In this bonus episode of Innovation Answered, we take a deep dive into the world of data and how Experian’s DataLabs spread innovative data solutions across the company. Listen to the full episode or read the transcript.
During a talk at MIT Technology Review’s EmTech Next event, Rajen Sheth, Product Manager for Google Cloud, outlined the six lessons he’s learned while implementing AI at Google and other companies.
Silicon Valley and Seattle have created a number of startup unicorns turned trillion dollar companies. Stock in Facebook, Apple, Amazon, Netflix and Google could arguably be considered more valuable than gold. So we wanted to know, “What makes FAANG more innovative than other companies?”
Cisco executive Kate O’Keeffe explains the format of the company’s 48-hour “living lab” program, which brings together representatives of multiple companies to explore an opportunity area together. So far, these living labs have led to two startups, seven patent applications, and over 20 internal growth initiatives. In an interview with Innovation Leader, O’Keeffe discussed CHILL’s founding, the structure of the two-daylong journey, and the importance of getting senior leaders into the room.
Cisco’s Hyper Innovation Living Lab, 48-hour innovation bootcamp, has led to two startups, seven patent applications, and over 20 internal growth initiatives so far. Lab founder Kate O’Keeffe discussed how CHILL was developed, the importance of massive inclusion, and advice on how to improve idea challenges. Includes one hour of downloadable audio…
In our most recent Master Class, Bob Klein from our strategic partner, Digital Scientists, explained how best to partner with outside teams, and as well as some of the risks involved. The webcast includes an exploration four different types of partnerships: startup collaborations, staff augmentations, teams for hire, and collaborative teams. The full one-hour webcast replay is inside, along with downloadable slides…
Sports teams and franchises have to adapt to keep up with fans’ expectations, embracing new technology that connects them with their customers. Angela Ruggiero, CEO of the Sports Innovation Lab in Boston, talks about how technology can help teams avoid disruption.
We sat down with the author and former Apple exec Nilofer Merchant to talk about why corporate cultures can be so hostile to ideas that are a bit off-kilter — or come from people who don’t act like or look like authoritative experts in their field. The conversation began by talking about how large companies can be nimble and open to employee ideas if everyone is told they have to fit in and act like everyone else. Highlights of our interview inside, plus video…
At the Finnish communications and IT company, there are essentially two kinds of scouting that take place: scouting related to mobile networks and how they’re used, and everything else. Leslie Shannon focuses on the “everything else.” She explains how science fiction can be an important bellwether of what technologies will take off.
How Beckman Coulter, Maker of Lab Instruments, is Letting the Voice of the Customer Drive Innovation
VP of Clinical Informatics Wido Menhardt talks to Innovation Leader about getting his company to take the cloud seriously; how Beckman Coulter uses employee hackathons to explore new technologies, languages, and platforms; and letting the voice of the customer drive innovation.
Uber’s Elevate initiative aims to launch a new fleet of electric aircraft that would carry a pilot and up to four passengers. And the company plans to begin its first Elevate test flights in 2020 in places like Dubai, Los Angeles, and Dallas, and be fully operational by 2023. We talk to two of the NASA veterans overseeing the project.
Tim Gorman, Associate Director of the Verizon Innovation Program, explains the objectives of the company’s innovation centers in San Francisco and the Boston suburbs, and offers a demo of an augmented reality solution for “smart cities.”
Autodesk Technology & Innovation Strategist Rick Rundell talks about starting an innovation initiative at the software company.
Go where the love is… get others running experiments…and make sure you know how to pull a rabbit out of a hat. (But don’t do it over and over.) Tips and insights that senior innovation execs shared at a recent gathering in Boston.
Jennifer Monnig spent the past three years leading an innovation team within the HR organization at Intel Corp. that sought to create a healthier and more collaborative culture, focused on getting things done in new ways. In 2017, that team has moved on to other projects, but much of its output has become integrated into the way that Intel operates today. “Some experiments lasted no longer than the experiment itself,” Monnig says, “but we’ve learned from everything.” She wrote this piece for Innovation Leader to capture some of those learnings.
Adobe exec Aubrey Cattell says that the lean startup approach – build, measure, learn, accelerate – has changed the way Adobe thinks about innovation.
Piaggio, headquartered in Pontedera, Italy, is best-known for the scooters and motorcycles it produces, including Vespa and Moto Guzzi. But the new lab in Boston wouldn’t focus on creating vehicles with two or four wheels to travel on roads. “I don’t think the evolution of mobility is still four wheels with an engine,” Colaninno says. “The car is a 1900s idea.”
On a recent conference call, Kevin Parsons, the Director of Innovation and Transformation at $23 billion defense and aerospace giant Northrop Grumman joined us to explain how his innovation group is influencing the culture and bringing business units into its process — without antagonizing the R&D folks. Includes 30 minutes of audio….
“We distinguish between ‘roof shots’ and moonshots,” says Google X executive Hans Peter Brøndmo. “You could say, ‘If I wanted to get up on the roof of this building, I could come up with a really innovative solution. I might actually technically, be closer to the moon, but I didn’t do anything to get to the moon.’ More insights from Brøndmo and XPRIZE CEO Marcus Shingles inside, from a session held at the inaugural Harvest Summit…
When the $86 billion German engineering giant launched the Frontier Partner Program two years ago, it hoped to lower the barriers that kept startups from easily working with Siemens. Through Frontier, startups enter a low-commitment relationship in exchange for free Siemens software and mentorship. While the program is still in its infancy, Siemens seems pleased with the preliminary results of these relationships, and other companies are starting to take notice. Here’s how the program operates…
Posting some audio recorded recently at the Innovation by Design Summit in St. Louis. Innovation Leader editor Scott Kirsner sat down for a wide-ranging on-stage interview with Steve Wozniak, the co-founder of Apple and a Silicon Valley legend.
Even when acquirers pay billions of dollars for their prize, too often they spend the years after the deal closes driving away some of the top employees and squashing the culture that made the company so appealing in the first place. Alex Atzberger says that without working hard to avoid that, acquisitions can bleed the acquired company of its innovative spirit. We spoke with him earlier this month about what to do — and what to avoid — following an acquisition, as well as his perspective on why innovation needs to happen within mainline business units, as opposed to solely in a lab or innovation center. ” You have to set the right goals and be willing to make the right investment,” he says.
Many execs are too complacent when they’re confronting seismic shifts in their industry, says Ross, who is leading Google’s wearable computing project. “Why would you stay at a hotel, versus in an Airbnb room? The answer might be horrifying to you, but better deal with what is horrifying than deal with the alternative, which is that you’re not here in five years.”
‘Go where you’re loved’: Intuit executive shares advice on rolling out lean startup for maximum impact
If you’ve been debating whether and how to roll out the lean startup methodology in your organization, Bennett Blank of Intuit has a question: What are you waiting for? “I can’t tell you how many times I’ve talked [about lean] with other executives who are like, ‘OK, we’ll spend four or five months benchmarking it, and then we’ll put together a program, and then we’ll spend eight months creating the curriculum, and then we’ll launch it next year.'” Here’s how Blank did it at Intuit…
“We have way more ideas than we can possibly implement,” says Ken Durand, the head of Ericsson’s Atlanta Idea Factory, “so one of the reasons that we’ve really focused on the lean methodologies was because we need a way to evaluate whether an idea was worth doing.” Durand shares slides, advice, and an example project inside…
How do you create legal guidelines for employee innovation that are loose enough to let people try new things, but not get a publicly-held company in hot water? Donna Kolnes of Adobe explains how the Silicon Valley software company approached it.
On a recent Innovation Leader Live call, Cisco’s Alex Goryachev discussed the company’s recent Innovate Everywhere Challenge, including how he got thousands of employees to participate, how they recruited external judges, and why he changed his mind about letting the teams involved interact directly with customers. Includes 30 minutes of audio…
Roberto Masiero, vice president and head of ADP’s New Jersey innovation lab, offers lessons and recommendations for companies looking to start their own labs. Among them: deploy small teams focused on specific projects. “They almost become like a family,” he says. “It drives the project, and it’s been quite successful so far.”
How do you get an innovation program focused on strategic challenges that the businesses care about — without limiting it to incrementalism? That was among the topics we discussed recently with Calvin Smith of EMC Corp., the data storage and cloud giant, on one of our recent Innovation Leader Live calls.
Plenty of corporate innovation programs struggle to produce tangible impact in areas that really matter to senior leadership. The San Diego-based chipmaker Qualcomm put that challenge front-and-center by dubbing its innovation initiative ImpaQt. In its first 18 months, says head of innovation Navrina Singh, it delivered a new surround-sound application for HTC smartphones and launched a robotics program to rival Intel, its biggest competitor. Singh explains how they’ve been doing it…
Martin Curley, Director of Intel Labs Europe, shares strategy slides on how an “Open Innovation 2.0” approach is helping Intel work with customers to prototype and deploy Internet of Things technologies.
The new institute has four initial mandates, including helping the carmaker explore possible products opportunities in “indoor mobility” and robotic assistants for the elderly. CEO Gill Pratt explains the structure…
Two key execs at Stanley Black and Decker and joint venture View Technologies explain a long-term bet on the growth of big data and the Internet of Things, and a concrete business proposition designed to work in the near-term.
Leaders need to understand that fostering only incremental changes and improvements will doom a company to fall behind. Every company, says Google sales exec Todd Rowe, needs to set at least a few 10X goals — creating something ten times better than what exists today — and give employees the time and freedom to pursue them. Includes audio…
Dell chief innovation officer Jim Stikeleather opened a recent Brightidea “birds of a feather” innovation gathering in Austin with a fantastic talk about the importance of fostering divergent thinking in big organizations — and some of the challenges of making real change happen. Includes slides…
Craig Nevill-Manning, Director of Engineering at Google’s Manhattan office, talks about why the company encourages engineers to show off raw prototypes every week. “The most important thing is that your demo exists,” Nevill-Manning says. “That’s the biggest achievement.”
What’s the right approach for big companies that want to plug into the startup world? Invest? Acquire? Be a customer? Offer to house fledgling companies? Listen to a half-hour of audio and read highlights from a May 2015 session at the “Front End of Innovation” conference.
On our recent Field Study visit to Microsoft Research, Peter Lee showed one of those slides that had everyone in the group suddenly reaching for their phones to snap a picture.
In this audio excerpt from a recent event promoting his book “Zero to One,” Thiel discusses how internal politics can tilt decision-making in large companies towards conventional ideas and away from what is truly disruptive.
As startups deliver services like transportation, home cleaning, and errand-running with the click of an app, here’s how the playing field is changing.
Troubling question: What happens to all those employee ideas we collect? EMC executive Calvin Smith realized that the innovation team needed to enhance its capability to craft business plans and prototypes — and eventually hand market-tested products and services back to the business units.
Nearly 1,000 employees of Adobe Systems have participated in the Silicon Valley software company’s Kickbox Innovation Workshop, where they learn how to develop ideas and collect customer feedback. Participants get $1,000 to spend, no questions asked. Adobe exec Mark Randall explains how it works, and shares the program’s scorecard.
A click-worthy slide presentation from Google executive chairman Eric Schmidt and former SVP of Product Jonathan Rosenberg. Among their insights: “Most companies today are run to minimize risk, not maximize freedom and speed.” That approach “is a vestige of an era when failure was expensive, and deliberation was a virtue.”
From last week’s Innovation Leader Field Study in Boston: Google executives Don Dodge and Leonidas Kontothannasis offer an inside look at how the company hires, why reasonable goals are not good enough, and how internal projects gain or lose momentum. Includes a half-hour of audio…
Andy Miller, Chief Innovation Architect at the digital marketing company, shares slides and a video that offer a look at Constant Contact’s approach to developing new offerings.
Autodesk VP of Corporate Strategy Jon Pittman talks about 3D printing, synthetic biology, programmable matter, and other trends he’s tracking. Pittman also discusses the software giant’s new IdEx program that lets selected employees spend three months developing new ideas that aren’t connected to their regular roles.
After getting out of the venture capital game a decade ago, Dell recently jumped back in with both feet. Jim Lussier, managing director of Dell Ventures, explains how the tech company’s approach is different, and offers his advice for keeping corporate VC aligned with the business units. (Includes slides.)
The document and services giant felt that R&D needed to be better-connected to customer needs. The result was the “Dreaming Session,” which brings researchers together with Xerox’s customers to think about high-potential applications for new technologies. Includes slides and audio from Sophie Vandebroek, president of the Xerox Innovation Group.
Just act more like a startup! Break the rules! Easier said than done, writes Julia Austin, the former VP of Innovation at VMWare. Getting good things to happen in large organizations requires an understanding of the key genetic differences between startups and mature companies. And she’s got a chart that details them…
A fast-growing New Hampshire tech services company borrows an idea from Amazon to create movie-style posters that mark major product upgrades and new offerings. The result? The employees involved feel like A-listers.
What if consumers could adapt and personalize products you’d designed, and have them created in lots of one? What if employees could easily create alternate versions of products you already sell, to meet the demands of particular customers? Is that scary, or a massive opportunity? Web-based 3D modeling software from a startup called Matter Labs takes a step toward those possibilities.
Colin Angle, co-founder and CEO of the robot-maker, says one of his most important jobs is protecting innovative products that have left the safe confines of the R&D lab but haven’t yet grown into significant businesses. At that stage, he says, “it’s just a big, ugly, non-revenue producing, pimply, adolescent, cash-sucking thing that most companies are lethally effective at killing.”
Online retailers are constantly testing new site designs to learn which ones are most likely to produce a purchase. What if organizations could test new reporting structures, new seating plans, or new incentive programs to see which ones yielded the best results? That’s the big vision behind Sociometric Solutions, a startup that has already been working with companies like Steelcase and Bank of America.
Pebble took 275,000 pre-orders for its first product, a $150 smartwatch, and also landed it on the shelves of Best Buy. Here’s what you should know about the Silicon Valley startup that is suddenly on the radar of much bigger players like Apple and Samsung. Includes a video interview with founder Eric Migicovsky.
Ambient Devices’ Energy Joule frees information from the PC or the mobile device, and puts it in a prominent new place. Its goal is to change the way you use electricity — and potentially also your relationship with the utility that provides it.
A New Hampshire tech company created a private meeting place emblematic of its “quirky” and “enigmatic” culture.
Hollywood studios aren’t always enthusiastic when it comes to embracing a new technology. But a smartphone app from a stealthy startup called myLINGO could help them get more non-native English speakers into theaters, with almost no additional effort. Company co-founder Olenka Polak, who grew up in a household that spoke mostly Polish, has already been pitching the idea to studio executives.
At the cloud and virtualization giant, more than 60 ideas have been presented over the last year-and-a-half, in areas like R&D, customer service, and field sales. A handful have gotten seed funding so far, and one recently moved on to second-stage funding. Employees who participate get a stake in their venture — and also must accept some risk.