Podcast appearances and mentions of larry keeley

My guest today on The Courage of a Leader podcast is Larry Keeley. We delved into some thought-provoking concepts and practical steps to fuel innovation.In this episode, Larry addresses the inherent fears associated with innovation, both for young innovators and senior leaders who sponsor it. By establishing well-governed, well-led, and senior executive-sanctioned frameworks for innovation, these fears can be overcome.This is not an episode to miss! About the Guest:With forty years of work as an innovation scientist, Larry Keeley works to make innovation much more effective. He is the co-founder of Doblin, the leading global firm focused on innovation effectiveness—over 700 alumnae in that network. Professor at IIT Institute of Design for 39-years, first university in the world to grant PhDs in design and innovation; Board member and leading employer of graduates. Professor at Kellogg Graduate School of Management, MMM Program for 12-years; named Distinguished Professor there, 2015. He has helped educate more than 5,900 Masters or PhD students as innovators—a huge global network ofcolleagues. Author of #2 all-time best-selling book on innovation, Ten Types of Innovation, translated into 15- languages. Selected by Business Week as one of the top seven global ”gurus” of the innovation field. Then separately selected by them as one of the top 27-designers in the world. Currently Keeley runs Keeley Innovations LLC, his own private consultancy, advising individuals and firms that he believes can change the world. This gives him complete independence, with no teams, firms, methods, or follow-on activities he is obligated to represent. About the Host:Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays.As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results. Amy's most popular keynote speeches are:The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid TeamHer new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results.www.courageofaleader.comhttps://www.linkedin.com/in/amyshoopriley/ Links mentioned in the podcastThe Inspire Your Team assessment (the courage assessment) - https://courageofaleader.com/inspireyourteam/Ten Types of Innovation: The Discipline of Building Breakthroughs (book) by Larry Keeley - https://www.amazon.com/Ten-Types-Innovation-Discipline-Breakthroughs-ebook/dp/B00DZLBHU8Innovators Dilemma (book) by Clayton Christensen - https://www.amazon.com/Innovators-Dilemma-Technologies-Management-Innovation-ebook/dp/B012BLTM6I Thanks for listening!Thanks so much for listening...

Allen Higgins joins me as we share host and guest roles to talk about design practice systems and creating for and with the people we serve. Alan is a research associate and lecturer in the Center for Innovation Technology and Organization in the School of Business at University College Dublin. Listen to learn about: Design and design thinking process Design thinking mindset How to introduce design thinking to teams and organizations What is innovation? Design Justice and ethical design  Our Guest Allen Higgins is a researcher/lecturer in the Management Information Systems subject area in the UCD College of Business—University College Dublin, Ireland. He is a member of the UCD Centre for Innovation, Technology and Organization (CITO) and the UCD Centre for Business and Society.   Show Highlights [00:39] Script is flipped! Dawan talks about how he got into design thinking. [02:14] Launching Fluid Hive in 2008. [02:38] Allen's interest came while developing a course for university. [04:48] Allen and Dawan compare how they approach design thinking [06:46] The big question: What problem are we trying to solve? [08:30] Finding the problem is the real problem. [09:30] IDEO as people's first introduction to design thinking. [10:05] There is no single recipe for innovation. [10:40] Experienced designers are comfortable with ambiguity. [11:32] It's hard to change our view of the world. [12:09] Designers can see the world in multiple ways. [14:08] The difference between reaction and response. [15:55] The answer to the question should take you from the world you have to the world you want. [17:57] Failure is part of the process. Failure is actually learning. [20:56] A design thinking culture values continual learning. [22:06] Part of bringing design thinking to organizations is speaking the language of that organization. [23:53] Dawan and Allen talk about making design thinking part of organizational culture. [25:27] Inviting people into learning and using design thinking. [27:04] Allen talks about innovation, and the hospitality metaphor. [29:42] Allen offers an example of a case study where an organization was introducing large-scale change to its systems. [31:42] Designing with the people who will implement and support the solution in mind. [32:40] Dawan's preferred definition of innovation. [35:47] The world we have, and the world we want. [37:05] Best intentions, and the need for design justice. [37:47] The racism (and sexism) in AI image generators. [38:47] The systems we design often reinforce societal bias. [44:11] Doug Dietz's MRI story TED Talk. [45:50] Ethical design. [46:31] The concept of the “user” in design. [47:01] The difficulty with personas. [48:25] Indi Young's mental models for user behavior. [49:24] Focusing on why and how people decide instead of empathy. [50:32] “Nothing about us without us”: co-creating with the people you're designing for. [52:27] You are not your user. [54:01] Giving everyone access to the tools of design and design thinking. [56:26] Designing for accessibility. [1:02:19] Allen and Dawan end the conversation by talking about empathy vs. sympathy.   Links Allen on LinkedIn Allen on Google Scholar Allen on University College Dublin Allen on ResearchGate The Design Talk podcast Transforming healthcare for children and their families: Doug Dietz at TEDxSanJoseCA   Book Recommendations Ten Types of Innovation: The Discipline of Building Breakthroughs, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn Mental Models: Aligning Design Strategy with Human Behavior, by Indi Young   Other Design Thinking 101 Episodes You Might Like How to Learn Design Thinking + Design Thinking Pedagogy with Julie Schell — DT101 E15 Launching and Leading a University-wide Design Thinking Initiative with Danielle Lake — DT101 E31 Systemic Service Design + a Critical Lens on Design Practice with Josina Vink — DT101 E85

Allen Higgins joins me as we share host and guest roles to talk about design practice systems and creating for and with the people we serve. Alan is a research associate and lecturer in the Center for Innovation Technology and Organization in the School of Business at University College Dublin. Listen to learn about: Design and design thinking process Design thinking mindset How to introduce design thinking to teams and organizations What is innovation? Design Justice and ethical design  Our Guest Allen Higgins is a researcher/lecturer in the Management Information Systems subject area in the UCD College of Business—University College Dublin, Ireland. He is a member of the UCD Centre for Innovation, Technology and Organization (CITO) and the UCD Centre for Business and Society.   Show Highlights [00:39] Script is flipped! Dawan talks about how he got into design thinking. [02:14] Launching Fluid Hive in 2008. [02:38] Allen's interest came while developing a course for university. [04:48] Allen and Dawan compare how they approach design thinking [06:46] The big question: What problem are we trying to solve? [08:30] Finding the problem is the real problem. [09:30] IDEO as people's first introduction to design thinking. [10:05] There is no single recipe for innovation. [10:40] Experienced designers are comfortable with ambiguity. [11:32] It's hard to change our view of the world. [12:09] Designers can see the world in multiple ways. [14:08] The difference between reaction and response. [15:55] The answer to the question should take you from the world you have to the world you want. [17:57] Failure is part of the process. Failure is actually learning. [20:56] A design thinking culture values continual learning. [22:06] Part of bringing design thinking to organizations is speaking the language of that organization. [23:53] Dawan and Allen talk about making design thinking part of organizational culture. [25:27] Inviting people into learning and using design thinking. [27:04] Allen talks about innovation, and the hospitality metaphor. [29:42] Allen offers an example of a case study where an organization was introducing large-scale change to its systems. [31:42] Designing with the people who will implement and support the solution in mind. [32:40] Dawan's preferred definition of innovation. [35:47] The world we have, and the world we want. [37:05] Best intentions, and the need for design justice. [37:47] The racism (and sexism) in AI image generators. [38:47] The systems we design often reinforce societal bias. [44:11] Doug Dietz's MRI story TED Talk. [45:50] Ethical design. [46:31] The concept of the “user” in design. [47:01] The difficulty with personas. [48:25] Indi Young's mental models for user behavior. [49:24] Focusing on why and how people decide instead of empathy. [50:32] “Nothing about us without us”: co-creating with the people you're designing for. [52:27] You are not your user. [54:01] Giving everyone access to the tools of design and design thinking. [56:26] Designing for accessibility. [1:02:19] Allen and Dawan end the conversation by talking about empathy vs. sympathy.   Links Allen on LinkedIn Allen on Google Scholar Allen on University College Dublin Allen on ResearchGate The Design Talk podcast Transforming healthcare for children and their families: Doug Dietz at TEDxSanJoseCA   Book Recommendations Ten Types of Innovation: The Discipline of Building Breakthroughs, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn Mental Models: Aligning Design Strategy with Human Behavior, by Indi Young   Other Design Thinking 101 Episodes You Might Like How to Learn Design Thinking + Design Thinking Pedagogy with Julie Schell — DT101 E15 Launching and Leading a University-wide Design Thinking Initiative with Danielle Lake — DT101 E31 Systemic Service Design + a Critical Lens on Design Practice with Josina Vink — DT101 E85

Larry Keeley is a renowned innovation scientist with over forty years of experience in the field. He co-founded Doblin, the leading global firm focused on enhancing innovation effectiveness, and has nurtured over 700 alumni through the organization. Keeley's contribution to academia is noteworthy. He has been a professor at the IIT Institute of Design for 39 years, a board member, and a leading employer of graduates. He also held a professorship at the Kellogg Graduate School of Management's MMM Program for 12 years, earning the title of Distinguished Professor in 2015. Throughout his academic career, he has helped educate over 5,900 Masters or PhD students as innovators, creating a robust global network of colleagues. Adding to his achievements, Keeley is the author of the #2 all-time best-selling book on innovation, "Ten Types of Innovation," which has been translated into 15 languages. His outstanding contributions to the field earned him recognition by BusinessWeek as one of the top seven global "gurus" of the innovation field, and one of the top 27 designers in the world. In 2021, the Bankinter Foundation in Spain appointed Keeley as the new director of their famed Future Trends Forum, which is conducted bi-annually in Madrid. Despite retiring as a Managing Director from Deloitte (the firm that now owns Doblin) in late 2020, Keeley continues his mission to advance the methods of innovation through research, currently with Keeley Innovations LLC. Keeley is a frequent lecturer on innovation at the Berkeley Haas Business School and an EY Luminary, where he works on cases and capabilities that are reshaping the field of innovation. His dedication and passion continue to have a profound impact on the innovation landscape. https://nexuspmg.com/

Today's episode is a special edition conversation that I had with the founder and chairman of Keeley Construction Group, Larry Keeley. Larry and I share the same birthday and as he turns 85, we spent time talking about the origins of the company, what he's learned in his career, how he developed the culture of safety, family and results throughout the years, and the legacy he hopes to leave. Enjoy!!!

Entra ano, sai ano, e os números sobre o sucesso da transformação digital corporativa mudam muito pouco. Na média, menos de 13% dos projetos dão certo. Como entrar na faixa dos que acertam? Dan Reznik, professor e consultor em ciência de dados, e Hugo Tadeu, diretor do núcleo de inovação e empreendedorismo da Fundação Dom Cabral, nos ajudam a responder.Links do episódioPARA CONHECER: O curso de Transformação Digital da Fundação Dom CabralO livro “Superintelligence”, de Nick BostromO livro “Moonshot: Inside Pfizer's Nine-Month Race to Make the Impossible Possible”, de Albert BourlaO livro "Dez Tipos de Inovação", de Larry Keeley, Ryan Pikkel e Brian QuinnOs artigos e livros do Tom Davenport e do Peter AikenO livro “Mindset da Disrupção”, da Charlene LiO livro “Seeing Around Corners”, de Rita Gunther McGrathO livro “Transformação Digital: repensando o seu negócio para a era digital”, do David Rogers_____FALE CONOSCOEmail: news@theshift.info_____ASSINE A THE SHIFTwww.theshift.info

Diana Sonis is a passionate believer in holistic 360 strategy and design, with extensive expertise in UX and CX design, service design, and design thinking. Lis Hubert is an acclaimed design and strategy thought leader, writer, and speaker with extensive experience in digital strategy, customer experience, information architecture, and design. Together, they founded CX by Design, a human-centered design company that helps businesses design people-centric products, services, and organizational systems in order to create exceptional customer experiences.  Listen to learn about: Customer experience design Near- versus long-term strategy Helping organizations make design thinking part of their internal processes What exactly is innovation? Systemic innovation Designing for customer intent  Our Guests: Diana Sonis Diana is a passionate believer in holistic, 360 strategy and design, with extensive expertise in UX Design, CX Design, Service Design, and the Design Thinking methodology.  As founding partner of CX by Design, Diana's mission is to identify nuggets of opportunity within an organization, reorient its existing systems and structures to improve the human experience, help others extend their thinking, and drive material business advantage.  Having designed, built, and successfully sold several companies, Diana works to help businesses shape abstract concepts into concrete online and offline experiences that respond to the needs and motivations of real people.  When she's not solving strategic challenges, Diana can be found in pursuit of good coffee everywhere. Lis Hubert Lis is an acclaimed design and strategy thought leader, writer, and speaker with extensive expertise in Digital Strategy, Customer Experience, Information Architecture, and Design Thinking.  As founding partner of CX by Design, she has made it her mission to help companies meet their strategic goals. She does so by making the invisible visible through research, making the complex simple through her unique perspective, and bringing understanding and meaning through expert facilitation.  With over a decade of designing successful products and strategies for clients of all sizes, her passion lies in helping her partners think holistically about driving, and enacting, real change. Lis helps businesses not only increase their bottom line, but also their longevity through customer loyalty. When not tackling complex strategic problems, you can find Lis traveling the world enjoying the human experience to the fullest.    Show Highlights [01:18] Diana and Lis talk about their paths into design and customer experience. [07:04] How Lis and Diana approach systems design. [08:11] The three components of a business ecosystem. [09:03] Gauging the health of the business based on the components. [11:27] Lis' and Diana's business backgrounds and how it's helpful for the work they do now. [12:37] Near-term strategy versus long-term strategy. [13:40] Strategy is no good without a roadmap and a process. [16:25] Working backwards from the goal to create the map to get there. [18:38] Why CX by Design starts their weekly client meetings with a few minutes of non-work-related chat. [20:58] Helping clients see the potential of design thinking as a problem-solving method. [24:32] Getting an entire organization to shift into thinking like a designer. [26:47] Creating a culture of innovation. [27:39] CX by Design's “sweet spot.” [28:24] What is innovation? [29:26] The importance of language in an organization's innovation culture. [31:56] The concept of systemic innovation. [33:40] Design for customer intent. [35:32] Looking for ways customer intent and a business' core values interconnect. [36:08] Diana and Lis use the company Patagonia as an example. [38:48] How CX by Design uses information architecture tools in their work. [43:43] Books Lis and Diana recommend that have influenced their work.   Links Diana on LinkedIn Diana on Twitter Diana on Medium Diana's website Diana's articles on UX Booth Diana's articles on boxes and arrows Lis on LinkedIn Lis on Twitter Lis on Medium Lis' personal website Lis' professional website Lis on Women Talk Design Lis' articles at UX Magazine Lis' articles on boxes and arrows Lis' articles on UX Booth CX by Design – sign up for their newsletter CX by Design on Twitter   Book Recommendations Who Do We Choose to Be?: Facing Reality, Claiming Leadership, Restoring Sanity, by Margaret J. Wheatley Pervasive Information Architecture: Designing Cross-Channel User Experiences, by Andrea Resmini and Luca Rosati Ten Types of Innovation: The Discipline of Building Breakthroughs, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn The Compass and the Nail: How the Patagonia Model of Loyalty Can Save Your Business, and Might Just Save the Planet, by Craig Wilson and Kyle Tait Crucial Conversations: Tools for Talking When Stakes are High, Third Edition, by Joseph Grenny, Kerry Patterson, Ron McMillan, Al Switzler, and Emily Gregory The Design of Business: Why Design Thinking is the Next Competitive Advantage, by Roger Martin Designing for Growth: A Design Thinking Tool Kit for Managers, by Jeanne Liedtka and Tim Ogilvie This Is Service Design Doing: Applying Service Design Thinking in the Real World, by Marc Stickdorn, Markus Hormess, Adam Lawrence, and Jakob Schneider   Other Design Thinking 101 Episodes You Might Like Design Thinking for the Public Sector + Building and Training Design Thinking Teams with Stephanie Wade — DT101 E14 Civic Design + Innovation Ops + System Design with Ryann Hoffman — DT101 E62 Employee Experience by Design: How to Create an Effective EX for Competitive Advantage with Belinda Gannaway — DT101 E75

Diana Sonis is a passionate believer in holistic 360 strategy and design, with extensive expertise in UX and CX design, service design, and design thinking. Lis Hubert is an acclaimed design and strategy thought leader, writer, and speaker with extensive experience in digital strategy, customer experience, information architecture, and design. Together, they founded CX by Design, a human-centered design company that helps businesses design people-centric products, services, and organizational systems in order to create exceptional customer experiences.  Listen to learn about: Customer experience design Near- versus long-term strategy Helping organizations make design thinking part of their internal processes What exactly is innovation? Systemic innovation Designing for customer intent  Our Guests: Diana Sonis Diana is a passionate believer in holistic, 360 strategy and design, with extensive expertise in UX Design, CX Design, Service Design, and the Design Thinking methodology.  As founding partner of CX by Design, Diana's mission is to identify nuggets of opportunity within an organization, reorient its existing systems and structures to improve the human experience, help others extend their thinking, and drive material business advantage.  Having designed, built, and successfully sold several companies, Diana works to help businesses shape abstract concepts into concrete online and offline experiences that respond to the needs and motivations of real people.  When she's not solving strategic challenges, Diana can be found in pursuit of good coffee everywhere. Lis Hubert Lis is an acclaimed design and strategy thought leader, writer, and speaker with extensive expertise in Digital Strategy, Customer Experience, Information Architecture, and Design Thinking.  As founding partner of CX by Design, she has made it her mission to help companies meet their strategic goals. She does so by making the invisible visible through research, making the complex simple through her unique perspective, and bringing understanding and meaning through expert facilitation.  With over a decade of designing successful products and strategies for clients of all sizes, her passion lies in helping her partners think holistically about driving, and enacting, real change. Lis helps businesses not only increase their bottom line, but also their longevity through customer loyalty. When not tackling complex strategic problems, you can find Lis traveling the world enjoying the human experience to the fullest.    Show Highlights [01:18] Diana and Lis talk about their paths into design and customer experience. [07:04] How Lis and Diana approach systems design. [08:11] The three components of a business ecosystem. [09:03] Gauging the health of the business based on the components. [11:27] Lis' and Diana's business backgrounds and how it's helpful for the work they do now. [12:37] Near-term strategy versus long-term strategy. [13:40] Strategy is no good without a roadmap and a process. [16:25] Working backwards from the goal to create the map to get there. [18:38] Why CX by Design starts their weekly client meetings with a few minutes of non-work-related chat. [20:58] Helping clients see the potential of design thinking as a problem-solving method. [24:32] Getting an entire organization to shift into thinking like a designer. [26:47] Creating a culture of innovation. [27:39] CX by Design's “sweet spot.” [28:24] What is innovation? [29:26] The importance of language in an organization's innovation culture. [31:56] The concept of systemic innovation. [33:40] Design for customer intent. [35:32] Looking for ways customer intent and a business' core values interconnect. [36:08] Diana and Lis use the company Patagonia as an example. [38:48] How CX by Design uses information architecture tools in their work. [43:43] Books Lis and Diana recommend that have influenced their work.   Links Diana on LinkedIn Diana on Twitter Diana on Medium Diana's website Diana's articles on UX Booth Diana's articles on boxes and arrows Lis on LinkedIn Lis on Twitter Lis on Medium Lis' personal website Lis' professional website Lis on Women Talk Design Lis' articles at UX Magazine Lis' articles on boxes and arrows Lis' articles on UX Booth CX by Design – sign up for their newsletter CX by Design on Twitter   Book Recommendations Who Do We Choose to Be?: Facing Reality, Claiming Leadership, Restoring Sanity, by Margaret J. Wheatley Pervasive Information Architecture: Designing Cross-Channel User Experiences, by Andrea Resmini and Luca Rosati Ten Types of Innovation: The Discipline of Building Breakthroughs, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn The Compass and the Nail: How the Patagonia Model of Loyalty Can Save Your Business, and Might Just Save the Planet, by Craig Wilson and Kyle Tait Crucial Conversations: Tools for Talking When Stakes are High, Third Edition, by Joseph Grenny, Kerry Patterson, Ron McMillan, Al Switzler, and Emily Gregory The Design of Business: Why Design Thinking is the Next Competitive Advantage, by Roger Martin Designing for Growth: A Design Thinking Tool Kit for Managers, by Jeanne Liedtka and Tim Ogilvie This Is Service Design Doing: Applying Service Design Thinking in the Real World, by Marc Stickdorn, Markus Hormess, Adam Lawrence, and Jakob Schneider   Other Design Thinking 101 Episodes You Might Like Design Thinking for the Public Sector + Building and Training Design Thinking Teams with Stephanie Wade — DT101 E14 Civic Design + Innovation Ops + System Design with Ryann Hoffman — DT101 E62 Employee Experience by Design: How to Create an Effective EX for Competitive Advantage with Belinda Gannaway — DT101 E75

Larry Keeley has worked for over four decades as an innovation scientist. He helped pioneer the specialized field of innovation effectiveness and has taught thousands of Masters and PhD innovators both at Kellogg's MMM Program and at Chicago's highly regarded Institute of Design. He is now an independent innovation researcher, working on pioneering new tradecraft.   For show notes and transcript visit: https://kk.org/cooltools/larry-keely-innovation-scientist/   If you're enjoying the Cool Tools podcast, check out our paperback book Four Favorite Tools: Fantastic tools by 150 notable creators, available in both Color or B&W on Amazon: https://geni.us/fourfavoritetools

Marc Bolick is the managing partner of the DesignThinkers Group. We're talking about innovation and culture, the future of work and designing value. Listen to learn about: DesignThinkers Group Using design thinking in innovation strategy and projects The future of work Innovative leadership International Development Change management and “corporate antibodies” Our Guest Marc leads DesignThinkers Group, an innovation support firm with consultants across North America and associates in 20 countries. He uses his technical, business and design skills to help organizations ask the right questions and find innovative solutions through human-centered problem solving methodologies. Marc has led projects for a range of multinational brands, non-profits, foundations, NGOs and public sector agencies both in the USA and abroad. He holds an MBA and Master of Business Informatics from Rotterdam School of Management and a BS in Mechanical Engineering from Clemson University. Marc is an inspiring speaker, a probing strategist, a curious observer of human behavior, and a highly experienced group facilitator. Show Highlights [00:59] Marc gives a brief introduction to DesignThinkers Group. [02:00] His early career in mechanical engineering and working for GE. [02:34] Seeing design first-hand in a GE research lab. [03:47] Representing CT service engineers gave him the chance to interact with customers. [05:08] Shifting into product management. [05:45] Becoming an “accidental consultant.” [06:38] Discovering design thinking. [07:50] Incorporating design thinking into his innovation work. [08:10] Jeanne Liedtka's social technology concept. [11:32] Working with clients and showing what's possible with design thinking. [11:58] Learning design thinking isn't just about taking a class. You have to practice it. [12:38] Using design thinking to design the project. [13:07] Creating the guiding star for the project. [15:48] Working with company cultures. [17:41] One of Marc's favorite questions. [19:10] The future of work. [19:48] Echoes of the Industrial Revolution. [20:49] Marc offers thoughts on what makes a strong innovative leader. [22:53] Exploring the opportunities, offered by design thinking and human-centered design, for improving how we work. [23:53] Why Marc doesn't like the term “empathy building.” [24:30] Better connecting with customers leads to better serving them. [27:24] Pitfalls of personas. [28:27] Marc and Dawan talk about using Indi Young's mental models instead of personas in design work. [32:01] Working as a designer and innovator means you're always learning. [32:45] Books and resources Marc recommends. [34:41] Being with clients is Marc's biggest learning space. [35:04] Marc talks about a co-creation workshop DesignThinkers Group did in Cambodia and using design thinking to solve wicked problems. [39:15] Some other projects DesignThinkers Group has worked on. [41:47] Innovation requires putting something of value out into the world. [43:55] Innovation is all about change, and change management. [44:19] A project DesignThinkers Group did with a large corporation that wanted to tackle the issue of gender representation in top leadership roles. [46:21] Corporations and the status quo fight back against change. [47:47] The responsibility designers have to work on better inclusivity and representation in design.  Links Marc on Twitter Marc on LinkedIn DesignThinkers Group DesignThinkers Group on Twitter DesignThinkers Group on LinkedIn Design Talk What is Design Thinking? Delivering Innovative Solutions Through Service Design Thinking With Marc Bolick How Design Thinking Can Take Service to Another Level, interview with Marc Seth Godin Dave Gray Wednesday Web Jam Book Recommendations The Connected Company, by Dave Gray and Thomas Vander Wahl Gamestorming, by Dave Gray and Sunni Brown This is Marketing: You Can't Be Seen Until You Learn to See, by Seth Godin Permission Marketing: Turning Strangers into Friends and Friends into Customers, by Seth Godin This is Service Design Thinking: Basics, Tools, Cases, Marc Stickdorn, Jakob Schneider This Is Service Design Doing: Applying Service Design Thinking in the Real World, by Marc Stickdorn, Markus Hormess, Adam Lawrence, and Jakob Schneider Ten Types of Innovation: The Discipline of Building Breakthroughs, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn Other Design Thinking 101 Episodes You Might Like Designing for the Greater Good, Strategy + Design Thinking, and Measuring Design Thinking with Jeanne Liedtka — DT101 E1 Problem Spaces, Understanding How People Think, and Practical Empathy with Indi Young — DT101 E6 Experiencing Design: The Innovator's Journey with Karen Hold — DT101 E71 Looking for a design job? Maybe you'd like mine!

Marc Bolick is the managing partner of the DesignThinkers Group. We're talking about innovation and culture, the future of work and designing value. Listen to learn about: DesignThinkers Group Using design thinking in innovation strategy and projects The future of work Innovative leadership International Development Change management and “corporate antibodies” Our Guest Marc leads DesignThinkers Group, an innovation support firm with consultants across North America and associates in 20 countries. He uses his technical, business and design skills to help organizations ask the right questions and find innovative solutions through human-centered problem solving methodologies. Marc has led projects for a range of multinational brands, non-profits, foundations, NGOs and public sector agencies both in the USA and abroad. He holds an MBA and Master of Business Informatics from Rotterdam School of Management and a BS in Mechanical Engineering from Clemson University. Marc is an inspiring speaker, a probing strategist, a curious observer of human behavior, and a highly experienced group facilitator. Show Highlights [00:59] Marc gives a brief introduction to DesignThinkers Group. [02:00] His early career in mechanical engineering and working for GE. [02:34] Seeing design first-hand in a GE research lab. [03:47] Representing CT service engineers gave him the chance to interact with customers. [05:08] Shifting into product management. [05:45] Becoming an “accidental consultant.” [06:38] Discovering design thinking. [07:50] Incorporating design thinking into his innovation work. [08:10] Jeanne Liedtka's social technology concept. [11:32] Working with clients and showing what's possible with design thinking. [11:58] Learning design thinking isn't just about taking a class. You have to practice it. [12:38] Using design thinking to design the project. [13:07] Creating the guiding star for the project. [15:48] Working with company cultures. [17:41] One of Marc's favorite questions. [19:10] The future of work. [19:48] Echoes of the Industrial Revolution. [20:49] Marc offers thoughts on what makes a strong innovative leader. [22:53] Exploring the opportunities, offered by design thinking and human-centered design, for improving how we work. [23:53] Why Marc doesn't like the term “empathy building.” [24:30] Better connecting with customers leads to better serving them. [27:24] Pitfalls of personas. [28:27] Marc and Dawan talk about using Indi Young's mental models instead of personas in design work. [32:01] Working as a designer and innovator means you're always learning. [32:45] Books and resources Marc recommends. [34:41] Being with clients is Marc's biggest learning space. [35:04] Marc talks about a co-creation workshop DesignThinkers Group did in Cambodia and using design thinking to solve wicked problems. [39:15] Some other projects DesignThinkers Group has worked on. [41:47] Innovation requires putting something of value out into the world. [43:55] Innovation is all about change, and change management. [44:19] A project DesignThinkers Group did with a large corporation that wanted to tackle the issue of gender representation in top leadership roles. [46:21] Corporations and the status quo fight back against change. [47:47] The responsibility designers have to work on better inclusivity and representation in design.  Links Marc on Twitter Marc on LinkedIn DesignThinkers Group DesignThinkers Group on Twitter DesignThinkers Group on LinkedIn Design Talk What is Design Thinking? Delivering Innovative Solutions Through Service Design Thinking With Marc Bolick How Design Thinking Can Take Service to Another Level, interview with Marc Seth Godin Dave Gray Wednesday Web Jam Book Recommendations The Connected Company, by Dave Gray and Thomas Vander Wahl Gamestorming, by Dave Gray and Sunni Brown This is Marketing: You Can't Be Seen Until You Learn to See, by Seth Godin Permission Marketing: Turning Strangers into Friends and Friends into Customers, by Seth Godin This is Service Design Thinking: Basics, Tools, Cases, Marc Stickdorn, Jakob Schneider This Is Service Design Doing: Applying Service Design Thinking in the Real World, by Marc Stickdorn, Markus Hormess, Adam Lawrence, and Jakob Schneider Ten Types of Innovation: The Discipline of Building Breakthroughs, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian Quinn Other Design Thinking 101 Episodes You Might Like Designing for the Greater Good, Strategy + Design Thinking, and Measuring Design Thinking with Jeanne Liedtka — DT101 E1 Problem Spaces, Understanding How People Think, and Practical Empathy with Indi Young — DT101 E6 Experiencing Design: The Innovator's Journey with Karen Hold — DT101 E71 Looking for a design job? Maybe you'd like mine!

What Now in Innovation? The new ‘What now' Ludic Insights episode is out now, with Larry Keeley, Innovation Scientist and Futurist!  What are the big trends?  What has emerged from the pandemic that we should pay attention to going forward? What are the opportunities for global innovation? How are people adapting to change? Can we be less fearful and more curious?  Listen to the podcast today!  What now?! on the current and future trends! What now?! on the huge pivot after the global pandemic! What now?! following the impact of digital on the way we live, work and learn. Hosted by Garrick Jones and Paul Ashcroft Produced by Aliki Paolinelis, edited by Roman Pechersky  If you haven't done so already, join in, subscribe and stay tuned to explore the most influential perspectives and conversations. #whatnow #ludicinsightspodcast #whatnowpodcast #ludicinsights #innovation #futurist #future 

Innovation is all about shifting focus. Most successful companies usually begin innovating by looking within--finding stale patterns of operating and new ways to streamlining operations. Using a list of more than 2,000 successful companies and organizations, world-renowned speaker and innovation scientist, Larry Keeley used a proprietary algorithm to determine ten meaningful categories of innovation. His book Ten Types Of Innovation shows us data, insights, and patterns on innovation to help companies find opportunities and understand their performance against competitors. In this episode, Larry shares details on how you can use these innovation principles to bring about meaningful and sustainable growth within your organization. Find out how the Ten Types of Innovation concept has influenced thousands of decision-makers and companies around the world, plus get the insider look on how to actually implement it.Episode Quotes:Is the definition of innovation too abstract for people in the field? And how do people doing the leg work experience innovation?I've talked to a gazillion engineers and trained some of the best ones. And they are the first to say, “I really don't mind if I have a lot of failures if my handful of successes are so wildly successful that it pays for all my sins”. What do venture capitalists look for when reviewing a startup's innovation capability?In a venture capital firm, they listen for the opposite. They don't listen for the low-hanging fruit. They listen for the hardest bit you have to get right. And then they're relentless and driven about trying to determine whether that hard bit you have to get right is, in fact, going to be cracked by this team or not. If it will not be cracked by this team, the first thing they do is they change the team. And if they can't find a team that can crack it, then they kill it. And that is great. That's how you focus on something that's a true breakthrough.What are the comparative advantages between large companies and startups, and are there specific types of innovation for which they are better suited?[Larry] You tell me. You teach an awful lot of talented graduate students. If I said, “How many of you think big companies are more innovative than little companies”? What percentage of the hands would go up? [Greg] Oh none! [Larry] And if I said, “How many of you think little companies are more innovative than big companies? [Greg] Oh, that, they'd all raised their hand. [Larry] Okay, so here's the right answer. Again, this is so important, Greg. This is why I like to call myself an innovation scientist. These kinds of bullshit answers to bullshit questions need to be rooted out and understood with greater precision. The right answer, the technically correct answer, is that it's an unfair question. Why do you think big design firms are unstable, and why it's important to invest in innovation during a recession?This is the time to innovate. When everybody around you is losing their head and scared and all the resources are effervescing away. For God's sake, think about how to reinvent your category. It's the perfect time to do it.Time Code Guide00:02:02 What is an innovation scientist and understanding it as an interdisciplinary science00:04:49 Is the way we talk about innovation too abstract and unrealistic to be really understood by practitioners on the ground?00:11:47 Startups: the importance of rigor and setting up systems00:23:14 Is there a way to lessen the risks of testing a hypothesis?00:26:42 Are there industries where velocity is not as important when testing and innovating?00:29:48 Is there a way that you can learn both an organization and as an individual so that your capacity for learning continues to get better and better?00:36:08 Do you think universities are really teaching students to be innovative?00:43:29 How do you overcome silos without giving up the reason they exist, in the first place?00:49:36 Role of outsourced consultants when it comes to innovating00:55:37 Taking advantage of the pandemic and grabbing the opportunity to innovateShow Links:Guest ProfileProfessional Profile on Sterns Speakers Academic Profile at the Institute of DesignLarry Keeley on LinkedInProfessional Profile on DoblinHis WorkTEDx Academy featuring Larry Keeley: Flipping Adversity to AdvantageTEDx Chicago featuring Larry Keeley: Design for the Opportunity Society: the 21st Century Plan of ChicagoSingularityU featuring Larry Keeley: Australia Summit 2018 (Corporate Innovation)SingularityU featuring Larry Keeley: Indian Summit 2017 (Forcing Secrets out of Innovation)SingularityU featuring Larry Keeley: Brazil Summit 2018 (Organization of Innovation)Ten Types of Innovation: The Discipline of Building Breakthroughs

Bom dia! A Inovação não fracassa por falta de criatividade e sim por falta de disciplina Essa é a principal conclusão extraída de um Estudo que pesquisou mais de 2 mil exemplos de inovações eficientes em todo o mundo realizado por Larry Keeley cujos principais insights são apresentados no livro “Os Dez Tipos de Inovação” (recomendo a leitura). Todos os líderes organizacionais, sem exceção, devem nutrir essa visão. Muitas vezes, percebo o velho e bom “efeito manada” entrando em cena e a inovação vira a bola da vez. Assim, sem uma reflexão propositiva ou sistêmica, toda organização entra na pilha por inovar a qualquer preço. É impreterível um projeto amplo e irrestrito que tenha como foco a implantação de uma cultura de inovação na organização com a implantação de sistemas e processos metodológicos que incentivem e estimulem a consolidação de um modelo de gestão onde a inovação esteja integrada a todas as práticas da companhia. Esse processo é lento e gradual já que toda mudança cultural leva tempo. Nem é preciso repetir que em um ambiente com transformações tão intensas quanto o nosso, inovar é mandatório. Não se trata mais de uma opção. Organizações que não se deram conta dessa realidade morreram, outras estão morrendo e àquelas que ainda não foram alvo do tsunami das transformações não devem se animar, pois sua hora chegará. Cultura de Inovação não é uma corrida de 100 metros. É uma Maratona. P.S. Considere que essa visão se aplica a organizações, mas também a pessoas. É necessário reciclar todo repositório de conhecimento absorvendo novos conceitos e práticas, pois o efeito da obsolescência é o mesmo das empresas: ficar ultrapassado. Contatos: Instagram | Plataforma gratuita Gestão do Amanhã | Site | Newsletter Edição: Senhor A #podcast #gestão

In my late twenties, I did not believe in myself. Before I realized I had a story worth sharing – or in the truth that we all have a story worth sharing – my longtime friend, Rusty Keeley, believed enough to invest in having me speak to his company. He was my first client. That inflection point launched my speaking career. He then directly and indirectly introduced me to more than 100 speaking clients. He wanted nothing out of these introductions other than to see a life-giving story spread into a marketplace. Subsequently, he’s challenged me as a friend and board member to dramatically grow as a speaker and business owner, not for my own self interest, but to better the lives of others.  It’s no surprise, then, that Rusty, CEO of Keeley Companies which does $500 million in revenue, describes his job as: “I get to make sure there is food on the table for the families of 1,800 Keeley’ns. I take that very seriously.” It’s his people-first mentality that has both grown his company’s bottom line 100x during his tenure + that has built the unmatchable culture that keep “Keeley’ns” thriving. It’s also why we chose to partner with Keeley Co. as our first ever sponsor of the Live Inspired Podcast.  Today, I'm grateful to share with you Rusty's generous heart, caring spirit + business intel that will inspire you to choose significance over success. SHOW NOTES: What's a Keeley'n? Keeley Companies are dedicated to the safety, well-being, and career growth of every employee, called Keeley'n, and continuing to strengthen the culture his father Larry Keeley instilled when starting the construction arm of the business in 1976.  At 27 years old, Rusty joined the Keeley team and today is blessed to work with both his father + father-in-law. Julie Keeley, Rusty's wife of 25 years, continually inspires him to pivot success into significance including their work with World Pediatric Project, an organization that heals critically ill children around the world. Heal a child, change the world. Through WPP, the Keeley family welcome a young Jamaican boy named Ryan into their family and provided him with life-saving medical treatment, love + education. Find the opportunity: During difficult times, Rusty seeks opportunities to make an impact including partnering with the Urban League to provide tens of thousands of St. Louis families with food throughout the summer. KeeleyCares, the philanthropic arm of the business, focuses on children, health, community and education while creating a close-knit culture within the organizations. Learn more about Keeley Companies. RUSTY KEELEY'S LIVE INSPIRED 7 1. What is the best book you’ve ever read?  Business: Growing Pains by Eric Flamholtz Relationally: The 5 Love Languages by Dr. Gary Chapman Stories of overcoming: Overwhelming Odds by Susan and Denny O'Leary, On Fire and In Awe by John O'Leary Others: One Last Strike by Tony La Russa and Shoe Dog by Phil Knight 2. What is a characteristic or trait that you possessed as a child that you wish you still exhibited today? Fearlessness. 3. Your house is on fire, all living things and people are out. You have the opportunity to run in and grab one item. What would it be? My backpack and a few watches. 4. You are sitting on a bench overlooking a gorgeous beach. You have the opportunity to have a long conversation with anyone living or dead. Who would it be? My wife Julie, my mom Jacqueline and Jan Torrisi-Mokwa. 5. What is the best advice you’ve ever received? "Fail often, fail fast, fail forward," or "It's hard to beat someone that never gives up" by Babe Ruth. 6. What advice would you give your 20-year-old self? Don't take yourself too seriously, enjoy the moments and lighten up. 7. It’s been said that all great people can have their lives summed up in one sentence. How do you want yours to read? Leave the world a better place. Make a difference in someone's life. *** About our sponsor: Keeley Companies wholeheartedly believes that if you get the people right -the results will follow. They set themselves apart with a forward-thinking culture that empowers their people and fosters loyal partnerships. Keeley Companies are a proud sponsor, partner, and super fan of the Live Inspired Podcast. Learn more about Keeley Companies.  *** Pre-order your copy of IN AWE today to receive access to fun, interactive bonus features emailed to you in the lead-up to the book’s release! Visit ReadInAwe.com.  *** Did you enjoy today's episode? Share it with your friends! Then subscribe, rate + review on Apple Podcasts. Live Inspired with John daily on Facebook, Twitter, YouTube, LinkedIn, Pinterest, Instagram + get his Monday Motivation email.

Hoje vamos falar sobre o presidente dos Estados Unidos Donald Trump que confirmou estar infectado com o coronavírus, a Rússia que está dominando a ciberguerra internacional e o Among US que bateu a marca de 100 milhões de downloads.

Straight from the “innovation surgeon's general's" mouth you will experience a provocative clinic on what it takes to be an innovative company and become aware of the shallow practices that limit a given organization's quest to become a more disciplined innovator.

Founder of L. Keeley construction, Larry and I have a great conversation about his journey to success!

Welcome to the Design Thinking podcast! I'm Dawan Stanford, your host. My guest today is Paolo Korre, Director of Service Design and User Insight for SE Health, a not-for-profit healthcare company in Ontario, Canada. We'll chat today about Paolo's transition from industrial design to design thinking in the healthcare space, challenges he faces as a designer working in healthcare, and his experience with being the lone designer on an innovation team. Paolo reached industrial design through a love of fine arts, drawing, painting, and crafts. He did his undergraduate degree in industrial and product design. He assumed he would be working on making furniture or other “stuff,” but soon realized that this isn't what the world really needs. As he evolved beyond traditional design, he went back to school for further education. Eventually, he was able to bring design thinking back home. In our conversation today, he'll dig into how his skills in design relate to his work in healthcare (and how he convinced people to give it a shot!). For example, he explains that he worked on a project around improving the experience of patients receiving private care. As a result, they ended up launching Elizz, a whole brand dedicated to supporting family caregivers. Paolo has experienced being a lone designer as well as being part of a team of designers and part of an innovation team. It's all part of a learning journey, he explains, and speaks of trying to figure out how much design method he can apply in these various roles. Whether you're a solo designer, part of a team, or not sure yet where your design path will take you, don't miss this informative and insightful episode. Learn More About Today's Guest Paolo Korre on LinkedIn Paolo Korre on Twitter Paolo Korre on Facebook SE Health Futures In This Episode [01:50] — Paolo talks about his journey into design, and how he got started. [07:35] — When Paolo went to design school, what were some of the shifts and transitions in his skillset or or approach that happened as a result? [09:25] — Dawan shares his perspective on discipline being a gateway to creativity. [11:46] — Paolo shares some of the experiences that helped him internalize the process as he was studying and training. [13:57] — When Paolo moved into healthcare, what were some of the methods or skills that he had to adjust or learn? [16:55] — What helped Paolo persuade people to give design in healthcare a shot? [22:17] — Dawan draws out one of Paolo's points around how the stakeholder map changes as we age. [26:08] — Paolo mentions a trend involving being patient-centered, and the problem with this concept. [28:07] — How has Paolo explored the different modes of (being a lone designer, part of a team of designers, or being part of an innovation team)? [32:04] — Dawan mentions the benefits of having a futurist on a team, and his own introduction to being a futurist. [34:49] — We hear more of Paolo's thoughts on the “MAYA” (most advanced yet acceptable) option, and how far he can push things. [38:07] — Paolo responds to Dawan's point about wishing for a team to bounce ideas off of. [42:15] — When Paolo thinks about the opportunities to connect with peers, what are his hopes? [47:31] — Paolo recommends other resources that have been useful for him. [50:10] — We learn that Paolo has been redefining the boundaries of his practice because he's constantly encountering new sources of understanding. [53:07] — How much does Dawan focus on design mindsets? [54:53] — Paolo talks about where listeners can find him, get in touch, and learn more about his work. [56:10] — Does Paolo have any insider scoops on Service Design Global Conference Toronto 2019? Links and Resources yes@designthinking101.com (Dawan Stanford) Paolo Korre on LinkedIn Paolo Korre on Twitter Paolo Korre on Facebook SE Health Futures SE Health Elizz Ten Types of Innovation by Larry Keeley et al. 
101 Design Methods by Vijay Kumar Design Thinking at Work by David Dunne Daniel Kahneman Service Design Global Conference Toronto 2019

Welcome to the Design Thinking podcast! I’m Dawan Stanford, your host. My guest today is Paolo Korre, Director of Service Design and User Insight for SE Health, a not-for-profit healthcare company in Ontario, Canada. We’ll chat today about Paolo’s transition from industrial design to design thinking in the healthcare space, challenges he faces as a designer working in healthcare, and his experience with being the lone designer on an innovation team. Paolo reached industrial design through a love of fine arts, drawing, painting, and crafts. He did his undergraduate degree in industrial and product design. He assumed he would be working on making furniture or other “stuff,” but soon realized that this isn’t what the world really needs. As he evolved beyond traditional design, he went back to school for further education. Eventually, he was able to bring design thinking back home. In our conversation today, he’ll dig into how his skills in design relate to his work in healthcare (and how he convinced people to give it a shot!). For example, he explains that he worked on a project around improving the experience of patients receiving private care. As a result, they ended up launching Elizz, a whole brand dedicated to supporting family caregivers. Paolo has experienced being a lone designer as well as being part of a team of designers and part of an innovation team. It’s all part of a learning journey, he explains, and speaks of trying to figure out how much design method he can apply in these various roles. Whether you’re a solo designer, part of a team, or not sure yet where your design path will take you, don’t miss this informative and insightful episode. Learn More About Today’s Guest Paolo Korre on LinkedIn Paolo Korre on Twitter Paolo Korre on Facebook SE Health Futures In This Episode [01:50] — Paolo talks about his journey into design, and how he got started. [07:35] — When Paolo went to design school, what were some of the shifts and transitions in his skillset or or approach that happened as a result? [09:25] — Dawan shares his perspective on discipline being a gateway to creativity. [11:46] — Paolo shares some of the experiences that helped him internalize the process as he was studying and training. [13:57] — When Paolo moved into healthcare, what were some of the methods or skills that he had to adjust or learn? [16:55] — What helped Paolo persuade people to give design in healthcare a shot? [22:17] — Dawan draws out one of Paolo’s points around how the stakeholder map changes as we age. [26:08] — Paolo mentions a trend involving being patient-centered, and the problem with this concept. [28:07] — How has Paolo explored the different modes of (being a lone designer, part of a team of designers, or being part of an innovation team)? [32:04] — Dawan mentions the benefits of having a futurist on a team, and his own introduction to being a futurist. [34:49] — We hear more of Paolo’s thoughts on the “MAYA” (most advanced yet acceptable) option, and how far he can push things. [38:07] — Paolo responds to Dawan’s point about wishing for a team to bounce ideas off of. [42:15] — When Paolo thinks about the opportunities to connect with peers, what are his hopes? [47:31] — Paolo recommends other resources that have been useful for him. [50:10] — We learn that Paolo has been redefining the boundaries of his practice because he’s constantly encountering new sources of understanding. [53:07] — How much does Dawan focus on design mindsets? [54:53] — Paolo talks about where listeners can find him, get in touch, and learn more about his work. [56:10] — Does Paolo have any insider scoops on Service Design Global Conference Toronto 2019? Links and Resources yes@designthinking101.com (Dawan Stanford) Paolo Korre on LinkedIn Paolo Korre on Twitter Paolo Korre on Facebook SE Health Futures SE Health Elizz Ten Types of Innovation by Larry Keeley et al. 
101 Design Methods by Vijay Kumar Design Thinking at Work by David Dunne Daniel Kahneman Service Design Global Conference Toronto 2019

Larry Keeley is an innovation strategist who has worked for over four decades to develop more effective innovation methods. Larry is President and co-founder of Doblin Inc, an innovation strategy firm best known for the Ten Types of Innovation framework.  Since 1979 Keeley has worked with many global companies on innovation effectiveness, among them American Express, Apple, Boeing, Coca-Cola, Ford, Gillette, GE, Hallmark, Mars, Mayo Clinic, McDonald's, Novartis, P&G, Pfizer, Rockefeller Foundation, SAS, Shell, Sony, Target, Whirlpool, and Zurich Financial Services.  BusinessWeek named Keeley one of seven Innovation Gurus that are changing the field, and specifically cited Doblin for having many of the most sophisticated tools for delivering innovation effectiveness. They also separately selected Keeley as one of the 27 most influential designers in the world. Keeley teaches graduate innovation strategy classes at the Institute of Design in Chicago, the first design school in the U.S. with a Ph.D. program, where he is also a board member. He lectures in executive education programs at Kellogg Graduate School of Management and is an adjunct faculty member for their core MBA and their Masters of Manufacturing Management programs. He also lectures at University of Chicago, plus business schools worldwide.  I enjoyed tapping into Larry’s incredibly vast reserves of knowledge gained from over four decades in the space of design and innovation. In a corporate innovation landscape that is absolutely awash with charlatans, it’s always refreshing to speak with a critical thinker like Larry who appreciates that ideas are just a tiny part of the battle and that it’s the execution that matters. Expect to take many things away from this conversation, including: 1 - What large companies can do to balance the core business with the exploration of emerging business 2 - Why the focus on building a culture of innovation is misguided and what companies should be doing instead 3 - Three things one must do to become a successful innovator You’ll learn this and more in my thought provoking conversation with the one and only, Larry Keeley.  Topics Discussed: How Larry first got into the space of design and innovation Is today’s fear mongering about tech disruption justified or is this a common pattern that Larry has seen come and go in waves in his four decades in the space? Why the Ten Types of Innovation has stood the test of time Case studies of large organisations successfully balancing the core business with emerging business Why creativity and innovation are two different things Why the pre-occupation of executives in this space with design thinking is short sighted How the human tendency to stick with what’s familiar and do what’s easiest sabotages innovation What slows down large organisations from moving at the pace required to innovate Common misconceptions about innovation How to attract, engage and retain the right talent What more progressive companies in this space are doing differently Why you should build a platform, not a product The importance of empathy in business Show Notes: Doblin Consulting: Doblin.com  Buy the book - Ten Types of Innovation: https://amzn.to/2MpxKYT  I hope you enjoyed this episode. If you’d like to receive a weekly email from me, complete with reflections, books I’ve been reading, words of wisdom and access to blogs, ebooks and more that I’m publishing on a regular basis, just leave your details at www.futuresquared.xyz/subscribe and you’ll receive the very next one. Listen on Apple Podcasts @ goo.gl/sMnEa0 Also available on: Spotify, Google Play, Stitcher and Soundcloud

Global Product Management Talk is pleased to bring you the next episode of... The Everyday Innovator with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: This episode focuses on platforms — a topic I haven’t discussed yet on this podcast. An effective platform strategy is important for growing organizations as well as those that are starting. There are different perspectives on platforms and this interview primarily explores digital platforms. My guest is Larry Keeley, a strategist who has worked for over three decades to develop effective innovation methods, based in science and analytics. He is President and co-founder of Doblin Inc, an innovation strategy firm known for pioneering comprehensive innovation systems that materially improve innovation success rates and innovation return on investment. Doblin is now a unit of Deloitte Digital. Larry is also the author of the book Ten Types of Innovation, the Discipline of Building Breakthroughs, which you’ll hear us talk about towards the end of the interview.

Savvy product managers use platforms This episode focuses on platforms — a topic I haven't discussed yet on this podcast. An effective platform strategy is important for growing organizations as well as those that are starting. There are different perspectives on platforms and this interview primarily explores digital platforms. My guest is Larry Keeley, a […]

Savvy product managers use platforms This episode focuses on platforms — a topic I haven’t discussed yet on this podcast. An effective platform strategy is important for growing organizations as well as those that are starting. There are different perspectives on platforms and this interview primarily explores digital platforms. My guest is Larry Keeley, a […]

 In the two previous episodes, I highlighted Larry's 10 types of innovation. In this episode, my interview with him goes in very new, provocative, and powerful directions. He clearly is one of the top innovation leaders in America today.

Moments of ImpactTRANSCRIPTSpeaker 1:You were listening to method to the madness, a biweekly public affairs show on k a l x Berkeley. I'm your host, Lisa Kiefer. [00:00:30] Today in our studio we have Chris [inaudible] who has just co-written book with Lisa K. Solomon called moments of impact, how to design strategic conversations that accelerate change. I just finished this book and I just want to say that it reminded me in some ways of Ian Morris, who is a professor at Stanford, had a book called why the West Rules for now, and he talks about the patterns of history and what it reveals about the future. But one of the things he talks about is that today there has never been a convergence [00:01:00] of the externalities that exist today in all of the planet's history. And that includes climate change, famine, state failure, migration and disease. And the reason after reading your book, the reason it remind me of that is you're saying we have to blow up the old ideas of strategy and start fresh with something called strategic conversation. So with that long intro, tell us what you're doing here. Speaker 2:Hi. Hi Lisa. Thank you very much for that. Uh, for that intro. I'm glad to be here. Yeah, the book is trying to help [00:01:30] people think about, you know, when you have a group of very talented people with very different opinions in the same room wrestling, the [inaudible] trying to wrestle the big issues to the ground, how do you make that work? It's very, very hard to do well and it's very important to do it well. As you say, there's a, there's a changing context today that makes this even more difficult. In the book we talk about the context of strategy changing from in the old days it used to be more uh, like a chess game, lot of math based, a lot of analytic based [00:02:00] ideas and also pretty top down, very top down, very mechanical almost, right? So there you had a star chamber, people made the big decisions that cascaded down the organization, et Cetera. Today strategies much less like chess than it's more like, like hockey. It's fast, dangerous and hard to follow and you need to make constant adjustments all the time across the organization, not just at the very top. And so that's really how to do that well, how to move from strategic planning where you lock everything down and you know exactly what you're doing all the time [00:02:30] to strategic adaptation through conversation. That's the purpose of the book. Speaker 1:I know you get your phd here at UC Berkeley in demographics, right? And anthropology as an undergraduate. That's masters. Yeah, masters. Okay. And you went on to work for the global business network and other organizations that do scenario planning. Is that what led you to this book? Speaker 2:I spent the last 20 years helping clients of all kinds, big, big companies, but also government agencies, large nonprofits, think about the future more creatively, [00:03:00] both their innovation strategy in their, and their general strategy. And it's really in the course of 20 years of doing that, that I realized that strategy is the conversation now. That's where the real substance resides. It's not in having a team go off for months and research everything and come back with the right answer because by the time they're done, everything's changed again. Uh, all too often. And so strategy is the conversation. And once I accepted that and Lisa and I, Lisa, k, Solomon, my coauthor, and I took 15 months off [00:03:30] to say, what does that really mean? If you accept that premise, what does that really mean? We went back, we buttoned up everything we've learned from our own experience. We interviewed 120 people. Then I put my social scientists hat back on to as well did deep research in the social psychology, cognitive science and more to understand the deeper roots of of what works and why it works. Speaker 1:Okay, so once you identify that, well, you have all these years of experience, how does a a a new MBA, a fresh MBA get this kind of experience or does it take 20 [00:04:00] years to get it? How do you get strategic conversation experience? Speaker 2:That's a great question and I've had the experience of speaking with a lot of MBAs here on campus, MBA candidates and they're remarkably savvy about strategy these days. It depends on your years of experience to understand organization dynamics. That's another thing, but I think that the culture of the Internet and the speed of change out there in the world, that students today are more facile with this kind of idea that things change constantly. [00:04:30] One example that we have in the book, we talk about flip video. For those of you who are under 30 that was a device that you voice, the vive dominant cam quarter, low end camcorder, video recorder for several years. Well, it was a startup based in San Francisco. A couple of guys above gumps department store in San Francisco in 2007 they put out a kind of shaky prototype. They worked the bugs out of it. Speaker 2:They got it to mass market. Within less than a year, they were dominating the category. They wound up [00:05:00] selling the company for $590 million to Cisco and by 2011 the whole thing was shut down from startup to market dominance to massive payday to oblivion, back to oblivion in four years. What happened there? Well, I mean it got, it became part of a part of our phones, right? So now we have the, the video recorder I have on my iPhone, I happen to use it. iPhone is better quality than, than they had a, they are, they picked something at the moment that it was hot [00:05:30] and you know, they are not a consumer company, you know, by nature. Uh, and so the, the phone actually got, uh, the video got folded into the phone and that market basically dried up and it would have happened no matter who who owned it. Speaker 1:In your book, you give great examples. You talk about how today there's a lot of disruption and things kind of unexpected like airbnb, Uber, Amazon's entry into book publishing. It seems like left and right. There are these things that's come out of nowhere and dominate the market. Can Speaker 2:you get ready for something like that? When, when [00:06:00] I first started this work 20 years ago, the big thing we were competing with was denial. That is, we would share these stories of massive change and executives would say, yeah, that happens over there, but it's not gonna affect my industry for various reasons. And a lot of the time they were, they were right. But I think what's happened in the last 20 years is that the source of resistance has shifted from denial to paralysis. We even very sleepy backwater industries are scared of a lot of the disruptors that are out there. There's a lot of things that can upset the apple cart [00:06:30] and even quite boring state industries these days. So they're not typically in denial, but they do kind of throw up their arms and say, what am I supposed to do about it? So what do you tell them? Speaker 2:Well, that's, that's where the strategic conversation comes in. We only, at the end of the day, we only have our human judgment to fall back on the judgements informed by better or worse information. But the idea that that perfect proof point is going to come through, it's very rare. By the time you get a perfect proof point that something is happening, it's already happened and it's too late. So you have [00:07:00] to be a bit ahead of the curve. You have to accept the risk that comes from being ahead of the curve. And that means taking on more of an experimentation approach, more of a hedging your bets approach so that you're not risking the entire enterprise. When you make a move. You probably see the same thing in education now at least at the college level, that means the changes that are happening now and coming down the road. Speaker 2:There must be a lot of that sort of unsettled feeling. Funny you should mention that I, I think it's an absolute given that higher education will go through a massive transformation over the next 10 [00:07:30] plus years. It's going to take awhile because higher ed is a pretty conservative change averse kind of organizational culture. At the same time it is a market and so unlike some other large systems like K-12 education or healthcare, which is largely a public market, higher ed is today largely a private market and for the system to stay the same families and students have to keep signing out for massive amounts of debt for a very uncertain outcome. You know about 50% [00:08:00] of students today in the United States who sign up for a four year college or university do not walk out with a degree at the end of six years. That's just a huge yield loss amount of resource energy that goes into that, that's just wasted is ridiculous. Speaker 2:And so we need a much better search function and we also need what the gates foundation of others. We've talked about the micro micro credentialing or badging, the stacked credentials, stackable credentials, the idea that you, you don't just have one big demonstration of your knowing at the end of the [00:08:30] shoot along the way. There's a whole unbundling and rebundling of Higher Ed that I think is going to happen cause high higher ed is trying to do three things at the same time. And I'm talking just about undergraduate education now, providing skills and knowledge that are helpful in the workplace and have a good career job and career, et cetera. It's also educating people in a more general sense, right? For goods to be good citizens, to be upstanding members of the community. Uh, it's also helping to turn children into adults, you know, take people the last, the last step into, [00:09:00] into adulthood. Speaker 2:And not all institutions do all three things equally well, right? And they don't all have to happen in the same place as well. I think the big threat to higher ed from a business model standpoint, that's going to force the issue is what I call the craigslist effication of Higher Ed. So if you think about what happened to newspapers, right? Newspapers used to make all of their money or a great deal of their money, I should say, off of the classified ads, right? And so craigslist came along, they said, we can do that, just, we can do it better [00:09:30] online, it's more searchable, it's more dynamic, et cetera. And we'll just take that profit center away from newspapers. And it's been just, it's decimated the newspaper industry, right? The equivalent of the analog, I should say for Higher Ed, is the One oh one econ one oh one biology, one-on-one history, one-on-one, all the one-on-one courses. Speaker 2:That's the cash cow for the university. That's where they make the most money. That's what cross subsidizes a lot of the other things that the university does that can be delivered way more efficiently [00:10:00] in 10 years from now. That's going to be very hard for the big universities to defend the one-on-ones and the, and the university's not going to go away, but it will transform and there'll be different niches too. There's not gonna be one answer. The the very prestigious schools, they don't have to change it. They don't want to flip it. The middle of the market. There are thousands of schools in the middle that are charging 40 $50,000 a year for not a very prestigious edge. And you know, you don't get the prestige. The quality education is pretty good, but it's not awesome. [00:10:30] And all of that part of the market. I just don't see how that doesn't have a massive for accounting. Speaker 2:I wanted to talk to you in your book. You have an interesting chapter about the history of strategy and for the Dr Strange love fans out there. Can you just take a moment and talk about when military moved into business? Yeah. So in the Cold War era there was a lot of fear and a lot of uncertainty and there was no denial. We knew there was danger out there in the world, but we had a paralysis. This [00:11:00] condition of, well, what do we do about it? So there were a few geniuses at the rand institute in Southern California in particular at bell about Emma Herman Kahn who devised this approach called scenario planning. And scenario planning says, you know, we know we can't predict the future yet. We still must act. And so instead of trying the fool's errand of predicting the future, what we needed to do is run the thought experiment about different futures. Speaker 2:And so you sort of say, well there are three or four different scenarios [00:11:30] on how this Cold War might play out over the next decade, let's say. And so you sort of build out the scenarios and even if the worst right, you imagine the worst. And you also have to imagine victory to like, you know, let's imagine 10 years from now, you know, there's actually an effective framework. What would that look like to, so you, you, you do both. You look at the dark scenarios and the light scenarios and even if you're right, technically like you don't pick the right scenario, you don't, the, the thought process of working through in detail [00:12:00] the different possibilities and a really logical way really forces you to open up your thinking to be more adaptive. And so when you see signs of change out there in the world, you're more responsive to them. Speaker 2:You can, your, your judgment is better informed, you can act on the more and more smartly. He was the model for Dr Shane slump? I believe so. I think that's right. And then you talk about Royal Dutch Shell and how he took those ideas and at a time of critical competition in oil. Yeah. It's a shell in Europe is this very iconic [00:12:30] brand. There are the intelligentsia business intelligence. He of Europe go to shell. That's the, at least in the era certainly. And they had this planning department that was very good, but the world kept making fools out of them and they didn't like it. So their job was to predict the future price of oil. And the reason they did that was shell would make a big bet on $1 billion offshore oil refinery or a new location or something. Then these are huge bets, you know, so 1 billion bucks and the payout time is 10 20 years. Speaker 2:You need to forecast the price of oil will the [00:13:00] price of oils we know tends to take pretty wild swings and they're not predictable. And so they, they kept making the wrong forecasts and it was inevitable. There was no way to make the right forecast. And so they learned about Harmon's cons work with uh, with rand foundation. They brought scenario planning from the military to the business sector and they started telling these different scenarios about, well, why would the price of oil go very high? Why would it go very hello? And the famous story that really made scenario planning a celebrated in the business [00:13:30] community was that they, one of the scenarios anticipated the rise of OPEC. It didn't predict it. It's an important difference. But they said, well, why would the price of oil go high? I said, well, you know, the Saudis got in touch with Iran and they decided to collude on price and volume and then, well, if they did that, who would they call next? Speaker 2:And they actually thought about the players and their motivations and how this would snowball and how, you know, a cartel could be created. And so when shell saw that scenario, they [00:14:00] said, we don't know if that's going to happen, but there's enough of a risk for that to happen that we're going to stockpile quantity. So they stockpiled way more. And they were like, I think at the time they were seventh in the world in oil and among the, they they shot up to like second or so after OPEC because they had all these reserves. That's an amazing story. You also in your book talk about, um, you call it VUCA world. You see a, can you talk about what that means? Right. And that comes from the military as well. In Mil military planning has accepted that today we live in [00:14:30] a world of volatility, uncertainty, complexity and ambiguity. Speaker 2:And that that is the norm. So the famous, you know, fog of war observation or the comment that no plan survives first contact with the enemy. You know the military is all over that. To the extent that if you look at some of the training manuals in recent years for operations training mails for the army, they, they actually teach people design thinking the funny thing in the field, because they're obviously not creating beautiful products to sell to the world. They're trying to react [00:15:00] smartly to an ever changing, ever evolving situation on the ground and that the theory there was that by training soldiers in the art of design thinking they could adapt more readily to their environment. I don't know if any studies have been done on how effective that's been. It's, it's just, it's an interesting, yeah, it's a statement of just how broad, you know, the military is thinking about uncertainty and Buka world and how to respond to it. Speaker 2:Taking that concept and moved it into absolutely strategy and [00:15:30] I want to talk to you about the difference between what you call it, a technical challenge and an adaptive challenge. How do you compare those two? Right now, this is a critical distinction. It comes from Ron Heifetz of of Harvard, who's a great writer and thinker on leadership. And Ron Ron says, look that you know, most of the time we operate in professionals operate in the domain of technical challenges. So how do you increase sales by 5% next quarter through your marketing channels? How do you, how do you cut [00:16:00] costs by 5% we'll be kind of typical business technical challenges and technical challenges are ones where you, the problem is very well defined and it calls for the application of very familiar skillsets. They can be very complex like brain surgery or building a bridge. But ultimately you know what you need to do when you get it, you get the job done. Speaker 2:Adaptive challenges are those where not only don't you know the answer, but you're, you're not sure you even have the right question, right? So what are, what do our customers want next from us? What kind of talent will we need five years from now? [00:16:30] You know, what are the big risks that we should be worrying about? Those are very open ended, messy challenges, hard to know where to cut in and the, and the differences important because we, we spend so much time in the technical domain that when we, when we see adaptive challenges, we tend to try to find technical solutions to them. And that almost never works. You need a different leadership style. You need a different problem solving style. You need to get the whole system in the room for adaptive challenges. You know, one or two really smart people can't figure it out and tell everybody what to do. Speaker 2:You need [00:17:00] the whole system. Thinking about multiple perspectives, thinking creative, going into an organization and digging into many different lines of business. VI, right? Different levels of management, right? Adaptive challenges are fractal. They break out all over the organization. They don't, um, they don't announce themselves in a, in a, in a kind way. They just sort of pop up all over the place. And so not everything raised rises to the top. And the ability to deal with adaptive challenges, um, has to be ubiquitous today. How do you [00:17:30] choose the right people to sit in on these strategic conversations? That's a great question. We spend a lot of time talking about that in the book. Like how, how do you figure out what does it mean to get the right people in the room? And we talk about getting the Dream Team in the room instead of what we call the must invite team. Speaker 2:So anytime you have a particular challenge on the table, usually there's a list of usual suspects and there are sort of political expectations of who should be at the table. We talk about various ways of sort of getting around that and not defaulting to the most obvious, um, [00:18:00] solutions. Because usually with adaptive challenges, you need breadth of perspective and you need voices from the frontier. You may need, you know, some younger folks on the team, people who are working in more kind of marginal parts of the business, but where the frontiers of change are happening more fast once the customer. Absolutely. Absolutely. And so those are, you know, you, you really have to think a lot more broadly about who needs to be in the conversation and be really pragmatic about that. Cause it's not usually the same people you would have for technical conversation. Speaker 2:You have a wonderful [00:18:30] 60 page kit inside this book that tells people how to hold a strategic conversation. And then you talk about five principles where you compare the old to the new. And I should say too, I mean the, the well-organized meeting is fine for 90 plus percent of situations when you're dealing with the technical issues. So, uh, even though it's not, yeah, it's not a completely, you know, organizing good meetings will never completely go away. But yeah, there's, there's five and I'll do the kind of before, [00:19:00] after picture. So the first thing in a well organized meeting is to declare the objectives. Usually that's in bullet point form, you know, by the enemy and we're going to get out bop, bop, bop, and we say, sure. But with a adaptive challenge, you actually need to define your purpose, your larger purpose. And to us, what that means is you need to understand where you are in the arc of solving, uh, in the journey of solving a really challenging problem and, and really defined the session as moving from, from one point to another [00:19:30] on that larger journey. Speaker 2:And that's, that's usually not what people do. They think of a particular meeting as a moment of pure moment in time. And you have to, you have to imagine and see the whole arc of the problem solving journey. So that's number one. Number two is you have to identify participants for a well organized meeting. For well-designed strategic conversation, you need to engage multiple perspectives. And that's what we talked about. We're just talking about, right? You need to get diversity in the room and get diversity working in a productive way, not a, not [00:20:00] a destructive way. Number three, a for well-organized meaning as you need to assemble the content, pull together a bunch of content. Well, sure. Um, but for a adaptive challenge there so open-ended, so messy that more importantly you need to frame the issues they need to. Yeah. Now, this is a, this is kind of conceptual and it was the most difficult chapter in the book to write, but when you have a really open-ended challenge, you need to create really simple visual frames that allow people to organize their thinking. Speaker 2:Otherwise, you just [00:20:30] go around in circles and you don't know where to start and where to end in strategy. A common devices, the simple two by two matrix, right? And we use a lot of those and the two by two matrix can be a very, very helpful, simple device, but there are lot of other visuals and a lot of times they're custom creative for context. The really key thing is they have to be simple. If they're too complicated, we try to map everything visually, like map the whole system. It just breaks down. Then the fourth thing is to find a venue, you know? Sure. [00:21:00] We need a room where you're talking about setting the scene versus finding a venue and you talk about the famous MIT building. This was probably the most fun chapter to write. It was very visual, but why so much success has come out of such a bland setting. Speaker 2:I love that. And this has been written elsewhere by Stuart brand, wrote about it, Steven Johnson and others, but I think it's called building 51 if memory serves of the MIT yielding 2020, sorry, the MIT media lab. And it's a famous story because it was a, it was a hothouse of incredible innovation. A lot of brilliant people [00:21:30] work there. A lot of brilliant ideas came out of it, but everybody who worked there was persuaded that the building itself was a key part of their success. Right. And we all have had experiences like that where there are places that are just special. We don't know why, but they are, you know, in this one, it wasn't just the people, it was that this space was a, and it was a pretty raw container. It was not fancy at all, uh, that it had movable walls. It didn't have movable walls, had cheap walls. Speaker 2:The cheapness of the building actually made it [00:22:00] adaptable. So people felt free to knock holes in the wall, run wires wherever they wanted to, and so we, we talk in the book about a lot of different ways to organize space to think about space. I've done strategic conversations and all kinds of crazy places and skyboxes at baseball stadiums at a nunnery in Malaysia. You know, it's not about being whimsical and being different for the sake of being different, but you want to pick a space that really supports the purpose that thematically is consistent with what we were trying to accomplish and also takes people [00:22:30] to a different place. Getting out of your normal office, normal work settings when you're wrestling with adaptive challenges is critical. The last piece was setting the agenda versus making it an experience. So this really is the punchline of the whole book. Speaker 2:People when they think about a meeting and they come up with an agenda, we'll spend 30 minutes on this, an hour on that 30 minutes. That is just not the best way to think about structuring a strategic conversation. Strategic conversations need to be experiences people live and learn through experience, [00:23:00] not by being told things, not by reading things. And so the example we gave of plum organics, and this happened in Emeryville, that was a company that was started here in Emeryville, start up a food, food company, organic food for kids. And they started having some success. And in a couple of years, in two, three years, they got up to about $40 million in revenue, which is a very nice run from zero. And in the world of, of food and big food, it's a, it's not a big number, right? It's, it's you're, you're now you're [00:23:30] on the retail shelves in the stores and you're sort of nibbling at the ankles of the giant. Speaker 2:Neil had a, had to think through the next wave of competition. He needed to engage his board cause he'd never been here before. He knew that the big companies were likely to steal his space from him and he needed to figure out how to defend themselves. So we have the board members, uh, at a meeting, they'd been over all the data on competition before. So they knew the information, but they hadn't really had a visceral conversation about it. And so he had them mimic [00:24:00] being at the board meeting of the other companies. And so each of the board members paired up with one of his management team members and they each represented a different company. And they came and presented to their own board about how they were going to destroy plum and take their market away from them. And it takes guts for a CEO to, you know, a tell their their board members to go do work for them at a board meeting, but be, um, to go destroy your company five times in a row. Speaker 2:Uh, but they did it and they actually had fun doing it. And at the end of that conversation, [00:24:30] Neil pulled out the, the list of strategic questions that they'd been debating about competition. And so what are we gonna do about these four questions? And to his amazement, all five board members came out with the exact same insight with the, exactly what we this, it's clear we have to do this. But it was not from analyzing the situation was from the creative storytelling of really playing out what is it, you know, what would it look like to get clobbered by the competition? Then you think, okay, what are we gonna do about it? So it feels like, you know, it sounds a little bit like fun and Games, but [00:25:00] it is way more serious and way more effective than just looking at PowerPoint slides. Intuition and logic need to be pulling together. Speaker 2:They need to be interactive with each other to inform judgment. Decision making requires emotion, intuition, a embedded in, in it and, and experiences the path to that. You talk about the Abbott's in your book, it's kind of a fun chapter too. Yeah. The habits said this is, um, it's, it's spelled y a BB t s but it's, it's, yeah, but it's what it is. This comes from Larry Keeley [00:25:30] and the concept is just, these are the three big three big roadblocks to great strategic conversations and they are politics near termism and a lack of strategic thinking capability. And all three of them are present in some combination and all organizations, I struggle with them on a daily basis. Politics is people's judgment and their positions are partly determined by by self interest near termism is we're all incented to think about this year's results and [00:26:00] it's unusual that organizations can think longterm, um, consistently. Speaker 2:And then yeah, a lot of people just have a hard time thinking strategically. Their Day job is so operational. So, uh, in the weeds focus that it, that it's hard. And, and again, I just go back to experience. The whole design process in the book is around creating visceral experiences for participants that get them above the Abbott. I think about like people like you plan a wedding for Aunt Bertha, right? You plan a wedding for the most conservative family member, right? [00:26:30] And then it turns out that aunt birth is actually bored of the same cheesecake at every wedding and would actually prefer something different as it turns out. And, and, and in organizations, that kind of thing I described with Neil grimmer that kind of simulation based you game almost gamified, right? That kind of approach. It's very rare that people don't prefer it when it's done well. Speaker 2:They get it. You never succeed in eliminating the Abbotts, but you do. Um, you can rise above them for a day or two at a time. You talk about specifically the Rockefeller Center [00:27:00] and how they used strategic conversation to scale the idea of impact investing. And it was a, it was a big meeting that was held in Italy a few years ago and they brought together all the different players to really coalesce around the definition of the field. So it was really to help stimulate a shared understanding of what the field was so that they would then invest in it and, and help support it. Each of the five design principles that our book were deployed, they had a killer location [00:27:30] at a resort in Italy that was just unbelievable. They framed the issues beautifully on a, on a time wall that they created that showed the evolution of the field over the time and different strands coming together. Speaker 2:They did an awesome job of getting the right people in the room. And yeah, it was a tremendous experience. So that just, it was a story where the pulls together all the design on the whole field of impact investing. This was I think 2009 there's a book impact investing that's written by one of the hosts of that meeting. That one last [00:28:00] thing, getting back to how bringing disparate groups together within an organization, you use the word planking, what are the planks that you use to bridge these people who have nothing in common in an organization but are necessary for this strategic conversation? Right, because there's two big concepts I think in here. One is to create a common platform, create a sort of mini community in time temporary community that you'll then then build off of. The even more kind of important thing I think is the, this is what we call ignite a [00:28:30] controlled burn and that is that it's very hard to get to breakthrough thinking without some conflict, without throwing off some sparks. Speaker 2:So that's why it's so important to create the sense of community because you're about to ignite a controlled burn. And so we give several examples in the book of how we have clients have situations where people, we, we spark, you know, pretty fierce debates but within really defined parameters within really controlled limits and within a simulation context that's real [00:29:00] ish but not too real and it's not for the 10 minutes stuff for the tone or running out of time. So I just have a few more things I wanted to ask what the response has been to this book. It came out last year, right? Right. 2014. It's fun that this was my, my first book, Lisa's first book and we, we've made some of the, some of the national bestseller lists that was, that was very pleasant. Um, but what's fun is also just kind of the interesting queries that you get from the universe, right? That you didn't, you don't know what to expect. A lot of people are using the book in ways that we didn't imagine [00:29:30] and coming to us with questions that we never thought of. And that's a huge gift that you get. Moments of impact. book.com is our website and it's a, yes. See there is Speaker 3:a place there to post questions to Lisa and I and we'd be delighted to respond. Okay. Well, thank you, Chris for being on the program and can I do what you're going to do next? Thank you, Lisa. It's been a pleasure. Speaker 4:[00:30:00] You've been listening to method to the madness, a biweekly public affairs show on k a l x Berkeley, celebrating the innovative spirit of the bay area. Tune in again in two weeks at the same time. [inaudible] Speaker 3:okay. See acast.com/privacy for privacy and opt-out information.

Larry Keeley is a strategist who has worked for over three decades to develop more effective innovation methods. Larry is President and co-founder of Doblin Inc, an innovation strategy firm known for pioneering comprehensive innovation systems that materially improve innovation success rates. Doblin is now a unit of Deloitte Consulting, where Keeley serves as a Director. He is also co-author of Ten Types of Innovation: The Discipline of Building Breakthroughs. In this interview we talk about what innovation looks like and how to get it to happen more in your organizations.

With the publication of his first book in 1962 at the age of 26, RSW began the singular passion of his life: making information understandable. He chaired the International Design in Aspen in 1972, the first Federal Design Assembly in 1973, followed by the National AIA Convention in 1976, before creating and chairing TED (Technology/Entertainment/Design) conferences from 1984-2002. He created and chaired the TEDMED and eg2006 conferences. A B.Arch and M.Arch 1959 graduate with highest honors from the University of Pennsylvania, Mr. Wurman’s nearly half-century of achievements includes the publication of his best-selling book Information Anxiety and his award winning ACCESS Travel Guides. Each of his 81 books focus on some subject or idea that he personally had difficulty understanding. His most recent publications include UNDERSTANDING USA, Urban Atlas, Wall Street Journal Access, Information Anxiety2, Diagnostic Tests for Men, Diagnostic Tests for Women, Heart Disease & Cardiovascular Health and Wills, Trusts & Estate Planning, UNDERSTANDING Children and UNDERSTANDING Healthcare (January 2004). He has been awarded several grants from the National Endowment for the Arts, a Guggenheim Fellowship, two Graham Fellowships, two Chandler Fellowships, and the Chrysler Design Award in 1996. In 1991, RSW received the Kevin Lynch Award from MIT and was honored by a retrospective exhibition of his work at the AXIS Design Gallery in Tokyo, Japan on the occasion of their 10th Anniversary. He received a Doctorate of Fine Arts by the University of the Arts in Philadelphia, PA, an Honorary Doctorate of Letters from Art Center College of Design and an Honorary Doctorate of Fine Arts from the Art Institute of Boston. Presently, RSW is working on his latest project 19.20.21. which he created and chairs with his four partners: Larry Keeley, Jon Kamen, Michael Hawley, and Robert Friedman.

How do we orient creativity in the service of business stakeholders? How does design create benefits for top-line growth and bottom-line profitability? In this Icon-o-Cast episode, Lunar's John Edson chats with innovation guru Larry Keeley of the Doblin Group about the practice of innovation in design, its role in today's economic environment and perspectives on how innovation may have contributed to our current predicaments. Larry is an innovation strategist, professor at the Institute of Design at Illinois Institute of Technology and president of The Doblin Group, an innovation strategy firm based in Chicago.