Modeling Good Board Governance

Modeling Good Board Governance

GUEST POST from Geoffrey A. Moore

There are cartloads of checklists and commentary on the duties and responsibilities of a board of directors, none of which are particularly surprising, but collectively, somewhat mind-numbing. As a frameworks person, I need to see things in a more simple and integrated way, hence the diagram below:

Board of Directors Responsibilities Framework

Public boards should tackle this framework from the bottom up as they are liable for damages if the company fails to address risk and compliance properly, or improperly reports performance results. Foundational to their recruiting and staffing efforts should be securing strong chairpersons for each of the three anchor committees—Nominating and Governance, Audit, and Compensation. That’s table stakes. High-performing boards do their best to handle these obligations in committee so they can spend quality time on the upper levels of the framework. The obstacle here tends to be management’s presentation of the past quarter’s performance. This is necessary to bring the board up to speed on the current state of the company, but it is something that most boards spend way too much time on, given how little the board can do to move the needle. This limits the time available to devote to strategy and resource allocation, where their outside-in perspective can add a ton of value. Big bets, on the other hand, do get the full attention they deserve—they just should not happen very often given the risk-averse nature of public market shareholders.

Venture-backed companies, on the other hand, are a different kind of animal. They should approach this framework from the top down. They are big bets, and their first responsibility is to get those bets across the chasm and inside a tornado. Resource allocation and strategy are core to accomplishing these ends. Performance matters, but early on it is more about accumulating power than delivering profits. Risk and compliance are still relevant, but the shareholders have a higher tolerance for risk, and the relatively small size of the enterprise as a whole makes compliance a whole lot simpler. And finally, the board is typically comprised primarily of investors and founders with an independent director for balance—not really a governance model, built more for guidance instead.

The disparity between the public and private market board models creates a shock when venture-backed companies get acquired by public companies. The newly acquired team wakes up one morning inside a public enterprise with all its established processes and procedures and feels like it is being smothered to death. There is no halfway house here, so when we talk about acquisition integration, we need to include a deep-dive orientation to public-market expectations, and the work enterprises must do to address them. In parallel, the acquiring company needs to adopt zone management to ensure that they are holding the acquired company accountable to the right goals and metrics. This goes all the way up to the board, where people are likely still smarting from the high premium they had to pay and looking to get it back as fast as possible. Thrusting the new team into the Performance Zone is a proven path to crushing innovation and destroying shareholder value.

That’s what I think. What do you think?

Image Credit: Unsplash

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Ranking Your Top 10 Micro Moments

Ranking Your Top 10 Micro Moments

GUEST POST from Robyn Bolton

Everybody loves a Top X list. This past week I’ve read the Top 100 Best Comedy Movies of All TimeThe 100 Best Episodes of the Century, and the NYT’s 100 Notable Books of 2025. And all this before we’re inundated with the Top 10 lists sports, politics, celebrity news, world news, and whatever other topic a writer can dream up.

Top X Lists are about big things, events that affect everyone or that will be remembered for decades. And while those Macro-moments are what stand out in our memories, they rarely define our everyday existence.

What are Micro-moments?

I first heard of Micro-moments in an interview between Dan Shipper, founder of Every, and Henrik Werdelin, founder of Prehype (an incubator that helped launch Barkbox and Ro Health).  According to Werdelin:

Micro-moments for me are things when I’m in flow and things where I’m happy.  It can’t be a big thing like  having a family.  It has to be a very concrete things like I like walking over the Brooklyn Bridge in the morning.  It’s just something I get profoundly happy about, right? Or I like being in brainstorm meetings with (other entrepreneurs).

But his list of Micro-moments isn’t just a new-age happiness manifestation, it’s an actual decision-making tool.  Werdelin explains:

I was basically trying to figure out what to do next and I was keeping all my options open.  I got offered a job to run BBC Digital on the international side and then I got offered a job at a design agency called Wolf Collins who had an incredible CEO.

And so, I ended up having these 30 concrete [moments] where I’ve done stuff and then I started to use that as a way to measure options that would be thrown at me.  The BBC sounded like it would be a lot of money, and it was like a cool job, and it would give me, I guess, self-esteem for a second. But then when I looked at what it would entail, none of the Micro-moments would be included so I was like, “ah, probably not for me.”

My first Micro-reactions

  1. Eye roll: Thank goodness you had a list of Micro-moments so you could avoid the soul sucking horror of running BBC Digital!
  2. Righteous indignation: Do you have any idea how hard it is out there to find a job? People would be thrilled to have a job that delivers only ONE Micro-moment of happiness?!
  3. Breathe: Wait a second. What if Mico-moments don’t determine your role. What if Micro-moments…perhaps…mean a little bit more! (yes, that is a terrible rephrasing of the Grinch’s epiphany)

Micro-moments are more than moments of flow and joy. They’re the moments that make up our lives, relationships, and view of the world. They’re the moments that should be on our Top 10 lists but too often get crowded out by noisier, bigger moments.

They’re also things we can create, design for, and sometimes even control.

What are YOUR Micro-moments?

As the period of end-of-year reflection approaches, think about your Micro-moments. What small, concrete moments that brought you flow, joy, or peace, this year? Where were you? What were you doing? Who were you with? Jot them down.

When the new year dawns, go back to your list and get curious. What are the common themes, people, places, and activities in your Micro-moments. Write down what you notice.

As the year kicks into gear and everyone settles back into work and school routines, return to your list and start planning. How might you create more Micro-moments?

Life is made up of moments. Many of them are beyond our control. But some of them aren’t. And wouldn’t it be great to know which ones make us happiest so we can experience them more often?

Image credit: Pexels

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Nominations Open – Top 40 Innovation Authors of 2025

Nominations Open for the Top 40 Innovation Authors of 2025Human-Centered Change and Innovation loves making innovation insights accessible for the greater good, because we truly believe that the better our organizations get at delivering value to their stakeholders the less waste of natural resources and human resources there will be.

As a result, we are eternally grateful to all of you out there who take the time to create and share great innovation articles, presentations, white papers, and videos with Braden Kelley and the Human-Centered Change and Innovation team. As a small thank you to those of you who follow along, we like to make a list of the Top 40 Innovation Authors available each year!

Our lists from the ten previous years have been tremendously popular, including:

Top 40 Innovation Bloggers of 2015
Top 40 Innovation Bloggers of 2016
Top 40 Innovation Bloggers of 2017
Top 40 Innovation Bloggers of 2018
Top 40 Innovation Bloggers of 2019
Top 40 Innovation Bloggers of 2020
Top 40 Innovation Bloggers of 2021
Top 40 Innovation Bloggers of 2022
Top 40 Innovation Bloggers of 2023
Top 40 Innovation Bloggers of 2024

Do you have someone that you like to read that writes about innovation, or some of the important adjacencies – trends, consumer psychology, change, leadership, strategy, behavioral economics, collaboration, or design thinking?

Human-Centered Change and Innovation is now looking for the Top 40 Innovation Authors of 2025.

The deadline for submitting nominations is December 24, 2025 at midnight GMT.

You can submit a nomination either of these two ways:

  1. Sending us the name of the author and the url of their blog by @reply on twitter to @innovate
  2. Sending the name of the author and the url of their blog and your e-mail address using our contact form

(Note: HUGE bonus points for being a contributing author)

So, think about who you like to read and let us know by midnight GMT on December 24, 2025.

We will then compile a voting list of all the nominations, and publish it on December 25, 2025.

Voting will then be open from December 25, 2025 – January 1, 2026 via comments and twitter @replies to @innovate.

The ranking will be done by me with influence from votes and nominations. The quality and quantity of contributions by an author to this web site will be a contributing factor.

Contact me with writing samples if you’d like to publish your articles on our platform!

The official Top 40 Innovation Authors of 2025 will then be announced on here in early January 2026.

We’re curious to see who you think is worth reading!

SPECIAL BONUS: From now until December 31, 2025 you can get either the hardcover or softcover of my latest best-selling book Charting Change (free shipping worldwide) for only £/$/€ 23.99 (~36% OFF).

Support this blog by getting your copy of Charting Change

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Change is Never Simple or Linear

Change is Never Simple or Linear

GUEST POST from Greg Satell

I still remember the excitement I felt seeing Kyiv, Ukraine for the first time in 2002. I had been living in Eastern Europe for five years by that time and had the privilege of witnessing first-hand how formerly communist countries moved boldly into a new future of peace and prosperity. Still, Kyiv was different somehow, bigger, more raw and bursting with potential.

An often repeated quip at the time was, “Ukraine is like Poland in 1993… and always will be.” Unlike the Visegrad countries of Poland, Czech, Slovakia and Hungary, Ukraine had been an actual Soviet Republic and the degree of institutional and societal rot created greater challenges. Kyiv in 2002 was, in many ways, a cynical place.

Today, no one can deny that a paradigm shift has occurred. No longer seen as a corrupt backwater, Ukraine has inspired the world with its ingenuity, humanity and courage. Its president, Volodomyr Zelensky, is an international hero. Yet the transformation, while still incomplete, didn’t come easily and it has important lessons that we can learn from.

A Material Desire

In the early 2000s, Ukraine felt like a place in limbo. Ravaged by the 1998 ruble crisis and often considered to be a sub-market of Russia, most multinational companies were running their Ukrainian operations from Moscow. The highly publicized murder of journalist Georgiy Gongadze in 2000 just added to the feeling that the country was stuck in a hopeless limbo.

When I first arrived, there was a palpable sense of political apathy. Many Ukrainians traveled to Europe and, with its neighbor Poland ascending to the EU, were more than aware that they were being left behind. Still, it didn’t seem like anything could be done about the corrupt powers that ruled the country, so why worry about things that didn’t concern you?

That began to change in 2004, when a relatively boring technocratic reformer named Viktor Yushchenko, who was credited with taming hyperinflation as a central banker and helping to improve the economy as Prime Minister, emerged as the opposition candidate for President. Powerful interests opposed his reforms. He was poisoned, leaving his face disfigured. Many expected his candidacy to end there, but it transformed him into an inspirational leader.

The forces backing his opponent, an almost cartoonish thug named Viktor Yanukovych, tried to falsify the election, which led to the Orange Revolution. I remember that, at first, the effort often seemed futile. But we persevered and the Supreme Court of Ukraine nullified the falsified election results. Against seemingly all odds, Yushchenko rose to the presidency.

A Failure To Survive Victory

We had won, or so we thought. The rightful candidate was elected, justice was done and it seemed like a new era had dawned. Yet soon it became clear that things were not going well. The unity of Yushchenko’s coalition broke down and infighting ensued. Planned reforms stalled in a morass of corruption and incompetence. The financial crisis at the end of 2008 put the last nail in the coffin.

In 2010, Victor Yanukovych, the same man we marched against, rose to the presidency. He was even worse than we had feared. He changed the Constitution to grab more power and threw his opponent, Yulia Tymoshenko, in jail to cripple the opposition. Corruption reached new heights (experts estimate that the regime looted as much as $100 billion—an amount almost equal to the entire GDP of Ukraine).

Things came to a head when Yanukovych backed out of a trade agreement with the EU. It was the final straw. It is one thing to steal, to make a mockery of the rule of law and to run the country far below any reasonable standard of governance. But the prospect of EU integration had come to symbolize inclusion into Europe and a chance to, someday, live a normal life. People once again took to the streets in what came to be called the Euromaidan protests.

The regime fought back, but to little avail. Riot police attacked, yet more people came to Kyiv’s central square, known as the “Maidan.” Yanukovych passed a law outlawing the protests and even more came. Things escalated and the regime started shooting the protestors. Soon there were Molotov cocktails, helmets, and improvised shields. In the end more than 100 people were dead in the streets.

The world took notice and the diplomats came. Meanwhile, away from the cameras, other meetings were held in Parliament. The oligarchs, facing sanctions against their western assets, and even Yanukovych’s allies in his own party, had enough. Suddenly bereft of any support, the corrupt strongman fled from the country. An interim government was announced and Petro Poroshenko was elected president later that Spring.

The Rise Of A Consciousness Based On Shared Values

The Orange Revolution got its name because Orange was the campaign color of Yushchenko’s party, Our Ukraine. It was about changing who was in power in the hopes that he could change things. That was our mistake. You can never base a transformation in any one person, policy or program. It always needs to be rooted in shared values.

“In 2015 we were fighting for an idea. That’s why 2015 was different,” Mustafa Nayem, who initiated the protests, would later tell me. They were called “Euromaidan,” because they were about values, specifically European Values. It was a realization that the material aspirations could not be met without a fundamental change in beliefs and how the country saw itself.

“Immediately after Maidan [in 2005], all the people went home and they calmed down,” Nayem told me. “We lost the chance to push the government towards some changes. In 2013, and after Maidan in 2014, many people are still angry, they’re still active, they’re still pushing. And the inner process of these protests is still proceeding. We have this conversion of civil society.”

These events came to be known as the Revolution of Dignity, because it was the moment that the Ukrainian people demanded to have their sovereignty as an independent country recognized, no matter what the cost. That’s what led Putin to annex Crimea, invade Donbas in 2014 and then the entire country in 2022.

To Shift Opinions You Need To Shift Networks

From the outside, Ukraine’s story can seem like a real life version of the hero’s journey, in which an ordinary person is called to greatness and tested in some profound way which leads to a transformation. Yet Volodymyr Zelensky is not Luke Skywalker, Vladimir Putin is not Darth Vader and Russia does not dominate the universe.

While it is true that Zelensky has a particular set of talents that earlier leaders, such as Viktor Yushchenko, lacked, he has been shaped by context at least as much as he has shaped events. Not only is he a member of the first Ukrainian generation to have little memory or nostalgia for the Soviet Union, he is operating in an ecosystem prepared by two revolutions.

To truly shape events, you must shape networks. That is why Russia is failing and Ukraine is succeeding. One thing I noticed living in both countries is that Ukrainians had a deep desire to connect to the world, while Russians were much more suspicious, fearing that taking in elements of other cultures would corrupt their own.

It is networks of unseen connections that lead to transformation and change. You can’t overpower, you need to attract small groups, loosely connected and united by shared purpose to achieve great things. That never happens in a straightforward manner. We live in a world not of linear cause and effect, but of complex ecosystems, which we need to grow and nurture if they are to achieve their full potential.

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

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Will our opinion still really be our own in an AI Future?

Will our opinion still really be our own in an AI Future?

GUEST POST from Pete Foley

Intuitively we all mostly believe our opinions are our own.  After all, they come from that mysterious thing we call consciousness that resides somewhere inside of us. 

But we also know that other peoples opinions are influenced by all sorts of external influences. So unless we as individuals are uniquely immune to influence, it begs at the question; ‘how much of what we think, and what we do, is really uniquely us?’  And perhaps even more importantly, as our understanding of behavioral modification techniques evolves, and the power of the tools at our disposal grows, how much mental autonomy will any of us truly have in the future?

AI Manipulation of Political Opinion: A recent study from the Oxford Internet Institute (OII) and the UK AI Security Institute (AISI) showed how conversational AI can meaningfully influence peoples political beliefs. https://www.ox.ac.uk/news/2025-12-11-study-reveals-how-conversational-ai-can-exert-influence-over-political-beliefs .  Leveraging AI in this way potentially opens the door to a step-change in behavioral and opinion manipulation inn general.  And that’s quite sobering on a couple of fronts.   Firstly, for many today their political beliefs are deeply tied to our value system and deep sense of self, so this manipulation is potentially profound.  Secondly, if AI can do this today, how much more will it be able to do in the future?

A long History of Manipulation: Of course, manipulation of opinion or behavior is not new.  We are all overwhelmed by political marketing during election season.  We accept that media has manipulated public opinion for decades, and that social media has amplified this over the last few decades. Similarly we’ve all grown up immersed in marketing and advertising designed to influence our decisions, opinions and actions.  Meanwhile the rise in prominence of the behavioral sciences in recent decades has provided more structure and efficiency to behavioral influence, literally turning an art into a science.  Framing, priming, pre-suasion, nudging and a host of other techniques can have a profound impact on what we believe and what we actually do. And not only do we accept it, but many, if not most of the people reading this will have used one or more of these channels or techniques.  

An Art and a Science: And behavioral manipulation is a highly diverse field, and can be deployed as an art or a science.   Whether it’s influencers, content creators, politicians, lawyers, marketers, advertisers, movie directors, magicians, artists, comedians, even physicians or financial advisors, our lives are full of people who influence us, often using implicit cues that operate below our awareness. 

And it’s the largely implicit nature of these processes that explains why we tend to intuitively think this is something that happens to other people. By definition we are largely unaware of implicit influence on ourselves, although we can often see it in others.   And even in hindsight, it’s very difficult to introspect implicit manipulation of our own actions and opinions, because there is often no obvious conscious causal event. 

So what does this mean?  As with a lot of discussion around how an AI future, or any future for that matter, will unfold, informed speculation is pretty much all we have.  Futurism is far from an exact science.  But there are a couple of things we can make pretty decent guesses around.

1.  The ability to manipulate how people think creates power and wealth.

2.  Some will use this for good, some not, but given the nature of humanity, it’s unlikely that it will be used exclusively for either.

3.  AI is going to amplify our ability to manipulate how people think.  

The Good news: Benevolent behavioral and opinion manipulation has the power to do enormous good.  Whether it’s mental health and happiness (an increasingly challenging area as we as a species face unprecedented technology driven disruption), health, wellness, job satisfaction, social engagement, important for many of us, adoption of beneficial technology and innovation and so many other areas can benefit from this.  And given the power of the brain, there is even potential for conceptual manipulation to replace significant numbers of pharmaceuticals, by, for example, managing depression, or via preventative behavioral health interventions.   Will this be authentic? It’s probably a little Huxley dystopian, but will we care?  It’s one of the many ethical connundrums AI will pose us with.

The Bad News.  Did I mention wealth and power?  As humans, we don’t have a great record of doing the right thing when wealth and power come into the equation.  And AI and AI empowered social, conceptual and behavioral manipulation has potential to concentrate meaningful power even more so than today’s tech driven society.  Will this be used exclusively for good, or will some seek to leverage for their personal benefit at the expense of the border community?   Answers on a postcard (or AI generated DM if you prefer).

What can and should we do?  Realistically, as individuals we can self police, but we obviously also face limits in self awareness of implicit manipulations.  That said, we can to some degree still audit ourselves.  We’ve probably all felt ourselves at some point being riled up by a well constructed meme designed to amplify our beliefs.   Sometimes we recognize this quickly, other times we may be a little slower. But just simple awareness of the potential to be manipulated, and the symptoms of manipulation, such as intense or disproportionate emotional responses, can help us mitigate and even correct some of the worst effects. 

Collectively, there are more opportunities.  We are better at seeing others being manipulated than ourselves.  We can use that as a mirror, and/or call it out to others when we see it.  And many of us will find ourselves somewhere in the deployment chain, especially as AI is still in it’s early stages.  For those of us that this applies to, we have the opportunity to collectively nudge this emerging technology in the right direction. I still recall a conversation with Dan Ariely when I first started exploring behavioral science, perhaps 15-20 years ago.  It’s so long ago I have to paraphrase, but the essence of the conversation was to never manipulate people to do something that was not in there best interest.  

There is a pretty obvious and compelling moral framework behind this. But there is also an element of enlightened self interest. As a marketer working for a consumer goods company at the time, even if I could have nudged somebody into buying something they really didn’t want, it might have offered initial success, but would likely come back to bite me in the long-term.  They certainly wouldn’t become repeat customers, and a mixture of buyers remorse, loss aversion and revenge could turn them into active opponents.  This potential for critical thinking in hindsight exists for virtually every situation where outcomes damage the individual.   

The bottom line is that even today, we already ave to continually ask ourselves if what we see is real, if our beliefs are truly our own, or have they been manipulated? Media and social media memes already play the manipulation game.   AI may already be better, and if not, it’s only a matter of time before it is. If you think we are politically polarized now, hang onto your hat!!!  But awareness is key.  We all need to stay aware, be conscious of manipulation in ourselves and others, and counter it when we see it occurring for the wrong reasons.

Image credits: Google Gemini

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Do You Have Green Nitrogen Fixation?

Innovating a Sustainable Future

LAST UPDATED: December 20, 2025 at 9:01 AM

Do You Have Green Nitrogen Fixation?

GUEST POST from Art Inteligencia

Agriculture feeds the world, but its reliance on synthetic nitrogen fertilizers has come at a steep environmental cost. As we confront climate change, waterway degradation, and soil depletion, the innovation challenge of this generation is clear: how to produce nitrogen sustainably. Green nitrogen fixation is not just a technological milestone — it is a systems-level transformation that integrates chemistry, biology, energy, and human-centered design.

The legacy approach — Haber-Bosch — enabled the Green Revolution, yet it locks agricultural productivity into fossil fuel dependency. Today’s innovators are asking a harder question: can we fix nitrogen with minimal emissions, localize production, and make the process accessible and equitable? The answer shapes the future of food, climate, and economy.

The Innovation Imperative

To feed nearly 10 billion people by 2050 without exceeding climate targets, we must decouple nitrogen fertilizer production from carbon-intensive energy systems. Green nitrogen fixation aims to achieve this by harnessing renewable electricity or biological mechanisms that operate at ambient conditions. This means re-imagining production from the ground up.

The implications are vast: lower carbon footprints, reduced nutrient runoff, resilient rural economies, and new pathways for localized fertilizer systems that empower rather than burden farmers.

Nitrogen Cycle Comparison

Case Study One: Electrochemical Nitrogen Reduction Breakthroughs

Electrochemical nitrogen reduction uses renewable electricity to convert atmospheric nitrogen into ammonia or other reactive forms. Unlike Haber-Bosch, which requires high heat and pressures, electrochemical approaches can operate at room temperature using novel catalyst materials.

One research consortium recently demonstrated that a proprietary catalyst structure significantly increased ammonia yield while maintaining stability over long cycles. Although not yet industrially scalable, this work points to a future where modular electrochemical reactors could be deployed near farms, powered by distributed solar and wind.

What makes this case compelling is not just the chemistry, but the design choice to focus on distributed systems — bringing fertilizer production closer to end users and far from centralized, fossil-fueled plants.

Case Study Two: Engineering Nitrogen Fixation into Staple Crops

Until recently, biological nitrogen fixation was limited to symbiotic relationships between legumes and root bacteria. But gene editing and synthetic biology are enabling scientists to embed nitrogenase pathways into non-legume crops like wheat and maize.

Early field trials with engineered rice have shown significant nitrogenase activity, reducing the need for external fertilizer inputs. While challenges remain — such as metabolic integration, field variability, and regulatory pathways — this represents one of the most disruptive possibilities in agricultural innovation.

This approach turns plants themselves into self-fertilizing systems, reducing emissions, costs, and dependence on industrial supply chains.

Leading Companies and Startups to Watch

Several organizations are pushing the frontier of green nitrogen fixation. Clean-tech firms are developing electrochemical ammonia reactors powered by renewables, while biotech startups are engineering novel nitrogenase systems for crops. Strategic partnerships between agritech platforms, renewable energy providers, and academic labs are forming to scale pilot technologies. Some ventures focus on localized solutions for smallholder farmers, others target utility-scale production with integrated carbon accounting. This ecosystem of innovation reflects the diversity of needs — global and local — and underscores the urgency and possibility of sustainable nitrogen solutions.

In the rapidly evolving landscape of green nitrogen fixation, several pioneering companies are dismantling the carbon-intensive legacy of the Haber-Bosch process.

Pivot Bio leads the biological charge, having successfully deployed engineered microbes across millions of acres to deliver nitrogen directly to crop roots, effectively turning the plants themselves into “mini-fertilizer plants.”

On the electrochemical front, Swedish startup NitroCapt is gaining massive traction with its “SUNIFIX” technology—winner of the 2025 Food Planet Prize—which mimics the natural fixation of nitrogen by lightning using only air, water, and renewable energy.

Nitricity is another key disruptor, recently pivoting toward a breakthrough process that combines renewable energy with organic waste, such as almond shells, to create localized “Ash Tea” fertilizers.

Meanwhile, industry giants like Yara International and CF Industries are scaling up “Green Ammonia” projects through massive electrolyzer integrations, signaling a shift where the world’s largest chemical providers are finally betting on a fossil-free future for global food security.

Barriers to Adoption and Scale

For all the promise, green nitrogen fixation faces real barriers. Electrochemical methods must meet industrial throughput, cost, and durability benchmarks. Biological systems need rigorous field validation across diverse climates and soil types. Regulatory frameworks for engineered crops vary by country, affecting adoption timelines.

Moreover, incumbent incentives in agriculture — often skewed toward cheap synthetic fertilizer — can slow willingness to transition. Overcoming these barriers requires policy alignment, investment in workforce training, and multi-stakeholder collaboration.

Human-Centered Implementation Design

Technical innovation alone is not sufficient. Solutions must be accessible to farmers of all scales, compatible with existing practices when possible, and supported by financing that lowers upfront barriers. This means designing technologies with users in mind, investing in training networks, and co-creating pathways with farming communities.

A truly human-centered green nitrogen future is one where benefits are shared — environmentally, economically, and socially.

Conclusion

Green nitrogen fixation is more than an innovation challenge; it is a socio-technical transformation that intersects climate, food security, and economic resilience. While progress is nascent, breakthroughs in electrochemical processes and biological engineering are paving the way. If we align policy, investment, and design thinking with scientific ingenuity, we can achieve a nitrogen economy that nourishes people and the planet simultaneously.

Frequently Asked Questions

What makes nitrogen fixation “green”?

It refers to producing usable nitrogen compounds with minimal greenhouse gas emissions using renewable energy or biological methods that avoid fossil fuel dependence.

Can green nitrogen fixation replace Haber-Bosch?

It has the potential, but widespread replacement will require scalability, economic competitiveness, and supportive policy environments.

How soon might these technologies reach farmers?

Some approaches are in pilot stages now; commercial-scale deployment could occur within the next decade with sustained investment and collaboration.

Disclaimer: This article speculates on the potential future applications of cutting-edge scientific research. While based on current scientific understanding, the practical realization of these concepts may vary in timeline and feasibility and are subject to ongoing research and development.

Image credits: Google Gemini

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Why Are We Forcing People Back into Cubicles?

Why Are We Forcing People Back into Cubicles?

GUEST POST from Mike Shipulski

Whether it’s placing machine tools on the factory floor or designing work spaces for people that work at the company, the number one guiding metric is resources per square foot. If you’re placing machine tools, this metric causes the machines to be stacked closely together, where the space between them is minimized, access to the machines is minimized, and the aisles are the smallest they can be. The result – the number of machines per square foot is maximized.

And though there has been talk of workplaces that promote effective interactions and creativity, the primary metric is still people per square foot. Don’t believe me? I have one word for you – cubicles. Cubicles are the design solution of choice when you want to pack the most people into the smallest area.

Here’s a test. At your next team meeting, ask people to raise their hand if they hate working in a cubicle. I rest my case.

With cubicles, it’s the worst of both worlds. There is none of the benefit of an office and none of the benefit of collaborative environment. They are half of neither.

What is one of Dilbert’s favorite topic? Cubicles.

If no one likes them, why do we still have them? If you want quiet, cubicles are the wrong answer. If you want effective collaboration, cubicles are the wrong answer. If everyone hates them, why do we still have them?

When people need to do deep work, they stay home so they can have peace and quiet. When people they want to concentrate, they avoid cubicles at all costs. When you need to focus, you need quiet. And the best way to get quiet is with four walls and a door. Some would call that and office, but those are passe. And in some cases, they are outlawed. In either case, they are the best way to get some quiet time. And, as a side benefit, they also block interruptions.

Best way for people to interact is face-to-face. And in order to interact at way, they’ve got to be in the same place at the same time. Sure spontaneous interactions are good, but it’s far better to facilitate interactions with a fixed schedule. Like with a bus stop schedule, people know where to be and when. In that way, many people can come together efficiently and effectively and the number of interactions increases dramatically. So why not set up planned interactions at ten in the morning and two in the afternoon?

I propose a new metric for facilities design – number of good ideas per square foot. Good ideas require deep thought, so quiet is important. And good ideas require respectful interaction with others, so interactions are important.

I’m not exactly sure what a facility must look like to maximize the number of good ideas per square foot, but I do know it has no cubicles.

Image credit: Unsplash

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Customer Experience Failures Are a Gift

Customer Experience Failures Are a Gift Pixabay

GUEST POST from Shep Hyken

When things go wrong for your customer, that’s when you have the best opportunity to prove how good you really are. Anyone can look good when everything is running smoothly, but your true customer service “chops” show up during a service failure.

I recently went to a doctor’s office for an appointment. I arrived early to check in. The nurse at the desk was – no exaggeration – horrified that she had to tell me there was a glitch in the scheduling software, and my appointment had to be rescheduled. While some people might have taken a, “That’s too bad … it happens attitude,” she couldn’t have been more apologetic, showing tremendous empathy, and immediately went to work to find another time for me to return to see the doc.

I was at a restaurant and ordered a sandwich without mayonnaise. (I hate mayonnaise!) Of course, the sandwich came out slathered with mayo. The server spotted the mistake while setting the plate down in front of me. Before it even hit the table, she put it back on her tray. She served the rest of the food to everyone else at the table, and like the nurse who had to reschedule my appointment, she apologized and showed empathy. She immediately went to the kitchen to fix the problem. Several minutes later, I had a perfect sandwich.

Shep Hyken CX Failure cartoon

After both of these experiences, I received email messages asking me to complete a short survey. I gave each of these people and businesses a perfect, five-star rating. It wasn’t that they were flawless. In both cases, mistakes were made. But they each made a flawless recovery. In both situations, they didn’t offer a refund or anything for free. They just fixed the problem – but they did it with style. And when someone cares as much as these ladies did, how could I stay mad at them?

One important point: For this approach to work, problems have to be rare, not frequent, occurrences. No matter how nice employees are or how well they handle issues and complaints, if problems happen regularly, customers won’t trust the company. Excellence in recovery can only overcome occasional failures, not “systematic” ones.

I don’t need to rehash my Five Steps to Handling a Moment of Misery (Complaint), but it’s important to point out that both people handled the problems well. Rescheduling an appointment seems like a bigger issue than remaking a sandwich, but that’s not the point. The point is they both fixed the problem, and the attitude they took while doing so became even more important than the fix.

Both of these stories illustrate how, when you really care, you can win back your customer. A mistake isn’t the end of your relationship with a customer. Handled the right way, it’s an opportunity to build trust and loyalty by showing how good you really are when things don’t go according to plan.

Image credits: Pixabay, Shep Hyken

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Bringing Energy Back to Work

Bringing Energy Back to Work

GUEST POST from Geoffrey A. Moore

There are all kinds of survey data these days indicating that morale in the workplace is lower than it used to be and, more importantly, than it ought to be. This has got managers scurrying about trying to find ways to make their employees happier. One word of advice on this: Stop!

It is not your job to make the people on your team happy. That is their job. Your job is to make their work important. Now, as a bonus, there is a strong correlation between meaningful work and worker happiness, so there is a two-birds-for-one-stone principle operating here. It’s just that you have to keep your eye on the lead bird. Employee happiness is a trailing indicator. Customer success is the leading one.

Your team’s customers can be internal or external — it just depends on your performance contract, the one that sets out the outcomes your organization has been funded to deliver. To be meaningful, in one way or another, those outcomes must contribute materially to the overall success of your enterprise’s mission. Your job is to highlight that path, to help your team members see it as a North Star to guide the focus and prioritization of their work. That is what gives their work meaning. Their performance metrics should align directly with the outcomes you have contracted to deliver – else why are they doing the work?

Performance management in this context is simply redirecting their energy to align as closely as possible to the deliverables of your organization’s performance contract. The talent you recruit and develop should have the kind of disposition and gifts that motivate them to want to do this kind of work. If there is a mismatch, help them find some other kind of work that is a better fit for them, and backfill their absence with someone who is a better fit for you. Performance management is not about weeding out—it is about re-potting.

Finally, if we bring this mindset to our current challenges with institutionalizing remote/hybrid operating models, too often this is being framed as an issue of improving employee happiness. Again, not your job. Instead, the focus should be on how best to meet the needs of the customers you have elected to serve. That is, instead of designing enterprise-out, with our heads down in our personal and team calendars, we need to design customer-in, with our heads up looking at where the trapped value is in their world, aligning our energies to release that trapped value, and organizing our operating model to maximize our impact in so doing. If we are not in service to our customers, what use are we?

That’s what I think. What do you think?

Image Credit: Pexels

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Do What 91% of Executives Will Not

Winning in Times of Uncertainty

Do What 91% of Executives Will Not

GUEST POST from Robyn Bolton

In times of great uncertainty, we seek safety. But what does “safety” look like?

What We Say: Safety = Data

We tend to believe that we are rational beings and, as a result, we rely on data to make decisions.

Great! We’ve got lots of data from lots of uncertain periods. HBR examined 4,700 public companies during three global recessions (1980, 1990, and 2000).  They found that the companies that emerged “outperforming rivals in their industry by at least 10% in terms of sales and profits growth” had one thing in common: They aggressively made cuts to improve operational efficiency and ruthlessly invested in marketing, R&D, and building new assets to better serve customers have the highest probability of emerging as markets leaders post-recession.

This research was backed up in 2020 in a McKinsey study that found that “Organizations that maintained their innovation focus through the 2009 financial crisis, for example, emerged stronger, outperforming the market average by more than 30 percent and continuing to deliver accelerated growth over the subsequent three to five years.”

What We Do: Safety = Hoarding

The reality is that we are human beings and, as a result, make decisions based on how we feel and the use data to justify those decisions.

How else do you explain that despite the data, only 9% of companies took the balanced approach recommended in the HBR study and, ten years later, only 25% of the companies studied by McKinsey stated that “capturing new growth” was a top priority coming out of the COVID-19 pandemic.

Uncertainty is scary so, as individuals and as organizations, we scramble to secure scarce resources, cut anything that feels extraneous, and shift or focus to survival.

What now? AND, not OR

What was true in 2010 is still true today and new research from Bain offers practical advice for how leaders can follow both their hearts and their heads.

Implement systems to protect you from yourself. Bain studied Fast Company’s 50 Most Innovative Companies and found that 79% use two different operating models for innovation to combat executives’ natural risk aversion.  The first, for sustaining innovation uses traditional stage-gate models, seeks input from experts and existing customers, and is evaluated on ROI-driven metrics.

The second, for breakthrough innovations, is designed to embrace and manage uncertainty by learning from new customers and emerging trends, working with speed and agility, engaging non-traditional collaborators, and evaluating projects based on their long-term potential and strategic option value.

Don’t outspend. Out-allocate. Supporting the two-system approach, nearly half of the companies studied send less on R&D than their peers overall and spend it differently: 39% of their R&D budgets to sustaining innovations and 61% to expanding into new categories or business models.

Use AI to accelerate, not create. Companies integrating AI into innovation processes have seen design-to-launch timelines shrink by 20% or more. The key word there is “integrate,” not outsource. They use AI for data and trend analysis, rapid prototyping, and automating repetitive tasks. But they still rely on humans for original thinking, intuition-based decisions, and genuine customer empathy.

Prioritize humans above all else. Even though all the information in the world is at our fingerprints, humans remain unknowable, unpredictable, and wonderfully weird. That’s why successful companies use AI to enhance, not replace, direct engagement with customers. They use synthetic personas as a rehearsal space for brainstorming, designing research, and concept testing. But they also know there is no replacement (yet) for human-to-human interaction, especially when creating new offerings and business models.

In times of create uncertainty, we seek safety.  But safety doesn’t guarantee certainty. Nothing does. So, the safest thing we can do is learn from the past, prepare (not plan) for the future, make the best decisions possible based on what we know and feel today, and stay open to changing them tomorrow.

Image credit: Pexels

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