Podcasts about chief innovation officers

Innovation Secrets from Inside Microsoft If you're not innovating, your competition is. That's the world we live in. Microsoft didn't become one of the most dominant companies on the planet by accident—it built a culture of constant reinvention, adaptation, and innovation. And today, we're bringing you the inside track on how to apply those same principles to your business and life. I'm joined by my co-host, the incredible Candy Valentino, as we sit down with Dean Carignan and JoAnn Garbin, two Chief Innovation Officers at Microsoft, who played a pivotal role in driving the company's billion-dollar breakthroughs. They're here to pull back the curtain on what it really takes to stay ahead of the curve, build a culture of innovation, and apply the strategies of billion-dollar companies to your own business and life. Dean and JoAnn share the real secrets behind innovation—the kind that doesn't just create new ideas but actually makes them succeed. From the power of "double-loop learning" to how AI is changing the game for entrepreneurs, this episode is packed with strategies you can implement right now to get an edge. What You'll Learn in This Episode: ✅ Why “learn fast” beats “fail fast” every time ✅ The one metric Microsoft uses that small businesses should adopt ✅ How Think Weeks and Hack Weeks can transform your business (even if you're a solopreneur) ✅ Why self-disruption is the key to staying relevant and avoiding complacency ✅ How AI can cover your weaknesses and free you up to do what you love ✅ The #1 enemy of innovation—and how to overcome it If you're looking for the blueprint for lasting success, this conversation is for you. Max out and share this with someone who needs to hear it! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Alex Slawbsy is the Chief Growth Officer of InnoLead, an organization that creates content, events, and tools to help the world's largest network of corporate strategy, innovation, and R&D leaders drive change more successfully. Over the past 20 years, Alex has dedicated his time to researching, teaching, guiding, and leading corporate innovation strategy development, capability building, and new business incubation. Before InnoLead, Alex was the Director of Innovation at Embraer-X and an innovation consultant for several years for organizations, including Clayton Christensen's disruptive innovation consultancy, Innosight. Alex holds a Bachelor of Arts degree in Political Science from Brown University and a Master of Business Administration degree from the MIT Sloan School of Management. Alex joins me today to discuss why innovation leaders must shape culture to drive organizational change. He explains why innovation is difficult to quantify and how it's challenging for innovation leaders to argue their necessity to an organization. He outlines why innovating and change-making imply building trust and relationships within an organization. Alex also discusses hybrid work in the post-COVID era and how remote work may affect organizational culture, change-making, and innovation. “If you're trying to move the organization, you need to build the relationships, the bonds, the trust, and perhaps the mentorship with the people who will support you.” - Alex Slawsby This week on Innovation Talks:●     Alex's background in corporate innovation and the history of InnoLead●     The difference between innovation and invention●     Alex's insights on current shifts in innovation●     Current conversations around innovation, uncertainty, and the economy●     Communicating the value innovation leaders and innovation teams bring to an organization●     The innovator's dilemma and navigating innovation and change-resistant people●     The challenge of getting people to support something that may not be in the best interest of their careers●     How innovation teams are often perceived in companies●     How to avoid and manage the clash between innovation and the core business●     Connecting with consumers to understand what's best for them Connect with Alex Slawsby:●     InnoLead●     InnoLead on LinkedIn●     InnoLead on Instagram●     InnoLead on Facebook●     InnoLead on Twitter●     Alex Slawsby on LinkedIn This podcast is brought to you by Sopheon. Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart | Amazon Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners like you. For additional information about new product development or corporate innovation, sign up for Sopheon's monthly newsletter, where we share news and industry best practices! The fastest way to do this is to go to sopheon.com and click here.

Alex Slawbsy is the Chief Growth Officer of InnoLead, an organization that creates content, events, and tools to help the world's largest network of corporate strategy, innovation, and R&D leaders drive change more successfully. Over the past 20 years, Alex has dedicated his time to researching, teaching, guiding, and leading corporate innovation strategy development, capability building, and new business incubation. Before InnoLead, Alex served as the Director of Innovation at Embraer-X and an innovation consultant for several years for organizations including Clayton Christensen's disruptive innovation consultancy, Innosight. Alex holds a Bachelor of Arts degree in Political Science from Brown University and a Master of Business Administration degree from the MIT Sloan School of Management.   Alex joins me today to discuss why innovation leaders need to shape culture to drive organizational change. He explains why innovation is difficult to quantify and how it's challenging for innovation leaders to argue their necessity to an organization. He outlines why innovating and change-making imply the need to build trust and relationships within an organization. Alex also discusses hybrid work in the post-COVID era and how remote work may affect organizational culture, change-making, and innovation.   “If you're trying to move the organization, you need to build the relationships, the bonds, the trust, and perhaps the mentorship with the people who will support you.” - Alex Slawsby   This week on Innovation Talks: ●     Alex's background in corporate innovation and the history of InnoLead ●     The difference between innovation and invention ●     Alex's insights on current shifts in innovation ●     Current conversations around innovation, uncertainty, and the economy ●     Communicating the value innovation leaders and innovation teams bring to an organization ●     The innovator's dilemma and navigating innovation and change-resistant people ●     The challenge of getting people to support something that may not be in the best interest of their careers ●     How innovation teams are often perceived in companies ●     How to avoid and manage the clash between innovation and the core business ●     Connecting with consumers to understand what's best for them   Connect with Alex Slawsby: ●     InnoLead (https://www.innovationleader.com/) ●     InnoLead on LinkedIn (https://www.linkedin.com/company/innovation-leader/) ●     InnoLead on Instagram (https://www.instagram.com/innolead/) ●     InnoLead on Facebook (https://www.facebook.com/innovationldr/) ●     InnoLead on Twitter (https://twitter.com/InnoLead) ●     Alex Slawsby on LinkedIn (https://www.linkedin.com/in/alexslawsby/)   This Podcast is brought to you by Sopheon   Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts.   Apple Podcasts (https://podcasts.apple.com/us/podcast/innovation-talks/id1555857396) | TuneIn (https://tunein.com/podcasts/Technology-Podcasts/Innovation-Talks-p1412337/) | GooglePlay (https://www.google.com/podcasts?feed=aHR0cHM6Ly9mZWVkcy5ibHVicnJ5LmNvbS9mZWVkcy8xNDY1ODg1LnhtbA) | Stitcher (https://www.stitcher.com/s?fid=614195) | Spotify (https://open.spotify.com/show/1dX5b8tWI29YbgeMwZF5Uh) | iHeart (https://www.iheart.com/podcast/263-innovation-talks-82985745/) | Amazon (https://music.amazon.com/podcasts/6e12f112-fdc6-499e-be27-bcdd18505859/innovation-talks)   Be sure to connect with us on Facebook (https://www.facebook.com/SopheonCorp/) , Twitter (https://twitter.com/sopheon) , and LinkedIn (https://www.linkedin.com/company/sopheon/) , and share your favorite episodes on social media to help us reach more listeners, like you.   For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com (https://www.sopheon.com/) and click here (https://info.sopheon.com/subscribe) .

The Multifamily Innovation® Council is for Multifamily Executives who want to drive profitability inside their company. This episode delves into why the Multifamily Innovation® Council isn't just an Executive level membership organization, but a movement. It fosters weekly dynamic interactions that fuel year-round growth without the constraints of a static, annual events.In this episode, we shed light on what powers the Multifamily Innovation® Council, revealing how its synergy of high-caliber executives is revolutionizing multifamily practices and pushing boundaries beyond traditional real estate operations. The Council consists of Multifamily CEOs, Presidents, Owners, Investors, Vice Presidents, Chief Technology Officers, Chief Innovation Officers, and more, who are working through issues like multifamily fraud, operational inefficiencies, rising costs, and inflation.In the fast-paced world of the multifamily industry, executives face an array of complex challenges. From grappling with the swift advancements in AI and technology to the stress of managing cash flow amidst fluctuating interest rates, the hurdles are numerous. Add to this the struggle to find and retain quality employees, navigate new regulations, and meet the high expectations of customers and investors, it becomes a relentless pursuit to stay ahead.This is where the Multifamily Innovation® Council steps in, offering an executive level membership organization focused on results and collaboration around the topics of Leadership, AI, Technology and Innovation. The council is a transformative experience for industry executives. The Council is a unique platform designed to turn challenges into opportunities for growth, learning, and innovation so that Multifamily Executives can make their business better. It provides exclusive access to the latest technologies without the need to invest in venture capital funds, allowing members to stay at the forefront of technological advancements.The key takeaways from our conversation are impactful and multifaceted. Collaboration emerges as the new innovation, where each member's unique insights create an ever-expanding network effect, enhancing the council's collective intelligence. In other words, as new members join, the council gets better and better.When people from different departments talk, this leads to more cohesive and effective strategic discussions that make the business better. The episode navigates through hot topics such as centralizing leasing offices and addressing maintenance challenges, where members share their successes, pitfalls, and learned lessonsAdditionally, we explore the power of the Multifamily Innovation® Council's proprietary challenges and opportunities roadmapping—a member driven process that prioritizes company challenges and hones in on opportunities that drive results. Embracing the human element is vital; technology is an ally, but nurturing trust and encouraging conversations empowers real organizational change.If you're a multifamily, you're invited to become part of this executive-level membership organization that thrives on making a tangible impact for you, your company, and with your contribution, the industry you serve. Connect:Patrick Antrim: https://www.linkedin.com/in/patrickantrim/Multifamily Innovation® Council: https://multifamilyinnovation.com/council/Multifamily Innovation® Summit: https://multifamilyinnovation.com/ Multifamily Women®: https://multifamilywomen.com/

Join Ron Shevlin, Chief Research Officer at Cornerstone Advisors, and Brian Love, Head of Banking and Fintech at Travillian, as they navigate the critical challenge of talent acquisition in the banking industry. Highlighting the demand for fresh skills, especially in technology and innovation, amidst industry evolution, Ron underscores the vital role of strategic alignment and innovation in fostering growth. He also explores the intriguing possibility of Chief Information or Chief Innovation Officers ascending to CEO roles, offering a glimpse into the future of banking leadership.

Mohamed Abdel-Kader, Chief Innovation Officer at USAID and Alexis Bonnell, Former Chief Innovation Officer at USAID, discussed the impact of AI and other machine learning tools. They explored the balance between the risks and rewards associated with these tools, reaching a consensus that AI can revolutionize USAID's impact when appropriately developed and utilized. The discussion emphasized the importance of developing AI to benefit all countries where USAID is active, not just English-speaking nations. Recognizing the rapid advancement of machine learning, the speakers stressed the need for precision and thoughtfulness in posing questions to AI, given its evolving nature. They also addressed issues of localization, pointing out the challenges when native languages are overlooked or when communities lack access to computers. Mike highlighted upcoming events for those interested in collaborating with USAID. On February 15th, SID-US will host its annual career fair, followed by the annual conference on April 26th in Washington, DC. He expressed his belief that this conference is a must-attend event of the year. IN THIS EPISODE: [01:53] Mike Shanley introduces today's guests and shares their backgrounds. [02:53] Mohamed describes his role at USAID as Chief Innovation Officer and talks about how technology is advancing with the advent of machine learning tools. [6:30] Mohamed touches on some of the early-use cases that he's seen of AI applications or other technologies. [12:47] Mohamed reflects on the potential risks AI presents and whether the good outweighs the bad.  [17:04] Alexis comments that we are navigating at a different rate of change in technology; therefore, we need to be intentional about how we use AI, and she provides an example of an experiment she led.  [26:08] Mohamed discusses the ethical development of AI, strengthening policies and systems that govern AI and accessing computing power in parts of the world where it's cost-prohibitive.  [31:38] Alexis discusses how the cultures and identities of different countries impact how you work with them. She describes a sector who asked themselves if they have been as innovative as they think they have been and how AI revealed a surprising result to their question. [38:42] Mohamad discusses the significance of localization in AI, emphasizing the interconnected nature of our world and the necessity of incorporating it into our AI tools. He notes that numerous countries are enthusiastic about AI, viewing it as a tool to propel their advancement. [46:00] Alexis says that there's a gold mine for all of the entities to bring unique applications to USAID, suggesting you can recycle or reuse proposals.  [52:34] The panelists leave advice to the listeners.  KEY TAKEAWAYS: Led by Mohamed Abdel-Kader, USAID's Innovation, Technology, and Research Hub, formerly known as the Global Development Lab, team is behind cutting edge tech development and approaches within the digital space. USAID strives to reach more people through innovative and cost effective approaches from cybersecurity, to emerging technologies like artificial intelligence, digital finance, digital inclusion, and digital literacy. AI is an extremely powerful tool that is evolving and changing daily. With this, comes the risk that a lot of people will be left behind. But there's also tremendous opportunity in the AI space. USAID actively works to intentionally shape this technology to be useful for everyone, while exploring the practicalities of how they might achieve this goal.  USAID plays a unique role in fostering the ethical development of AI and other tools through various approaches. Mohamed and his team focus on utilizing the powerful tool of AI responsibly in environments where there are a lot of vulnerable people. USAID takes an ecosystem approach to discern how AI as a tool sits in the broader digital ecosystem within USAID's partner countries and how USAID can support the responsible use of AI and continue to shape that global agenda. They do this by strengthening the underlying policies and systems and civil society environment that shapes how AI is designed, developed, and deployed in partner countries, including the quality and representative data sets that are used to build these particular tools. RESOURCES: Aid Market Podcast Aid Market Podcast YouTube Mike Shanley - LinkedIn Mohamed Abdel-Kader LinkedIn Alexis Bonnell LinkedIn Co-host Society for International Development-US USAID_Digital Twitter USAID Twitter USAID Innovates Twitter BIOGRAPHIES: Mohamed Abdel-Kader serves as USAID's Chief Innovation Officer and Executive Director of the Innovation, Technology, and Research Hub. In these roles, he oversees various Agency mechanisms to promote the application of innovation, technology, and research for greater aid effectiveness within USAID and the inter-agency, and with our partners in the international development community, private sector, and civil society. Prior to USAID, Mohamed advised companies, leading NGOs and multilateral organizations, foundations and educational institutions, and government agencies in addressing their most pressing challenges. He served in the Obama administration as Deputy Assistant Secretary for International and Foreign Language Education in the U.S. Department of Education and later led the Aspen Institute's Stevens Initiative, an international ed-tech program. He has also served several postsecondary institutions in international strategy and major gift fundraising roles. A speaker of fluent Arabic and basic Spanish, Mohamed is a Truman National Security Fellow, an Eisenhower Fellow, and the author of a children's book about stereotypes. He holds a Bachelor's degree from Clemson University, a Master's degree in Higher Education from Vanderbilt University, and an MBA from Georgetown University's McDonough School of Business. He is also a trustee of the Longview Foundation for International Education & World Affairs.   Alexis Bonnell is the Chief Information Officer and Director of the Digital Capabilities Directorate of the Air Force Research Laboratory, the primary scientific research and development center for the Department of the Air Force. She is responsible for developing and executing the AFRL Information Technology strategy, leading the strategic development of highly advanced next generation technologies and platforms for AFRL. Her focus includes catalyzing the discovery, development, and integration of warfighting technologies for air, space, and cyberspace forces via digital capabilities, IT infrastructure and technological innovation across the lab's operations and culture. She was one of the first employees of the Internet Trade Association, contributing to the early development and growth of the digital landscape. She has served in challenging environments, including warzones with the United Nations to support over $1B of critical DOD operations in Afghanistan, Iraq and many other operational theaters. She has contributed to dual-use technology and innovation culture across the DOD Innovation community including: AFWERX, AFRL, Kessel Run, NavalX, Marine Innovation Unit, Army Futures Command, DIU, Army Software Factory, DARPA and more. Prior to her current position, she was the Emerging Technology Evangelist at Google, driving the use of emerging technologies such as Artificial Intelligence, cyber security/zero trust, API First, Big Data, Cloud Computing, and others to drive efficiency and innovation within government organizations, including tackling digital transformation in defense, healthcare, education, COVID response, natural disasters, supply chain, system/process modernization, hybrid workforce and more. Bonnell co-founded the Global Development Lab, the premier innovation lab of the United States Agency for International Development (USAID), leveraging Global Allied Nation partnerships in Science, Technology, and Innovation, reviewing over 25,000 game changing innovations and technologies, funding 1,200 of them. She served as USAID's Chief Innovation Officer, receiving the first 10/10 for innovation in the Results For America Rankings. She was named in the Fed 100 in 2020. She also assisted with major platform and technology transitions, drove hybrid work adoption, countering malign nation initiatives and global cyber security programming.

Prepare to challenge what you know about innovation in the AEC industry, as we're joined once again by the visionary himself, KP Reddy, CEO of Shadow Partners. Let's  uncover the glaring oversight that's been plaguing industry giants: an overwhelming focus on the latest tech, while business model innovation—the true catalyst for change—remains underexplored. Embark on a revelatory discussion that promises to redefine how you perceive and integrate innovation into your business strategy.This episode isn't just about the 'what' of innovation; it's the 'how' that will capture your focus. We navigate the treacherous landscape where bold pioneers risk it all for their disruptive brainchildren, and where companies like Blockbuster become cautionary tales for failing to adapt. With KP's insights, learn how mastermind groups can become the crucible for forging new paths in business models. It's a conversation that's set to spark a transformation in how you approach, utilize, and ultimately monetize innovation in the AEC sector.KP shines a spotlight on a critical blind spot within the realm of Chief Innovation Officers in the AEC space. It's not merely a lack of grasp on advanced technologies, but a nuanced challenge around Business Model Innovation. He dissects this industry blind spot, highlighting the correlation between a robust business model and the success of innovation initiatives in the AEC space.Want more discussions like this? You can connect with KP Reddy and other innovators in the AEC and CRE Industry in the Shadow Partners Community....go to ⁠⁠⁠⁠⁠bit.ly/ShadowPartnersCommunity⁠⁠⁠⁠⁠ to learn more today!

Alex Slawbsy is the Chief Growth Officer of InnoLead, an organization that creates content, events, and tools to help the world's largest network of corporate strategy, innovation, and R&D leaders drive change more successfully. Over the past 20 years, Alex has dedicated his time to researching, teaching, guiding, and leading corporate innovation strategy development, capability building, and new business incubation. Before InnoLead, Alex served as the Director of Innovation at Embraer-X and an innovation consultant for several years for organizations including Clayton Christensen's disruptive innovation consultancy, Innosight. Alex holds a Bachelor of Arts degree in Political Science from Brown University and a Master of Business Administration degree from the MIT Sloan School of Management. Alex joins me today to discuss why innovation leaders need to shape culture to drive organizational change. He explains why innovation is difficult to quantify and how it's challenging for innovation leaders to argue their necessity to an organization. He outlines why innovating and change-making imply the need to build trust and relationships within an organization. Alex also discusses hybrid work in the post-COVID era and how remote work may affect organizational culture, change-making, and innovation. “If you're trying to move the organization, you need to build the relationships, the bonds, the trust, and perhaps the mentorship with the people who will support you.” - Alex Slawsby This week on Innovation Talks:●     Alex's background in corporate innovation and the history of InnoLead●     The difference between innovation and invention●     Alex's insights on current shifts in innovation●     Current conversations around innovation, uncertainty, and the economy●     Communicating the value innovation leaders and innovation teams bring to an organization●     The innovator's dilemma and navigating innovation and change-resistant people●     The challenge of getting people to support something that may not be in the best interest of their careers●     How innovation teams are often perceived in companies●     How to avoid and manage the clash between innovation and the core business●     Connecting with consumers to understand what's best for them Connect with Alex Slawsby:●     InnoLead●     InnoLead on LinkedIn●     InnoLead on Instagram●     InnoLead on Facebook●     InnoLead on Twitter●     Alex Slawsby on LinkedIn This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart | Amazon Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

September 26: Today on TownHall, it's another look back to an episode from last year. In this episode, Sue Schade, Principal at StarBridge Advisors spoke with the Boston Children's Hospital duo of Heather Nelson, SVP & Chief Information Officer and John Brownstein, Chief Innovation Officer about effective collaboration between their two teams. What projects are they working together on currently? How do they go from a pilot to a successful house-wide implementation? What advice would Heather give to fellow Chief Information Officers on working more effectively with their Chief Innovation Officers?Join us for our webinar "Interoperability Outcomes: A Discussion of What's Possible" on October 5th at 1 PM ET/10 AM PT, discussing challenges in healthcare interoperability. We'll tackle key issues like fragmented technology systems, data privacy, and cost-effectiveness. Engage with top-tier experts to understand the current landscape of healthcare IT, learn data-driven strategies for patient-centered care, and discover best practices for ensuring system security and stakeholder trust. Register Here - https://thisweekhealth.com/interoperability-outcomes/Subscribe: This Week HealthTwitter: This Week HealthLinkedIn: Week HealthDonate: Alex's Lemonade Stand: Foundation for Childhood Cancer

In this episode of The Innovation Storytellers Show, I am excited to take you on a journey through the world of play with Carol Hill, Global Learning Director at the LEGO Group. As a catalyst for change and a staunch advocate for continuous improvement, Carol leads her team in embedding learning through play across the LEGO system. In this episode, we explore how a tiny LEGO brick can be a catalyst for significant innovation. Carol shares how LEGO facilitates an environment of psychological safety, empowering teams to challenge the status quo and move swiftly on innovation projects. We discuss the 'popcorn effect' of idea generation and the power of trust within a team. Carol further guides us through the prototyping process at the LEGO Group, giving insights on overcoming the 'hippo effect' and fostering a diverse pool of ideas. We learn how LEGO enables everyone in the room to voice their ideas, paving the way for more creative problem-solving. Carol provides invaluable advice to Chief Innovation Officers on incorporating serious play into their work and teams. She emphasizes the importance of team engagement and genuine listening, underlining how these elements can lead to more innovative ideas and successful projects. This episode is a must-listen for anyone interested in innovative practices, team building, and the power of play. Join us as we explore the transformative world of LEGO and discover how to shape the future of work through play.  

July 28: Today on TownHall, https://www.linkedin.com/in/sue-schade-4a12887/ (Sue Schade), Principal at https://www.starbridgeadvisors.com (StarBridge Advisors) talks with the https://www.childrenshospital.org/ (Boston Children's Hospital) duo of https://www.linkedin.com/in/heather-nelson-a92a708/ (Heather Nelson), SVP & Chief Information Officer and https://www.linkedin.com/in/john-brownstein-611b8658/#experience (John Brownstein), Chief Innovation Officer about effective collaboration between their two teams. What projects are they working together on currently? How do they go from a pilot to a successful house-wide implementation? What advice would Heather give to fellow Chief Information Officers on working more effectively with their Chief Innovation Officers? Webinar: How's Your Front Line? Recruit, Retain and Optimize Your Cybersecurity Team - Thu Aug 11 @ 1pm ET / 10am PT “Cybersecurity-what's your emergency?” “We need help. It's an attack.” “Hello? Hello!” What can we do about the staffing shortage in cybersecurity? With research suggesting that nearly a third of the cybersecurity workforce is planning to leave the industry in the near future, organizations are left in a worrisome position, especially as attack surfaces are growing. So, where do we move forward from here knowing that we are facing low numbers in the field already and it's likely to get even worse? Register: https://thisweekhealth.com/webinar-sempris-cyberstaffing_recruit-retain-optimize-cybersecurity-team/ Webinar: Don't Pay The Ransom - Thu Aug 18 @ 1pm ET / 10am PT Is your health system paying out for attacks on your data? How can we stop the cycle? Rubrik is offering incredible insight into the arising issues in cyber resilience in ransomware attacks, cloud data management with securing Epic in Azure, and unstructured data. In this webinar, we analyze the best practices to initiate in our hospital systems. Register: https://thisweekhealth.com/dont-pay-the-ransom-insight-into-cyber-resilience-in-ransomware-attacks-cloud-data-management-unstructure-data/

In this episode of the Get in the Mode podcast, we're talking to Brian Cobb—Chief Innovation Officer at CVG, Cincinnati/Northern Kentucky International Airport and VP of Customer Experience at Kenton County Airport Board, Operator of the CVG Airport. Brian is here to talk about his experiences as a leader of innovation at such a large and complex organization. Brian talks about the overall initiatives and strategies he uses and how they're categorized. We talk about the importance of airports having their own brand and the kinds of revenue-generation initiatives they need to use. We discuss how regulation has changed in the airport industry over the 30 years that Brian has been there and also how the rise of data has impacted daily operations. We talk about the concept of digital twin and what it means for aviation. We also dive into the role of Chief Innovation Officer, something Brian has been doing for several years, and how it works. What are the challenges involved in building and implementing a culture of innovation? Finally, Brian shares some advice for other Chief Innovation Officers. If you enjoyed this episode, please leave a 5-star review and click the subscribe button. Looking for technology and digital solutions that will drive business growth? Give us a call!

This episode of the WORK. podcast welcomes David Alberts. David is the Chairman and Co Founder of BeenThereDoneThat, a Network Intelligence System powered by a Global Community of 350 of the worlds most experienced Chief Strategic , Chief Creative and Chief Innovation Officers. His mission is to Harness the World's Best Thinkers to Solve the World's Toughest Problems. David AlbertsBeenThereDoneThatVictors & SpoilsAlex BoguskyCrispin Porter & BoguskyMatt Close Baked InTinker Hatfield 

On this week's episode of Inside Outside Innovation, we host Jennifer Smith, CEO and Cofounder of Scribe. Jennifer and I talk about her journey as an accidental entrepreneur and the trends and opportunity she sees as she grows a software company on a mission to build the first operating system of know-how. Let's get started.Inside Outside Innovation is the podcast to help the new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript of Jennifer Smith, CEO & Co-founder of ScribeBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jennifer Smith. She is the CEO and co-founder of Scribe. Which is a startup software company that enables you to automatically generate step-by-step guides for any process or task. Welcome to the show, Jennifer,Jennifer Smith: Pleasure to be here Brian. Brian Ardinger: I am so excited to talk to you. Not only because what you're building. But you've got a pretty interesting background that I think our audience will get into. My understanding is you got into entrepreneurship as a, an accidental entrepreneur. You've spent some time at McKinsey and at Greylock. Degrees from Harvard and Princeton. And now you're developing and building a startup from scratch. So why don't we tell the audience about how you got on your path to becoming an entrepreneur. Jennifer Smith: Yeah, I, I do say I'm a bit of an accidental entrepreneur, cause I, you know, meet so many folks in the valley who say, I knew since the age of 10 that I was going to found a company. And you know, if you had asked me even a few years ago before I started Scribe, I would have said no, unlikely not. To me I fell in love with a problem. So, I'll kind of take you on a quick history tour. Imagine it's 10, 15 years ago, you know, when you're a leading global corporation and you want to figure out how work is getting done. Maybe you're facing a productivity imperative or you're scaling up your company. And so what do you do?You probably hire some fancy consultants, right? And they probably come around. And they interview your people. And they create a bunch of PowerPoints. Maybe they document what some of your best practices are like. Anyone who has seen office space can maybe just think of the Bob. And, you know, I should know, I spent seven years at McKinsey. Doing exactly that. I did mostly work in our Oregon operations practice. Which functionally meant spending about eight hours a day in an operation center, looking over the shoulder of agents, trying to figure out how they were doing things. And I learned really quickly the name of the game, at least as a consultant at the time was you figured out who the best person that ops center was. You sat next to them. And you said, what are you doing differently Judy. And Judy would tell you. Right? Oh, I was trained to do this. And you know, she'd pull out a big manual. I'll date myself. It was a big binder at the time. Right. Here's what I was trained to do. But, you know, I found these 30 shortcuts. And here's what I do. And I would write that down and my team would sell that back to our clients for a whole bunch of money.I always thought like, gosh, if the Judy's of the world had just had a way to share what they know how to do, they could have had really big impact on that ops center. Right. They didn't need me and my team to be saying it for them. And so that always kind of nagged at me, but I figured that was a problem for someone else to solve someday.And then fast forward a decade later, and I'm working at Greylock on Sand Hill Road. And I spent a lot of my time there meeting with CXOs of large enterprises. So CIO, CDOs, Chief Innovation Officers. A lot of folks who would kind of come talk to VCs to try to understand how they could be more innovative.I counted them when I left actually. I talked to over 1200 folks. So pretty broad sample. And what I realized was nothing had changed. The way that you still wanted to understand how work was getting out. You were still getting some version of a 28-year-old Jennifer with a Lenovo ThinkPad running around, interviewing your people, right?Maybe it was an internal person and maybe now you're using a fancy Wiki instead of PowerPoint to capture it. But the idea is still the same. It was still very manual, not very scalable. And that was crazy to me. We'd had so much technological innovation and something that's so core. So fundamental to the way that millions of people, billions of people around the world work, hadn't changed. And so, I just got really obsessed with this problem and Scribe was born. Brian Ardinger: So that's the impotence of the problem. It's like, okay, well, I've got this little nugget and ideas are great, but obviously you have to execute on that idea to make it an innovation or make something of value from that. How did you go from that nugget of information to finding a team or finding somebody who could help build or solve this problem for you?Jennifer Smith: I believe in fast iteration around this. And so what we said was let's try to build the most basic MVP of a company and a product around this idea. And our idea was what if we could watch an expert do work and automatically capture what they know how to do? What if it was just like documentation as digital exhaust? Just a by-product of you doing your normal job.And so, we built what was the very beginnings of Scribe. Wasn't even called Scribe at the time. And what we were focused on was just getting something very basic out there. That was for free. That people could test and use. And we could learn from that. And so, we kept the company very lean. Maybe a topic for another conversation. But I believe in running very, very lean as a team. Probably painfully so.Until you really feel like the market is pulling something out of you. And so, we put our software out in the world. And sort of said, like, let's see how people use this. And what they tell us. And Scribe picked up some legs after a bunch of iterations and grew. And now it's being used by tens of thousands of workers around the world.And that's because we really focused on a type of software that the end user would want. I think a lot of enterprise software today is focused towards a buyer. It's something that your boss tells you to use. And that's why you use it. And we said, let's flip this on its head. Let's try to iterate our way to a product that someone uses because they want to, not because their boss is telling them to. But because it makes their day easier, they're more productive. They get recognized for their contributions. Brian Ardinger: It's an interesting approach because we've seen a couple of different companies that have taken that B2B approach and flipped it on its head. Like a Slack where, you know, again, it's a product team or something that starts to engage and use the product. And then through that word of mouth and through iterations, they start getting to the point where the boss has to take notice because that's the productivity tool that people are using. Was it always the model that you were going to go after? Or what made you think that this is the way to build Scribe.Jennifer Smith: Yeah. It's because what you're trying to do as a startup is learn as fast as possible. We talk all the time about how do we just make our learning loops as short and tight as possible. And the way for us to do that was to try to get Scribe in the hands of as many users as possible. Right. And so there's a few things that we did for that. One was we released a free version of Scribe. We just said, here you go. Go ahead and use it. Create a Scribe. Share a Scribe with anyone else. And we use to track this. We were trying to make it as easy as possible. The atomic unit is short and easy as possible for someone to use Scribe.And so, we would clock it and see from the moment someone landed on our website to the moment, they were able to create a Scribe and share with one with someone else was under four minutes. And we had users who didn't even speak English. Right. And we hadn't translated the product yet. And they were able to do it under four minutes.We said, how do we just keep this as short and tight as possible? And there are these natural growth loops in the product as well. So, whenever I create a Scribe, I send it to someone else. I share it with them. I can invite and collaborate with teammates. So, each user, be gets more users. That enabled us to learn faster and faster.And that's very similar in many ways to what Slack and some of these other product led growth companies have done. Where they're really focused on driving that user value and cultivating user love. Which I think is great. The other thing we're focused on though, is in addition to this being a product that folks are pulling for. That they're telling their bosses, I want to be using. How do you also add value to the organization?And so, what's interesting about Scribe is you've got people across your org who are using it because it just makes their day to day better and easier. But then there's value that accrues to the overall organization. Oftentimes in the hundreds of thousands of dollars, when you're starting to talk about making each person incrementally more productive.And the knowledge that you're starting to capture from people documenting what they're doing every day. I think Slack has a similar model there. I think where Slack is a bit different and I've actually written a piece about this is their pitch to the enterprise is really just, your people are already using this. You might as well pay for it and get these enterprise security and features and all these things you want. And we try to think about it as like, no, what's actually the value add to the organization. Like, it's great that all of your people are getting this value, but then there's also additional unlock that comes at the organizational level.Brian Ardinger: You talk about Scribe as you're building that first operating system of know-how. How is this different than the way people have tried to solve this problem in the past? Wikis or other ways? There's always that challenge of capturing information and then making it easy and accessible when you need it. How's Scribe a little bit different? Jennifer Smith: The Wiki was born in 95. I remember at the time we're all very excited. You know, everyone contributed, you saw the rise of things like Wikipedia. What's interesting. If you look at the staff even around like a Wikipedia. It's the idea is this, this big democratic open source, everyone contributes to this hive knowledge of the world.Actually, there's a very small percentage of contributors who represent the vast majority of knowledge on Wikipedia. And they tend not to be pretty diverse too. I think you see this same thing within companies. Which is you have the keepers of knowledge. I call it knowledge with a capital K. Like the set of people who contribute to the Wiki or the knowledge base, whatever you're using.And, you know, they spend a bunch of time. They have great intentions. They spend a bunch of time putting information. And that. It's highly manual to do. But there's a bunch of difficulties. One of the main ones is that it's very manual and takes that time. So, unless it's that person's job, if they're just doing it out of the goodness of their heart, it becomes very difficult to maintain.And what you end up with is a downward spiral. I mean, anyone who's been part of a company can recognize this, the documentation goes stale. And then you stop referencing it because you know, it's stale. Then the person who created it forgets about it because no one's ever talking about it. And downward spiral from there and it doesn't become valuable.With Scribe, we were trying to say, hey, how do you make this instead automatic. How do you make this so no one has to do any additional work? Again, this idea of digital exhaust. It's just a by-product of you doing your normal job. So, you hit the record button and you work as usual. You just do the thing you normally would have done anyway.And you're automatically getting the step-by-step documentation that is up-to-date and current and accurate. And reflects the way work is actually being done. Because I think it's changing this model of knowledge is something that you have to go produce. To something you already have. You've already done the hard part of knowing how to do something valuable within a company. Our view is that your knowledge around that should just be automatically captured and shared with other people who shouldn't be taking time away to have to do that. Brian Ardinger: How do you account for the fact that as the world is changing so fast, things are changing such that what you documented two weeks ago may not be what you document or how you do that task today. How do you keep up with the pace of change? Jennifer Smith: I think this is really important, right? Because things are changing even faster within organizations. You now have a great resignation where maybe even the people who are doing the work, its changing even more. They're changing their physical location. Potentially they're remote right now. You have a lot of differences. And I think this is why it becomes more important than ever before to really tap into this collective know-how within an organization. I almost think of it as like popping someone's brain open and pulling out what is it that they know how to do? Which is really the lifeblood of your company, right? We're talking about the knowledge of what are people doing when they show up to work every day. Nine to five, fingers on keyboard, trying to create value for your company. And that knowledge walks out the proverbial elevator these days. Maybe not literally, you know. Every day at five o'clock and you got to hope that it comes back. I think it's more important than ever before that companies actually find ways to capture this knowledge and then be able to share it across the right people at the right time. If you think about it, there's so much kind of reinventing the wheel happening within a company today. You're either when you go to do something, you know, popping your head over the cubicle and asking someone or trying to search on your own, or just kind of figuring it out. And there's so much productivity loss that comes from that. Brian Ardinger: You alluded to a couple of trends that I want to talk to you about. One is this democratization of innovation where anyone can really have an impact in the organization because of the tools that are now there. So, things like no-code and low-code tools and things like Scribe that give power to the individual to create value in different ways. Talk a little bit about how you see that trend evolving and how it's going to have an impact in the business world. Jennifer Smith: Yeah, I love that you bring this up. And as we say democratization. I find with some of our customers, they get very excited. Some of our customers get very scared. And I think it all depends how you think about it and frame it. The best knowledge on how things get done within a company or how to do things better really come from the people who are doing the work day-to-day on the frontline knowledge workers.And so how do you really tap into that, and both understand what those people have figured out, but then be able to share that seamlessly across the org. There are increasing number of tools that make that better. I think it's easy to point to a bunch of the collaboration tools like Zoom and Slack and others that make it easy to communicate. The kind of flip side or downside to that is that ends with collaboration overload. Which I think we've all heard a lot of talk around, especially, you know, post COVID. And it's very real.And it also is usually a disproportionate burden on your best people. Who are the ones that everyone always goes to to ask, hey, can you show me how to do this? And so, we think a lot about how do you scale those kinds of people who really are your best or your most experienced, or sort of have found a better way to do something.In the way like code or media, which are infinitely scalable. We think about Scribe as the atomic unit of just how do you pull that info out of someone's head and make it infinitely scalable across an organization? Brian Ardinger: It's pretty interesting how the world is changing such that again, we have that ability and how that's going to change. Both the speed of change, this layering effect of, as you give more productivity tools to folks, they become more productive. And therefore, changes the dynamics and moves from there. You also talked about this hybrid and remote working. What are some of the good, bad, and ugly that you're seeing and how does Scribe and the tools that you're building play into that. Jennifer Smith: I think it'll be interesting to see how this plays out over time. Obviously, a lot of companies have now moved into hybrid or fully remote. And I think that's worked really well in instances where folks have built in-person relationships. And then they were able to move that on to remote. At least in the first few months and year of the pandemic.What's interesting is you're now seeing a lot more turnover within companies. You have new people who are joining for the first time. And may have never met any of their colleagues in person. Right. And so how do you start to build that knowledge. That sort of informal knowledge of how work actually gets done within a company.And what you find is when folks were in person, they often understood like, oh, Cheryl's the one who knows how to do this. She's the person I go to for that. Right. Or Bob knows how to do this, or Benkit knows that. So that becomes much harder to replicate when you're not all sitting together. We think a lot about how do you similarly try to like tap into this collective knowledge when people are not sitting face to face or next to each other, where you're able to just pop your head over the cubicle and ask someone, you know, a question on how to do something.We talk about it as just drinking our own champagne at Scribe. Because we're hybrid ourselves. Right? We have a team here in San Francisco, but then we have folks distributed around the U S and world too. We use Scribe ourselves to share all of that knowledge around how to. You've got three kinds of knowledge and accompany. You have historical knowledge. What date did we release this product? You have policy knowledge. What days off do we have with our PTO policy? And I think you can even kind of ask HR. And then you have this procedural knowledge, which is the thing that tends to be least documented. And it's all of that knowledge around, how do we actually do work?What is the day-to-day processes and business functions that happen to make this thing go? And that's the part that you see documented the least. And that's the part that we're focused on most with Scribe. Brian Ardinger: Whenever I have a founder on the show. I'll always like to ask do you have any go-to tools or resources or hacks that we can recommend to other fellow founders or products builders?Jennifer Smith: Yeah, I believe in time management. And being really, really thoughtful about how you spend your time. And I'd say even more importantly, your energy. So, I've talked to my team a lot about thinking about where do you get sources of energy. And what drains your energy. And you need to manage that within a given day or week.And so, I always say lean into your strengths. And as you look at the way that you're spending your day, make sure that it's disproportionately focused on the things you are good at. And that give you energy. You should feel like you're pushing a boulder downhill. Building a company is really hard. Don't get me wrong, but it should feel like pushing a boulder downhill because you're doing the things that you love doing.And you've got a bunch of momentum from the market. And your team. And your product behind you. And if it doesn't feel that way, then you need to be changing the way that you structure your day. Brian Ardinger: So last question. What's next for you? And what's next for Scribe? Jennifer Smith: We're building the team and the product really aggressively right now. The next two years for us are just continuing to scale out. As I mentioned, we have a free version of Scribe that tens of thousands of organizations are now using. I think in over a hundred countries. We've offered now a paid version of that as well, for folks who want to upgrade. And we're selling into large enterprises also.And so, we're really focused on how do we just make it as easy as possible for anyone to be able to share how to. For us as a company that's continuing to grow the team. That's investing more in R and D. And then continuing to build out on the distribution. For More InformationBrian Ardinger: If people want to find out more about yourself or about scribe, what's the best way to do that?Jennifer Smith: Yeah, you can check us out on our website, Scribehow.com. Feel free to sign up there directly. We also have a promo code available for listeners, if they're interested. The product's free, as I said. But for the paid version, if you want three months free, it's insideout30 as a promo code. But invite you all to check it out and try it out and drop us a line with some feedback.Brian Ardinger: Excellent. Well, Jennifer, thanks for coming on Inside Outside Innovation. Really appreciate the time. And look forward to seeing where everything goes in the future. Jennifer Smith: Yeah. Thanks so much, Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

Recorded on 16 September 2021 for ICMDA Webinars. Dr Peter Saunders chairs a webinar with Dr Jean Wright. Dr Wright has been recognized as one of the Top 30 Chief Innovation Officers and one of the 25 Most Powerful Women in Health IT in the US.She has practiced as a pediatric anesthesiologist and intensivist and held positions as a Physician Executive at Emory, Chair of Pediatrics for Mercer, and Executive Director for Memorial Health's Children's & Women's Hospital, Savannah, and was Chief Medical Officer for Atrium Health Cabarrus.She is a former health services researcher who has served on federal advisory committees including the CDC National Task Force on Fetal Alcohol Syndrome and Fetal Alcohol Effect and the Fogarty International Center of the NIH and has given testimony in the US House of Representatives & Senate.In 1998 she was awarded an honorary doctorate of divinity from Westminster College, and in 2000 she was recognized by the American College of Physician Executives with the Physician of Excellence Award.  To listen live to future ICMDA webinars, visit https://icmda.net/resources/webinars/

Controlled Environment Agriculture is on the rise. However, moving forward, transparency will become even more important. On this episode of CropTalk I speak with David Vosburg, Chief Innovation Officers at Local Bounti. Topics include Developing true sustainability metrics Retailers shifting focus to CEA, and what Local Bounti has growing in Montana.   

Why do stories matter to the innovation process? What values can be instilled in innovators who share stories? How do innovation leaders inspire creators to tell and share their success and failure stories? We speak with Scott Kirsner, CEO of Innovation Leader, a media and events company focused on Chief Innovation Officers, senior R&D execs, and intrapreneurs at large organizations who are responsible for making change happen. He is also a weekly columnist for the Boston Globe. Find out from Scott why internal storytelling could be the difference between an initiative that is shut down and an initiative that has corporate backing. He also shares how innovation storytelling favors the first teller. Once someone owns a particular story in people's minds, it's very hard for the second player to come along and own that same story; therefore, it’s important to learn how to tell the innovation story best so it sticks in the audience’s minds. Tune in to our latest podcast episode for more insights! Follow Scott Kirsner and Innovation Leader on social media! Facebook: https://www.facebook.com/kirsner, Innovation Economy Facebook Page: @innoeco, Twitter: @ScottKirsner and @InnoLead, and LinkedIn: @ScottKirsner and @InnovationLeader.

How do chief innovation officers they set priorities? And, what do they do to influence culture? Debbie Brackeen, Chief Strategy and Innovation Officer at CSAA, explores how  she approaches the insurance company’s innovation portfolio, the metrics that matter, and disruption in the insurance space. Frazer Bennet, Chief Innovation Officer of PA Consulting, also shares insights.

Ben & Jay talk with Scott Kirsner, CEO of Innovation Leader, a media and events company focused on Chief Innovation Officers, senior R&D execs, and intrapreneurs at large organizations who are responsible for making change happen.  Scott is also a columnist for the Boston Globe and has contributed content to a number of other publications such as Fast Company, WIRED, Variety and others.  Scott talks about the differences between innovation at startups and innovation within large companies, his recent piece entitled "7 Tough Truths About Corporate Innovation in 2020," and other insights gleaned from years of covering a wide range of innovation leaders.Innovation Answered PodcastInnovation Answered - Inside the Mind of Clay ChristensenAll Things Twitter:Scott KirsnerA Sherpa's Guide to InnovationBen TingeyJay GerhartSupport the show (https://healthpodcastnetwork.com/)

Mit Jörg spreche ich über seine Vision, Mission und Ziele als Chief Innovation Officer bei den Basler Versicherungen. Themen unter anderem: Jede neue Innovationsinitiative muss ihre Wurzeln in der Organisation haben Was sich bei Innovation geändert hat und weiter ändern muss Dass kein Mensch auf Chief Innovation Officers wartet Über diesen Podcast Folgt uns auf LinkedIn für mehr Podcast-Updates Zur Podcast-Website Wir suchen immer nach neuen und spannenden Gesprächspartnern. Meldet euch bei uns.

Dr. Ken Russell knows first-hand that the responsibilities of CIOs are evolving. With decades of experience developing and implementing organizational change, the fractional CIO is not only aware that innovation has become essential for organizations, but is what CIOs will have to understand for the next generation. Chief Information Officers are transitioning into Chief Innovation Officers, becoming the leaders who will need to navigate through organizational structures. It’ll be important for these leaders to juggle between what Russell shares as “C” words: conversations, collaborations and community. Innovation officers will need to be able to have conversations with leaders and have those conversations turn into collaborations. In turn, these collaborations can turn into commitments and these commitments can turn into communities. The next-generation CIO will be more of a strategist that fleshes out ideas and be able to put them into motion. Key Takeaways:If you’re going to be a technology leader, you have to understand the impact of technology and be willing to take a riskChief Innovation Officers are the kind of leaders that will need to navigate through organizational structuresIn digital transformation, it doesn’t matter what you create but what you can consume Dr. Ken Russell is releasing a book with co-author, Becky Scott, entitled Amplify, which shares the importance of not only innovating and accelerating but participating and translating.

Dr. Jean Wright is Chief Innovation Officer at Atrium Health, the second largest public healthcare system in the United States. As Chief Innovation Officer, Dr Wright focuses on working with teams to raise the bar for patient care and population health through human-centered design, business development and novel medical technologies. Dr. Wright has been recognized as one of the Top 30 Chief Innovation Officers and one of the 25 Most Powerful Women in Health IT in the United States. The post 394: How to Break Into Healthcare Innovation at Atrium Health w/ Dr. Jean Wright, Atrium Health [Espresso Shots] appeared first on Time4Coffee.

It's not enough to be innovative or innovate! It's not a one off proposition. In the legal industry today, it's increasingly about continuous improvement, agility and embedding these core capabilities in law firms/legal departments so they underpin and drive the way business is done every day - this IS the new firm/organisational culture. But, so much change so quickly can also be exhausting.    We asked Maya Markovich, Chief Growth Officer at Dentons' Nextlaw Labs, how firms/organisations are introducing, advancing and sustaining legal innovation - and a whole lot more! Nextlaw Labs was a pioneer in the law firm R&D space and has continued to experiment, iterate, expand and lead despite increased activity and competition in the market.    Topics we discussed included: The difference between an incubator, accelerator and legal R&D department The difference in the lawyer, legalpreneurs and entrepreneurial mindset The impact and importance of a multidisciplinary approach to innovation The role of intrapreneurs and entrepreneurs in law firms and legal departments The role, function and impact of Chief Innovation Officers and innovation committees and, what they need to thrive Whether or not law firms should be investing in legaltech development How collaboration is the glue for law firms/legal departments and multidisciplinary approaches to the development of legaltech and the implementation of innovative projects What's driving the current significant increase in investment in legaltech/AI globally and if the legal industry is approaching a tipping point And, what's the BIG thing on the legaltech/AI or the legal innovation horizon in the next three years.   Thank you, Maya, for an amazing conversation and for hosting us in sunny downtown Oakland, California!

What happens when you get a few people passionate about law, the legal industry and legal innovation in one room and chat – this podcast happens! We launch our podcast series with an insightful, funny and engaging conversation between three amazing legalpreneurs, people who are making change happen for their clients, their people and their firms every day – they also happen to be members of the Chief Innovation Officers Forum (CIOF):  Alison Laird, Head of Innovation and Project Delivery Asia Pacific at Pinsent Masons and inaugural Global Chair of the CIOF Steering Group; Melissa Lyon, Associate Principal, Hive Legal; and Marcus McCarthy, Principal, Nexus Law Group. These folks understand that some in the legal profession are “change challenged,” they have been on their own journeys in coming to the place they find themselves in today and, with thoughtful reflection, empathy and resilience, they work in their law firms and in the profession to push forward, make a difference and uncover the industry's next best practices. We chatted about a lot of things, there's a lot to chat about after all. Topics covered in our conversation included exploring answers to hot button issues like: How you define legal innovation? Can/should you define it? Who should lead innovation in a law firm and in the legal industry? Should innovation be inside to out or outside to in or a bit of both? Can you measure innovation? What are the metrics or KPIs? Does measurement matter? How do you deal with the sceptics, naysayers and blockers to innovation? Does the lawyer personality type mean the legal industry is uniquely change challenged? Can law firms survive if they don't innovate? Should they survive? Where and how do you start to innovate in the legal industry? What will the lawyers and legal practice look like in the next 3- 5 years? Thank you so much Alison, Marcus and Mel – we applaud your work and we are inspired by you!

Greggory R. Garrett is the CEO and Managing Director of CGS Advisors, a boutique strategy and innovation advisory firm. As such he pushes the limits of corporate cultures by developing and implementing unique strategies that capitalize on technology-oriented disruptions to industries and markets. In 2017 he founded and chairs Connected Detroit Innovates, a membership-based business renewal accelerator made up of Chief Innovation Officers. Gregg has received numerous professional and civic accolades. He is a member of Oakland County’s 2015 40 under 40, a recipient of Oakland University’s Distinguished Alumni Service Award, a Rotary International Paul Harris Fellow, amongst others. What you’ll learn about in this episode: Why starting his first company at age 16 set Gregg on the path to lifelong entrepreneurship Why Gregg chose to leave his previous employer and create CGS Advisors, and what work CGS does for their clients Why Gregg titled his book “Competing in the Connecting World: The Future of Your Industry is Already Here” How the idea for Gregg’s book came about, and why the writing of the book happened organically as his ideas spread Which important lessons Gregg feels are the biggest takeaways from his book, and how to take action on those points Why complacency is dangerous, and why mid-sized firms who are doing “well enough” are often adversely affected by new technologies Why “structural inertia” and “dominant logic inertia” are the two main threats to a company that can cause it to stand still How to break out of your own patterns and take brave steps to shake up your business What influential lesson Gregg learned from his grandfather that shaped his career and business philosophies What four key strategies and pieces of advice Gregg wants to share with business owners Additional resources: Website: www.cgsadvisors.com LinkedIn: www.linkedin.com/in/greggorygarrett/ Twitter: @GreggoryGarrett Competing in the Connecting World by Gregg Garrett: https://amzn.to/2SFIPHg

On this episode, host Sean Ammirati, Co-Founder and Director of the Carnegie Mellon Corporate Startup Lab, sits down with an advisor to Cheif Innovation Officers Terri Lonier.       Terri and Sean have a great conversation, including Terri's insights on:  opportunities and traps around companies setting up innovation labs (starting at 9:07) the Creative Canvas she developed (starting at 12:01)  the importance of having a diverse set of thinkers involved in innovation (starting at 15:47) Show Links: You can learn more about Terri here: https://terrilonier.com/ You can download the Creative Canvas she developed here: http://creativecanvas.org/    Carnegie Mellon Corporate Startup Lab https://www.corporatestartuplab.com/   Learn more about Sean https://www.seanammirati.com/ 

Recorded December 15th at Double Shift Brewing Company in the Crossroads area of Kansas City Missouri. Today's episode, we talk Smart Cities with Bob Bennett and Katrin Holzhause, the Chief Innovation Officers of Kansas City Missouri and Topeka Ks respectively!  Over a few beers we discuss how cities approach the stewardship of data, what makes a city smart, and how a smart city has nothing to do with technology. What?!?   Location: Double Shift Brewing Company, Kansas City Mo.       All Beers brewed by Double Shift Tessalation Mosaic IPA Eddie Rating: 6.9 Katrin Rating: 9.5   Astral Projection  Eden Rating: 9.35   Cabin Creatures Imperial Milk Stout Vince Rating: 3.5   Mint Chocolate River Pirate Bob Rating: 8.68   Please Follow us on: Facebook: http://facebook.com/technicallydrinking Instagram: http://instagram.com/technicallydrinking Twitter: http://www.twitter.com/TechDrinkPod Untappd: https://untappd.com/user/TechnicallyDrinking   Check out Double Shift Brewing at http://www.doubleshiftbrewing.com/  

A common question I get from listeners is how to fight against the roadblocks and barriers to innovation.  In this week's show, I address five of the biggest barriers to innovation. The list is based on the 2018 Innovation Leader study done in partnership with KPMG.  The study surveyed Chief Innovation Officers in organizations ranging […]

A common question I get from listeners is how to fight against the roadblocks and barriers to innovation.  In this week’s show, I address five of the biggest barriers to innovation. The list is based on the 2018 Innovation Leader study done in partnership with KPMG.  The study surveyed Chief Innovation Officers in organizations ranging […]

We work hard, devise the perfect solution, create the perfect business model and then we find resistance to change, or the organization changes and you're at the beginning again. Radin explains exactly why this happens and how to overcome. As a former Fortune 100 Chief Marketing Officer and Chief Innovation Officers, advisor, investor and board member, Amy Radin has spent time at American Express, AXA and E*Trade, she has proven strategies over years of trial and experience and a real play-book to tackle innovation and change.

At HiMSS 2015 in Chicago, Illinois last Spring we chatted with a number of top CIOs, Chief Innovation Officers, CMIOs and other clinicians in thought leadership roles at major healthcare systems and enterprises around the country. In this session we speak with author, physician and social media early adopter Jordan Grumet, MD (follow via @JordanGrumet). Dr. Grumet brings home the social media imperative as a tool to humanize the clinical encounter whether virtual or in real time via an increase sense of 'earned intimacy'. Dr. Grumet speaks to the following questions: What's driving the adoption of social media?How would you characterize the current state of social media practice at most healthcare orgainzations?Who do you see modeling 'best practices' in social media?Are you hopeful or pessimistic for the utility of this emerging medium?What excites you about the future?Is the introduction of social media tools a net positive or negative for our industry? Enjoy!   

At HiMSS 2015 in Chicago, Illinois last Spring we chatted with a number of top CIOs, Chief Innovation Officers, CMIOs and other clinicians in thought leadership roles at major healthcare systems and enterprises around the country. In this session we speak with Mandi Bishop ofDell Healthcare and Life Sciences. Mandi is active on twitter as well via the handle @MandiBPro as is her emplopyer via @DellHealth. Mandi speaks to the following questions: What's driving the adoption of social media?How would you characterize the current state of social media practice at most healthcare orgainzations?Who do you see modeling 'best practices' in social media?Are you hopeful or pessimistic for the utility of this emerging medium?What excites you about the future?Is the introduction of social media tools a net positive or negative for our industry? In this chat, Mandi describes the power of the medium attributing in part her standing in the community to participation in both Twitter and LinkedIn. 

At HiMSS 2015 in Chicago, Illinois last Spring we chatted with a number of top CIOs, Chief Innovation Officers, CMIOs and other clinicians in thought leadership roles at major healthcare systems and enterprises around the country. In this session we speak with Will Weider, CIO of Ministry Healthcare (follow via @ministry_health). Will is active on twitter as well via the handle @CandidCIO.  Will speaks to the following questions: What's driving the adoption of social media?How would you characterize the current state of social media practice at most healthcare orgainzations?Who do you see modeling 'best practices' in social media?Are you hopeful or pessimistic for the utility of this emerging medium?What excites you about the future?Is the introduction of social media tools a net positive or negative for our industry? The candor of the current state of practice in healthcare is not to miss and he lays out the call to action for healthcare providers to meet there customers where they work, live and play [paraphrased].  

At HiMSS 2015 in Chicago, Illinois last Spring we chatted with a number of top CIOs, Chief Innovation Officers, CMIOs and other clinicians in thought leadership roles at major healthcare systems and enterprises around the country. In this session we speak with Rasu Shrestha, MD MBA, (follow via @rasushrestha) the Chief Innovation Officer and University of Pittsburg Medical Center a trophy East coast integrated delivery system.  Dr. Shrestha addresses several questions in rapid fire and succinct eloqution. This interview is one not to miss and he lays out the call to action for healthcare providers to step up and 'own' the social media space via curation of high quality content via an authentic voice that engages customers and patients in meaningful and relevant ways. Enjoy!