effectively has forced them to reevaluate asynchronous management. According to Liam we need to be able to manage teams without necessarily interacting face-to-face with them.

“Whenever you require immediacy of response from an individual inside of your organization, you believe that you’re speeding things up, but in reality, you’re simply speeding yourself up, but you’re slowing down the organization because you’re creating a culture in which people have to disconnect from their deep work.”

Liam Martin, author of Running Remote

The fact is that if you allow your team these moments of deep focus, the results are going to be a lot of really great work completed in a much shorter amount of time.

If you are seeking efficient structures to change the way your remote team works, the facilitators at Voltage Control understand the intricacies of remote work, design thinking, and much more to help your team discover their potential. Contact us today for a custom fit growth strategy that will help your business, your team, and yourself reach new levels of productivity.

Article originally appeared at VoltageControl.com

Image credit: Pixabay

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How AI is Shaping the Future of Innovation

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GUEST POST from Chateau G Pato

As a human-centered change and innovation thought leader, I’ve always been fascinated by the intersection of technology and creativity. Today, we stand at the cusp of a revolutionary era, driven by the rapid advancement of Artificial Intelligence (AI). AI is not just a tool; it’s a catalyst, reshaping the very fabric of innovation across industries. It’s moving beyond automation, becoming a partner in the ideation and development process.

The essence of human-centered innovation lies in understanding and addressing human needs. AI empowers us to do this at scale, by analyzing vast datasets to uncover patterns and insights that would otherwise remain hidden. It’s about augmenting human intelligence, not replacing it. This synergy allows us to create solutions that are not only technologically advanced but also deeply resonant with human values and experiences.

One of the most profound impacts of AI is its ability to accelerate the ideation phase. AI algorithms can generate novel ideas by combining existing concepts in unexpected ways. This capability is particularly valuable in industries facing complex challenges, where traditional problem-solving approaches may fall short. By providing a diverse range of starting points, AI can help us break free from cognitive biases and explore uncharted territories.

Furthermore, AI-powered prototyping tools are democratizing innovation. They enable rapid iteration and testing, allowing us to validate ideas quickly and efficiently. This agility is crucial in today’s fast-paced market, where speed and adaptability are key to success. AI’s ability to simulate and predict outcomes can significantly reduce the risk associated with innovation, making it more accessible to a wider range of organizations.

However, the ethical considerations surrounding AI cannot be ignored. As we integrate AI into our innovation processes, we must ensure that it is used responsibly and transparently. Fairness, accountability, and privacy must be at the forefront of our minds. We must also consider the potential impact on the workforce and proactively address the need for reskilling and upskilling.

Case Studies

Case Study 1: Personalized Medicine with AI

In the healthcare sector, AI is revolutionizing personalized medicine. Companies are using AI algorithms to analyze patient data, including genetic information, medical history, and lifestyle factors, to develop tailored treatment plans. This approach goes beyond one-size-fits-all solutions, optimizing therapies for individual patients and improving outcomes. For example, AI-driven platforms are being used to predict patient responses to cancer treatments, allowing oncologists to select the most effective therapies from the outset. This not only enhances patient care but also reduces healthcare costs by minimizing ineffective treatments. Furthermore, AI is accelerating drug discovery by analyzing vast databases of molecular structures and predicting the efficacy of new compounds. This is significantly shortening the time it takes to bring life-saving drugs to market, addressing urgent medical needs more rapidly. By combining AI with human expertise, healthcare providers are delivering more precise, efficient, and compassionate care.

Case Study 2: AI-Driven Sustainable Product Development

The urgency of addressing climate change has spurred a wave of sustainable innovation. AI is playing a critical role in this transformation by optimizing product design and manufacturing processes for environmental sustainability. Companies are using AI to analyze the environmental impact of materials and manufacturing methods, identifying opportunities to reduce waste and carbon emissions. For example, AI-powered tools are being used to design packaging that minimizes material usage while maintaining product integrity. AI is also helping to create circular economy models by optimizing recycling and reuse processes. By analyzing consumer behavior and product lifecycles, AI can help companies design products that are not only sustainable but also meet consumer needs and preferences. Furthermore, AI-driven simulations are helping to optimize supply chains, reducing transportation costs and environmental impact. This holistic approach to sustainable product development is ensuring that innovation contributes to a healthier planet. This is not only about reducing negative impact, but creating a positive, regenerative impact.

Conclusion

AI is not just a technological advancement; it’s a paradigm shift in how we approach innovation. By augmenting human intelligence and enabling us to tackle complex challenges with greater efficiency and creativity, AI is unlocking new possibilities across industries. However, it’s crucial that we embrace AI responsibly, ensuring that it serves humanity’s best interests. As we navigate this transformative era, we must remain focused on creating solutions that are not only innovative but also ethical, sustainable, and deeply human-centered. The future of innovation is not about replacing human ingenuity, but about amplifying it with the power of AI.

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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Technology Was Supposed to Solve Our Problems, Instead, They Got Worse

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Technology Was Supposed to Solve Our Problems, Instead, They Got Worse

GUEST POST from Greg Satell

Techno-optimism may have reached its zenith in 2011, when Marc Andreessen declared that software was eating the world. Back then, it seemed that anything rooted in the physical world was doomed to decline while geeky engineers banging out endless lines of code would own the future and everything in it.

Yet as Derek Thompson pointed out in The Atlantic, the euphoria of Andreessen and his Silicon Valley brethren seems to have been misplaced. A rash of former unicorns have seen their value plummet, while WeWork saw its IPO self-destruct. Today, even Internet giants like Amazon seem to be investing more in atoms than they do in bits.

We were promised a new economy of increasing returns, but statistics show a very different story. Over the past 30 years wages have stagnated while productivity growth has slowed to a crawl. At the same time, costs for things like education and healthcare have skyrocketed. What is perhaps most disturbing is how many of our most basic problems have gotten worse.

1. Extreme Inequality

The digital revolution was supposed to be a democratizing force, increasing access to information and competition while breaking the institutional monopoly on power. Yet just the opposite seems to have happened, with a relatively small global elite grabbing more money and more influence.

Consider market consolidation. An analysis published in the Harvard Business Review showed that from airlines to hospitals to beer, market share is increasingly concentrated in just a handful of firms. A more expansive study of 900 industries conducted by The Economist found that two thirds have become more dominated by larger players. In fact, almost everywhere you look markets are weakening.

Perhaps not surprisingly, we see the same trends in households as we do with businesses. The OECD reports that income inequality is at its highest level in over 50 years. Even in emerging markets, where millions have been lifted out of poverty, most of the benefits have gone to a small few.

While inequality may seem abstract, the consequences of it are concrete and stark. Social mobility has been declining in America for decades, transforming the “land of opportunity” into what is increasingly a caste system. The stresses to our societies have also contributed to a global rise in authoritarian populism.

2. Hunger

Since the 1950s, the Green Revolution has transformed agriculture around the world, dramatically reducing hunger in places like Asia, Africa and South America. More recently, advances in gene editing promise what may be an even greater increase in productivity that has the potential to outpace projected population growth.

The impact of the increase in agricultural productivity cannot be overstated. In fact, studies have shown that as hunger subsides, economic activity increases while both mortality and fertility decrease. When people don’t have to struggle to take care of basic needs, their ambition and creativity can be unleashed.

The story in the United States, however, is starkly different. Research by the USDA finds that 11.1% of US households are food insecure. Another study revealed that about half of students on college campuses experience food insecurity. If that sounds bad, a study by Brookings suggests that the problem has gotten far worse during the Covid-19 pandemic.

The truth is that these days hunger is much more of a policy problem than it is an economic problem. Science and technology have made it possible to produce more than enough food to feed everyone on the planet, even in desperately poor countries. The reason that people go hungry on America’s streets is simply because we let it happen.

3. Falling life expectancy

Around the same time as the Green Revolution was beginning to alleviate hunger in developing countries, we entered a golden age of antibiotics. After penicillin became commercially available in 1945 the floodgates opened and scientists uncovered dozens of compounds that could fight infection. Millions of lives were saved.

Starting in the 1970s, we started to make serious headway in heart disease, leading to a miraculous decline in death from heart attacks and strokes. At the same time, due to advances in cancer treatment such as targeted therapies and immunotherapy cancer survivability has soared. In fact, medical science had advanced so much that some serious people believe that immortality is within reach.

Yet in America, things are going the other way. Life expectancy has been declining for years, largely due to “deaths of despair” due to drugs, alcohol and suicide. Anxiety and depression are rising to epidemic levels. Healthcare costs continue to explode while the number of uninsured continues to rise. If history is any guide, we can only expect these trends to continue.

So although technology has made it possible for us to live longer, healthier lives, we find ourselves living shorter, more miserable lives.

Revealing and Building Anew

In a 1954 essay, The Question Concerning Technology the German philosopher Martin Heidegger described technology as akin to art, in that it reveals truths about the nature of the world, brings them forth and puts them to some specific use. In the process, human nature and its capacity for good and evil is also revealed.

He gives the example of a hydroelectric dam, which reveals the energy of a river and puts it to use making electricity. In much the same sense, scientists don’t “create,” miracle cures as much as they uncover truths about human biology and leverage that knowledge to improve health. It’s a subtle, but very important distinction.

Yet in another essay, Building Dwelling Thinking, he explains that building also plays an important role, because to build for the world, we first must understand what it means to live in it. The revealing power of technology forces us to rethink old truths and reimagine new societal norms. That, more than anything else, is where the challenges lie. Miracle cures, for example, do little for those without health insurance.

We are now nearing the end of the digital age and entering a new era of innovation which will likely be more impactful than anything we’ve seen since the rise of electricity and internal combustion a century ago. This, in turn, will initiate a new cycle of revealing and building that will be as challenging as anything humanity has ever faced.

Prognosticators and futurists try to predict what will happen through some combination of extrapolation and supposition, but the truth is the future will most be shaped by the choices we make. We could have chosen to make our society more equal, healthier and happier, but did not. We can, of course, choose differently. The future will be revealed in what we choose to build.

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

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Getting Started with Agile

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A Beginner’s Guide

Getting Started with Agile

GUEST POST from Art Inteligencia

In the world of business and technology, agility has become a critical component for success. But what exactly is Agile, and how can you get started? This beginner’s guide will introduce you to the core principles of Agile, and provide you with real-world case studies to illustrate its effectiveness.

Understanding Agile

Agile is a set of methodologies and practices based on the values and principles expressed in the Agile Manifesto. It promotes continuous iteration of development and testing throughout the lifecycle of a project.

Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Key Agile Methodologies

There are various methodologies under the Agile umbrella, including Scrum, Kanban, Lean, and others. Each has its unique practices, but all follow the core Agile principles.

Scrum

Scrum is perhaps the most popular Agile framework. It involves short, iterative cycles called sprints, focusing on continuous improvement and collaboration.

Kanban

Kanban focuses on visualizing work, limiting work in progress, and maximizing efficiency. It is flexible and suits ongoing processes without a fixed end date.

Case Study 1: A Software Development Company

Challenge

A mid-sized software development company faced delays in project delivery and communication breakdowns, leading to dissatisfied customers and stress among team members.

Solution

They implemented Scrum to address their challenges. By breaking projects into sprints and holding regular stand-up meetings, they encouraged open communication and continuous feedback.

Outcome

As a result, the company saw a 30% improvement in project delivery times and a significant increase in customer satisfaction. Team morale improved as members felt more involved and connected.

Case Study 2: A Marketing Agency

Challenge

A marketing agency struggled with managing multiple client campaigns simultaneously, leading to missed deadlines and overwhelmed staff.

Solution

They adopted Kanban, creating visual boards to track project status and workflow. By understanding the capacity of the team, they managed work-in-progress limits.

Outcome

The change led to a 40% reduction in campaign delivery times and improved team efficiency. Employees felt less stressed, and clients appreciated the transparency and reliable timelines.

Getting Started with Agile

Transitioning to Agile involves understanding your organization’s culture and readiness for change. Here are some steps to get started:

1. Educate and Train

Begin by educating your team about Agile methodologies. Consider workshops and training sessions to build a solid foundation.

2. Start Small

Select a pilot project or team to implement Agile practices. This allows you to tailor Agile principles to your organization’s unique needs.

3. Embrace Continuous Improvement

Agile is about continuous growth. Regularly evaluate and adapt your processes to improve efficiency and effectiveness.

Conclusion

Agile isn’t a one-size-fits-all solution; it’s a mindset that can transform the way your organization operates. With commitment and practice, Agile can lead to enhanced productivity, happier teams, and more satisfied clients.

By understanding and implementing Agile methodologies, you embark on a journey of continuous improvement and innovation.

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: Pexels

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Future of Global Physician Entrepreneurship

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Future of Global Physician Entrepreneurship

GUEST POST from Arlen Meyers, M.D.

What’s your definition of entrepreneurship? Here’s the conventional one.

Mine is that physician entrepreneurship is the physician pursuit of opportunity under volatile, uncertain ,complex and ambiguous (VUCA) conditions with the goal of creating user defined value through the deployment of innovation using a VAST business model.

There are many myths about entrepreneurs. Here are some about physician entrepreneurs.

The life science innovation roadmap is risky, expensive and time consuming. To be successful, bioentrepreneurs whether healthcare professionals, scientists, engineers, investors or service providers, need to work as a team with their organizations to overcome the multiple hurdles taking their ideas to the market and patients. The process is neither linear nor predictable and outcomes are never guaranteed. In addition, because of global macroeconomic conditions, investors are unwilling to gamble on unproven technologies in a more hostile regulatory and legal environment. Consequently, commercializing bioscience discoveries is becoming more and more difficult. However, innovators still thrive. Where are some of these exciting business opportunities for bioentrepreneurs?

An initial understanding of the changes happening in international systems is the first step in identifying potential market opportunities. Here are but a few:

Major and continual healthcare policy reforms
Migration away from fee for service payment
Consumerization, commoditization, internationalization, customization and digitization of care.
Changing from a sick care system to a preventive and wellness system
Defined benefit to defined contribution health insurance coverage
Rightsizing the healthcare workforce
Do it yourself medicine (DIY)
Mobile and digical (physical and digital) care delivery models
The growth of employed physicians
Innovation management systems and increasing attention to health entrepreneurship.
Increasing demand for high touch care
Increasing discontinuity of cares changing quickly. All of these changes present biomedical and healthcare entrepreneurs opportunities to create new products, services, models and platforms. Patients are taking more control of funding and contributing to basic and clinical research using the internet and social media continues to play a bigger and bigger role in healthcare marketing and delivery.
Demographic and economic changes and social mobility
Closing the digital divide
The impact of the 4th industrial revolution

Take opportunities in AIntrepreneurship, for example, in India, China, MENA and Africa

The drivers of physician international entrepreneurship include:

Fear: Doctors are afraid they will suffer the professional, personal and economic consequences if they don’t adapt to change
Greed: Physician incomes are threatened by innovation and new business models
Necessity: Most doctors in industrialized countries have a relatively high standard of living. They did not bother themselves with innovation or entrepreneurship because they didn’t have to.
The innovation imperative: The pace of change has accelerated and markets and employers are demanding more with less
Generational demands: Medical students and residents are questioning their career decisions and demanding that schools provide them with the innovation and entrepreneurship education and training knowledge, skills and attitudes they need to thrive after graduation and throughout their careers
The shifting doctor-patient relationship: Technology and DIY medicine is disintermediating doctors and fundamentally altering the doctor-patient relationship
Resources: The internet, local ecosystems, acclerators and access to early stage capital has made it easier to start a business or develop an idea. People are connecting to the global economy.
Portfolio careers: The sick care gig economy is growing and the future of work is changing. Fewer are committing to one lifetime career or job, including clinical medicine
Opportunities: With change, comes opportunities and those few doctors with an entrepreneurial mindset are actively pursuing them. The opportunities in health entrepreneurship are sizable and physician entrepreneurs are increasing well positioned to capitalize on them.
Culture: The culture of medicine is changing and encouraging creativity and innovation
Politics: Access to quality care at an affordable price is in high demand as middle classes grow in developing countries. Not providing it leads to social upheaval and political instability.
Budget deficits: The demand for care is almost infinite. However, the supply is limited. Consequently, policy makers and markets are looking for ways to improve outcomes at a lower cost through the deployment of innovation.
Youth unemployment: Restless unemployed, educated citizens are demanding jobs and ways to use their talents.
Economic development: Innovation and entrepreneurship is fuel that that feeds the engines of economic development in emerging economies. like Africa.
Globalization: People, money and technology go where they are treated best, regardless of location.

The future of physician entrepreneurship is measured by progress in four domains: education, practice, research and impact. Unfortunately, each part of the physician innovation value chain is highly resistant to change and subject to multiple barriers to dissemination and implementation. We have made progress in all, but, the results are unevenly distributed.

The future of international physician entrepreneurship will be punctuated by:

The coherence of disparate technologies from diverse industries other than sickcare
Increasing transdisciplinary and international dependencies and collaboration
Educational reform in health professional, public health, bioengineering and computer science programs
Significant regulatory, legal, economic, ethical and societal issues
Generational, social and demographic variations in dissemination and implementation
An evolving global IT cybernervous system and interoperability
More difficult trust, privacy and security barriers
A high touch backlash against high tech
The rise of patient sickcare entrepreneurship
A slow migration to healthcare from sickcare

That said, this is the golden age of physician entrepreneurship, as reflected by the record number of applicants to US medical schools, the number of doctors pursuing non-clinical careers or side gigs, the ever increasing number of biomedical and clinical ecosystems, inclusion of digital health, business of medicine and entrepreneurship education and training in medical and graduate schools and the results and impact of entrepreneurs during the COVID pandemic.

Physician medical practice entrepreneurs, technopreneurs, intrapreneurs, social entrepreneurs, philanthropreneurs, edupreneurs and others are changing the world and the movement is spreading rapidly. Fortunately, despite efforts to the contrary, there is no vaccine to stop it.

Image credit: Unsplash

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Empathy in Design: Understanding Your Users

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Empathy in Design: Understanding Your Users

GUEST POST from Chateau G Pato

In the swiftly changing world of technology and innovation, tapping into the minds and hearts of users has become more crucial than ever. As we strive to create products and services that truly resonate, empathy is our guiding star. Understanding users is about stepping into their world, uncovering their needs, desires, and challenges.

The Power of Empathy in Design

Empathy helps designers move beyond assumptions. It grounds us in reality, urging us to perceive things from the user’s perspective. By understanding how users interact with a product, we can ensure that it not only meets their needs but enhances their experience. Empathy-driven design fosters connection, satisfaction, and ultimately, loyalty.

Case Study 1: Airbnb – Designing for Belonging

Background

Airbnb started with a simple idea: offering a platform for people to rent out spaces in their homes. However, as it grew, the company realized it was about more than just travel accommodations—it was about fostering a sense of belonging.

Approach

Airbnb employed empathy mapping and journey mapping to understand the needs and emotions of their users. They spent time with hosts and guests, listening to their stories and observing their experiences. Through this process, Airbnb discovered that guests wanted more than a place to stay. They sought personal connections and authentic experiences.

Results

By empathizing with users, Airbnb transitioned from a mere booking platform to a community-driven experience provider. Features such as the introduction of Experiences—activities hosted by locals—reflected this deeper understanding. This shift in focus helped Airbnb achieve global success and distinguish itself in a crowded market.

Case Study 2: IDEO and the Design of an Accessible Voting Booth

Background

IDEO, a global design and innovation company, was tasked with redesigning the voting experience to make it accessible to everyone, including disabled and elderly people. The challenge was to create a booth that was easy to use, while ensuring the privacy and security of the vote.

Approach

IDEO researchers immersed themselves in the lives of voters. They involved people with disabilities in the design process, conducted interviews, and tested prototypes in multiple polling locations. The team sought feedback from users to understand their specific impediments and aspirations when voting.

Results

The outcome was a voting booth with a universal design that featured adjustable heights, intuitive layouts, and straightforward instructions. IDEO’s empathetic approach ensured that voting was accessible to all, empowering a segment of society that often faced obstacles in civic participation.

Implementing Empathy in Your Design Processes

Integrating empathy into design processes often involves the following steps:

Empathize with Users: Engage with diverse users to gather insights through interviews, observations, and participatory design.
Define Insights: Synthesize user feedback into actionable insights that capture their needs and desires.
Ideate Solutions: Develop creative solutions that address user challenges, involving them in the brainstorming process.
Prototype and Test: Build prototypes and test them with actual users to understand their experiences and refine designs accordingly.
Implement and Iterate: Launch solutions with room for improvements based on continuous user feedback and evolving empathy.

Conclusion

Empathy in design isn’t merely a process; it’s a mindset. By cultivating a deeper understanding of users, companies can create products that genuinely resonate and drive profound connections. As demonstrated by Airbnb and IDEO, empathetic design leads to solutions that meet real-world needs while building strong, sustainable relationships with users.

Image credit: Pexels

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Predictive Analytics in Innovation Performance Measurement

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Predictive Analytics in Innovation Performance Measurement

GUEST POST from Art Inteligencia

In an era where innovation is the competitive edge, organizations are increasingly looking towards predictive analytics to measure and enhance innovation performance. By leveraging patterns in data, predictive analytics allows organizations to anticipate future outcomes, optimize processes, and ensure agility in their innovation efforts. In this article, we delve into how predictive analytics is revolutionizing innovation performance measurement with real-world case studies.

Understanding Predictive Analytics in Innovation

Predictive analytics involves utilizing statistical algorithms and machine learning techniques to identify the likelihood of future outcomes based on historical data. In the context of innovation, it focuses on predicting trends, identifying potential pitfalls, and measuring the probable success of new ideas. This data-driven approach provides actionable insights, enabling informed decision-making and risk mitigation.

Case Study 1: Philips and Healthcare Innovation

Philips, a global leader in health technology, leverages predictive analytics to drive innovation in healthcare solutions. By employing machine learning algorithms and big data analytics, Philips evaluates vast datasets including patient records, device feedback, and diagnostic information.

For example, Philips developed predictive models to innovate chronic disease management. By analyzing historical health data, they identified patterns and key indicators of disease progression. This allowed Philips to create personalized treatment plans and predict potential health risks before they manifested, enhancing patient outcomes and streamlining healthcare services.

The result was a significant improvement in patient care and operational efficiency, reducing hospital readmissions and lowering costs associated with chronic illness management. Philips’ use of predictive analytics in innovation exemplifies how leveraging data can transform healthcare delivery and product development.

Case Study 2: Ford Motor Company and Product Development

In the automotive industry, Ford Motor Company stands out as an innovator using predictive analytics to fast-track product development. By analyzing consumer preferences, market trends, and manufacturing data, Ford predicts the success of new vehicle models and features.

Ford employed advanced analytics to understand the electric vehicle (EV) market and anticipate consumer demand. By integrating predictive insights into their innovation process, they were able to prioritize features that resonated with consumers, such as extended range and fast charging capabilities.

The analytics-driven innovation strategy resulted in the successful launch of new EV models that gained traction in the market, aligning with sustainability goals and consumer expectations. Ford’s experience underscores the critical role of predictive analytics in aligning product innovation with market demands, ultimately driving competitive advantage.

Key Benefits of Using Predictive Analytics in Innovation

The use of predictive analytics in innovation performance measurement delivers several benefits:

Anticipate Market Needs: Predictive analytics helps organizations understand evolving market trends, allowing them to develop products that meet future demands.
Optimize Resources: By forecasting outcomes, companies can allocate resources more effectively, ensuring that investments in innovation yield the highest returns.
Enhance Decision-Making: Data-driven insights enable leaders to make informed decisions, reducing uncertainty and improving strategy implementation.
Boost Agility: Organizations can rapidly adapt to changes and pivot their innovation strategies based on predictive insights, maintaining a competitive edge.

Challenges and Considerations

While the benefits are substantial, using predictive analytics in innovation poses challenges. Data quality and integration are paramount, as is the need for skilled data scientists to manage complex models. Moreover, organizations must foster a culture that embraces data-driven decision-making and continuous learning.

Successful integration of predictive analytics also demands robust data privacy and ethics policies to safeguard consumer trust and ensure compliance with regulations.

Conclusion

Predictive analytics is a powerful tool in the innovation arsenal, enabling organizations to anticipate changes, optimize strategies, and measure performance effectively. Through case studies like Philips and Ford, we see how data-driven innovation can transform industries, enhance customer satisfaction, and drive financial success. As we advance into a future shaped by data, embracing predictive analytics will be vital for sustaining growth and staying ahead in the competitive landscape.

By strategically integrating these tools, organizations not only improve their innovation performance but also set the stage for breakthroughs that can redefine entire sectors. Embracing predictive analytics is not just an option; it’s a necessity for those who aspire to lead in the innovation-driven world.

Image credit: Pexels

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Future Trends in Accessibility and Inclusive Innovation

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Future Trends in Accessibility and Inclusive Innovation

GUEST POST from Chateau G Pato

In a world that is increasingly digital and interconnected, the importance of accessibility and inclusive design cannot be overstated. As we look to the future, several trends are poised to shape how we create solutions that are usable and beneficial for everyone, regardless of their abilities or circumstances. Here, we will explore these future trends along with inspiring case studies that highlight the potential of inclusive innovation.

Trend 1: AI-Powered Assistive Technologies

AI is revolutionizing the way we approach accessibility by providing real-time, personalized solutions for individuals with disabilities. From voice recognition software to AI-driven wearable tech, the potential for creating life-changing devices is immense.

Case Study: Be My Eyes

Be My Eyes is a remarkable application that connects visually impaired individuals with sighted volunteers through a video call interface. The app leverages the global volunteer network to provide real-time assistance with tasks as simple as reading labels or navigating unfamiliar environments. This innovative use of crowdsourcing and smartphone technology exemplifies how AI can be harnessed to create impactful solutions.

Trend 2: Universal Design and Cross-Independence

Universal Design aims to create products and environments that are inherently accessible to all, without the need for modifications. By embedding accessibility into the design phase, businesses can create solutions that serve a broader audience and foster cross-independence, where all users benefit from enhanced experiences.

Case Study: The OXO Good Grips Line

OXO Good Grips kitchen tools revolutionized the kitchenware industry by designing products that cater to individuals with arthritis. The success of the Good Grips line demonstrates how accessibility-focused design can lead to mainstream appeal. The peeler’s ergonomic handle and inclusive design principles ensured ease of use for people of all abilities, showcasing how inclusive products serve a universal customer base.

Trend 3: Inclusive Policy and Regulatory Frameworks

As awareness of accessibility issues grows, governments and organizations are implementing policies that mandate inclusive practices. Regulatory frameworks such as the Americans with Disabilities Act (ADA) and the Web Content Accessibility Guidelines (WCAG) are continually evolving to ensure digital and physical spaces are accessible to everyone.

Trend 4: Collaboration and Community-Driven Solutions

Fostering collaboration between stakeholders, including those with lived experiences of disabilities, leads to more effective and meaningful innovation. Inclusive innovation thrives in environments where diverse perspectives are valued and integrated into the creation process.

In conclusion, the future of accessibility and inclusive innovation is vibrant, driven by technological advancements and a growing global commitment to inclusivity. By embracing AI-powered assistive technologies, universal design, inclusive policy-making, and collaborative solutions, we can create a future where accessibility is the norm, not an afterthought.

These trends highlight the importance of involving diverse voices in the innovation process and the potential for technology to bridge gaps and foster an inclusive society. The journey towards a more accessible future is ongoing, and by learning from successful case studies and emerging trends, we can be part of the transformation that ensures equal opportunities for everyone.

Image credit: Pixabay

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Harnessing the Dragons of your Imagination for Innovation

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Harnessing the Dragons of your Imagination for Innovation

The harder I try not to think of myself as an artist, the stronger I’m pulled back to the idea that even if my art is a little different than traditional drawing, painting, photography, music, dance and other traditional arts, that it is still art.

Today’s article was inspired by a Lex Fridman podcast interview with the lead singer of Imagine Dragons – Dan Reynolds.

Dan is a Mormon, a musician, one of nine children, a father, and a surprisingly humble and astute person. All of these things are relevant because who we are as a person is the result of every facet of ourselves today, and in our upbringing. Our art comes from our experience and our empathetic connections to the experiences of others. While Dan is a musician, he is also an artist, and artists can and should learn from all different types of artists.

At the heart of every kind of art is truth, but more about that later.

“After silence, that which comes nearest to expressing the inexpressible is music.” — Aldous Huxley

In this article I will highlight what I took away from the interview and some of the great music they Lex and Dan discussed, but feel free to jump in and watch the conversation at any point:

The most important takeaways from the interview are these:

People have really good bullshit detectors
You must authentically feel something, and your audience must feel it too
Having a source of honest feedback is critical to progressing your art

Let’s now look at each of these and relate them from music to innovation:

1. People have really good bullshit detectors

In the interview Dan contrasts their success with two different records “Bet My Life” and “Believer” – which both did well – but “Believer” out-streamed “Bet My Life” by 10x.

Here is “Bet My Life” from YouTube with its 160 Million views on YouTube:

And “Believer” with its 2.2 Billion views on YouTube:

Okay, maybe that’s a bit more than 10x, but Dan when asked about what went wrong with “Bet My Life” he admitted that they produced the song themselves and that they took what was originally a stripped-down song and over-produced it – costing the song some of its authenticity in the process.

If we cross over to innovation on this topic, in the past I’ve written that Veracity is Required for Innovation Success.

Yes, innovation is an art.

Here are some key thoughts from this article on the importance of truth to innovation:

“Fail to identify a solution with real innovation veracity and you are likely to miss potential elements of optimal value creation, you will likely struggle to make its value accessible, and there is a greater likelihood that you will fail to properly translate the value of the solution for your customers.

So, taken another way, the search for innovation success is a search for truth. You must therefore unlock the inner truths of your intended customers (think unmet needs or jobs-to-be-done), you must search in areas that your intended customers will feel are true for your brand, and areas that feel true to employees given the company’s mission and values. When your pursuit of innovation centers around truth and when you commit to a focused effort to increase your innovation capability – and to pursue Innovation Excellence – then and only then do you have your best chance at innovation success.”

2. You must authentically feel something, and your audience must feel it too

In innovation we often talk about how it takes 100+ ideas to find 10 projects worth investing time and money in, and from those 10 projects – if you’re lucky – you might have one show promise as a potential innovation.

In the Lex Fridman interview Dan Reynolds revealed that he writes about 100 songs a year and from those perhaps 10 might get recorded. Dan started as a drummer, and while voice is often as seen as the melody of a song, his vocals are in part driven by a percussion mindset. For innovation we like to speak about bringing different mindsets and perspectives to increase the chances of finding something meaningful.

Speaking of feeling and authenticity, Dan tells a story in the interview about how they were working on an album with famous record producer Rick Rubin and listened to a song that Dan believed in, but after hearing it he told Dan “I don’t believe you.”

The path to adoption is through belief…

Some of the songs they listened to in regard to ‘feeling it’, included Harry Nilsson’s “Without You”:

Cat Stevens’ “Father and Son”:

And Harry Chapin’s “Cat’s in the Cradle”:

Identifying whether you are transmitting authentic feelings or not is very difficult. We’ve already spoken about the importance of veracity, and if we build on that using something I wrote about in my article That’s Innovation with Two V’s, leveraging information from the movie A Good American, about how the following three components can help you identify signals and drive the transformation of DATA into INTELLIGENCE (or innovation veracity in our context):

Volume – in order to derive meaningful conclusions you need a lot of data inputs, in this case, lots of idea fragments (ideas come later)
Variety – multiple perspectives are necessary to avoid blind spots and increase the potential for connecting idea fragments
Velocity – volume by itself is not enough, momentum is important too. You have to keep Stoking Your Innovation Bonfire

3. Having a source of honest feedback is critical to progressing your art

Making art that resonates with others is incredibly different. It is easy to get lost in our own perspective.

“If you want to go fast, go alone. If you want to go far, go together.” – African Proverb

It is incredibly important as an artist, as an innovator, that you find a group of trusted voices to allow you to accelerate the development of your art – or your innovation. Science experienced an incredible acceleration in the private clubs of London in the 1600’s, impressionist art experienced an amazing acceleration in the south of France in the 1800’s – because of the rapid exchange of ideas and feedback.

For Dan Reynolds, one of those trusted voices is his father, he also has one of his brothers as the band’s manager, another brother as their lawyer, and brings in external voices to help with the production of their records – people like Rick Rubin.

Listening to your trusted external voices can help you see where you’re falling short. There is a great quote in the interview above regarding Dan’s realization around the sometimes-uncomfortable role of a famous person in society.

“By not saying anything, I was saying everything.” – Dan Reynolds
(re: LGBTQ issues at the time)

It is only from being open to receiving feedback that we can learn anything. And when it comes to art, when it comes to Optimizing Innovation Resonance:

To achieve and maintain innovation resonance, you must nurture a commitment to learning fast, both during the innovation development process and after the launch of a potential innovation. You must maintain a laser focus on how you are creating value, helping people access that value, and translating that value for people so they can understand how your potential innovation may fit into their lives. So, do you have processes in place as part of your innovation methodology for measuring and evolving solutions in place to help you get to innovation resonance?

And to help reduce the tyranny of the innovation hero and to encourage innovation collaboration, I created the Nine Innovation Roles:

Revolutionary
Conscript
Connector
Artist
Customer Champion
Troubleshooter
Judge
Magic Maker
Evangelist

… to make a place for everyone in innovation.

Conclusion

There is a reason this blog is called Human-Centered Change & Innovation. The reason is that when it comes to change, innovation and transformation, the people side of all three is everything.

To be successful, you must consider “the other.”

You must engage with “the other.”

You must understand “the other.”

This requires empathy, this requires veracity, and when you bring empathy and veracity together, you have a chance at achieving resonance.

All types of art and innovation require empathy, veracity, and resonance for success.

I hope you’ve enjoyed the interview, the music, and the conversation.

I hope all of this will help you slay your dragons, imagine a future where you are connecting more fully with your audience, and creating something amazing.

Keep innovating!

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It is Easier to Change People than to Change People

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It is Easier to Change People than to Change People

GUEST POST from Annette Franz

The work that we do as customer experience professionals can often be summed up as change management – or change leadership. One of the key and critical parts of this change management effort is to ensure we have executive commitment for the work that lies ahead. As a matter of fact, in an article I wrote a couple months ago about some research that GetFeedback had released, I noted these findings:

Respondents shared what degree executives were invested in CX efforts, how much, and to what end. When executives invest in customer experience, brands are three times more likely to yield return on investment (ROI) than those who don’t have that commitment from executives.

So their commitment is important. (Their ROI will come!) It ensures that you get the resources – human, capital, financial, time, etc. – needed to move forward successfully with your transformation work. They should express commitment (to the CX team and to the company) that the entire executive team is all in and that they’ve accepted that building a customer-centric organization means we’re building a winning organization.

But what if that commitment is lacking? What if you’re executives don’t get it? What if every plea to explain why transforming the culture, the employee experience, and the customer experience lands on deaf ears? What if some get it and some don’t?

Let’s think about this…

Years ago, I had an interesting conversation with James Lawther about executives and their lack of understanding regarding their critical roles in the transformation and the importance of their commitment. He had commented on a post about executives “not getting it” with this: “In which case, rather than trying to change your executive, wouldn’t you be better moving on and changing your executive instead?” I was recently reminded of his comment when I saw the quote, “It’s easier to change people than to change people.”

Perhaps, sometimes we just need new executives. Sadly, those who get it are few and far between. It’s one of the reasons I wrote Built to Win, i.e., to inspire leaders to think differently about customer-centricity and building a winning organization through deliberately designing a customer-centric culture – from the top.

Back to the conversation with James. We weren’t too far off on this thinking, this idea of changing executives. Geoffrey Moore (author of Crossing the Chasm and Zone to Win) published an article on LinkedIn last month titled, Three Easy Mistakes to Make, which he actually referred to as compromises leaders shouldn’t make as the business grows and matures or evolves. One of those mistakes was this: Adjusting your organizational model to fit your people instead of the other way around. He writes:

People who have been with the team for a long time often feel entitled to the next promotion in their career path, and because we have all worked together during this time, we can feel obligated to accommodate them. Now, when your industry is not being disrupted, experience does matter, so promoting from within is often a good strategy. But when disruption strikes, organizations need to change, often dramatically, and the new leaders need to be grounded in the emerging paradigm. That is, they have to make quick decisions with little data based on pattern recognition and then course-correct them as the data comes in. If the person in place does not have that pattern recognition, if instead, they have to learn the new system even as they are in the midst of operating it, decision-making slows down dramatically, and an agile approach becomes impossible. For times like this, you need to bring in someone who already has the mindset needed to play the new hand. You already know that what got you here won’t get you there. Just remember that applies to people as well.

Why would you do that? Why wouldn’t you make sure you’ve got the right people on the bus to ensure success, to ensure that the organizational model (and, of course, in this case, I’m thinking about building out your customer-centric culture) has every chance to flourish? Why would you, instead, keep the same people to build a different organization, especially those who constantly say, “But we’ve always done it this way. This is how we do things here.”

I prefer to say, “Nothing changes if nothing changes.” Either the thinking has to change or the people have to change.

As Geoffrey says, “For times like this, you need to bring in someone who already has the mindset needed to play the new hand. You already know that what got you here won’t get you there. Just remember that applies to people as well.”

Maybe some of the up-and-coming leaders will bring a fresh perspective and find my open letter to CEOs an affirmation, as in, “No need to tell me all of that once, much less twice!” Be that person with the mindset to play the new hand. Or be the person who gets replaced.

People change over the years, and that changes situations for good and for bad. ~ Bobby Knight

This article originally appeared on CX Journey

Image credit: Pixabay

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