Podcasts about mapping innovation

In this episode of The Evolving Leader podcast, host Jean Gomes talks to Greg Satell. Greg is a Lecturer at Wharton, accomplished entrepreneur (Co-Founder of ChangeOS, a transformation & change advisory), global executive and one of the foremost experts on transformation and change today. Greg is the author of Cascades: How to Create a Movement that Drives Transformational Change (2019) and Mapping Innovation (2017) and his work has appeared in Harvard Business Review, Barron's, Forbes, Inc., Fast Company amongst others. IDG have listed Greg as one of “10 Digital Transformation Influencers to Follow Today.”  Referenced during this episode:Cascades: How to Create a Movement That Drives Transformational Change Other reading from Jean Gomes and Scott Allender:Leading In A Non-Linear World (J Gomes, 2023)The Enneagram of Emotional Intelligence (S Allender, 2023)Social:Instagram           @evolvingleaderLinkedIn             The Evolving Leader PodcastTwitter               @Evolving_LeaderYouTube           @evolvingleader The Evolving Leader is researched, written and presented by Jean Gomes and Scott Allender with production by Phil Kerby. It is an Outside production.

Jim Fava is a leading pioneer in sustainability. He is the co-founder of the Forum for Sustainability through Life Cycle Innovation, a multi-stakeholder and membership-based community organization for everyone interested in and working with Life Cycle approaches to enhance the sustainability of economic activities. He is the former Executive Director of the Antithesis Group, an organization that supports businesses and governments in understanding and navigating risks and opportunities. Regarded as the “Father of Modern-Day Life Cycle Assessment,” Jim has made significant contributions to the sustainability and environmentalism movement for more than 40 years. He has spent his career guiding businesses and governments through risks and opportunities, enabling them to hold environmentally responsible and sustainable operations. Today, alongside Neil D'Souza, Jim co-hosts Five Lifes to Fifty, a podcast that explores the intersection between society, business, environment, and technology, and negotiating the path to sustainable products.Jim joins me today to discuss the importance of having a clear goal or destination in mind when using tools for sustainable innovation. He explains how the Golden Rules of Sustainable Innovation evolved. He defines the fifth and seventh rules and emphasizes the need for organizations to align their sustainability efforts with their strategy and market position. Jim also reflects on the importance of a pre-competitive space where businesses can collaborate on sustainability goals and highlights the acceleration of incorporating sustainability into product innovation. “Any time you're going to develop a tool or any kind of assessment, you have to know where the future looks like before you can decide how to get there.” - Jim Fava This week on Innovation Talks:●     The evolution of the Golden Rules of Sustainable Innovation●     Golden Rule #5: knowing your destination●     Why organizations need to understand the purpose of a life cycle study●     The ACDB Framework and bringing LCA to the beginning of innovation●     Golden Rule #7: meeting them where they are●     The four strategy levels companies need to adopt in their sustainability efforts●     California's Scope 3 greenhouse gas emissions requirement for larger industries●     Golden Rule #10 and the growth of the global life cycle community●     The future of LCA and artificial intelligence●     Collaboration and knowledge-sharing in a pre-competitive spaceRelated Episodes:●     How to embed sustainability into your innovation process with Jim Fava●     Embracing change for positive impacts with Jim Fava●     Golden rules for a sustainable business with Jim Fava Connect with Jim Fava:●     Podcast: Five Lifes to Fifty●     Jim Fava on LinkedIn This Podcast is brought to you by Sopheon Thanks for tuning into this week's episode of Innovation Talks. If you enjoyed this episode, please subscribe and leave a review wherever you get your podcasts. Apple Podcasts | TuneIn | GooglePlay | Stitcher | Spotify | iHeart | Amazon Be sure to connect with us on Facebook, Twitter, and LinkedIn, and share your favorite episodes on social media to help us reach more listeners, like you. For additional information around new product development or corporate innovation, sign up for Sopheon's newsletter where we share news and industry best practices monthly! The fastest way to do this is to go to sopheon.com and click here.

Change is the only constant. But how does one persuade masses and organizations for transformation? What is the correct methodology to foster transformation? Is there one way or multiple options? We have your answers covered in today's discussion with the leader global change expert, Greg Satell. [00:46] - About Greg Satell Greg is an author of two books, “Cascades” and “Mapping Innovation.” He is a lecturer at the Wharton School. Greg is a global transformation and a change expert and has been ranked as one of the top innovation bloggers in the world. --- Support this podcast: https://podcasters.spotify.com/pod/show/tbcy/support

Anette visits with author, speaker, and transformation and change expert, Greg Satell. They met when Greg did some training for Amarillo College, and Anette really identified with the info in his book, Cascades. (Link to Srdja Popovic's CANVAS website.) Episode produced by Darwin Carlisle. Music by Bret Boyer.Greg Satell is a transformation & change expert, international keynote speaker, and bestselling author of Cascades: How to Create a Movement that Drives Transformational Change, whose work has appeared in Harvard Business Review, Barron's, Forbes, Inc., Fast Company and other A-list publications. His earlier book, Mapping Innovation, was selected as one of the best business titles of 2017.A Lecturer at The Wharton School, accomplished entrepreneur, executive and one of the foremost experts on transformation and change today, Greg speaks to audiences around the world and works with leading organizations to better compete in a disruptive marketplace. He is consistently ranked as one of the top innovation bloggers in the world and was named by IDG as one of “10 Digital Transformation Influencers to Follow Today.” Greg helps organizations overcome resistance to change and blaze a path toward a better future.Greg was formerly a senior executive for the Publicis Groupe, one of the world's largest marketing services companies. Before that, Co-CEO of KP Media, which he scaled from a small privately held company to a market leading, publicly held firm valued at $100 million with over 800 employees. The firm was sold to Ukraine Media Holding in 2010.A global citizen, Greg spent 15 years living and working in Eastern Europe where, among other things, he managed a leading news organization during Ukraine's Orange Revolution. You can learn more about Greg on his LinkedIn profile and follow him on Twitter @DigitalTonto. For rates, programs and testimonials, please visit his eSpeakers Page.Greg is available for advisory, workshop and speaking engagements. If you would like to hire him for an engagement or an event, feel free to contact him directly at innovate (at) digitaltonto (dot) com 

Greg Satell is a popular speaker and adviser, as well as the author of the new book, CASCADES: HOW TO CREATE A MOVEMENT THAT DRIVES TRANSFORMATIONAL CHANGE. His earlier book, MAPPING INNOVATION, was selected as one of the best business titles of 2017 by 800-CEO-READ. Greg's transformational work has been covered in Harvard Business Review, Barron's, Forbes, Inc, and Fast Company. A global citizen, Greg spent 15 years living and working in Eastern Europe where, among other things, he managed a leading news organization during Ukraine's Orange Revolution. An accomplished entrepreneur, executive, and one of the foremost experts on tech innovation today, Greg speaks to audiences around the world and works with leading organizations to better compete in today's disruptive marketplace. He was recently named by Innovation Excellence as #2 on its global list of "Top 40 Innovation Bloggers" and by IDG as one of “10 Digital Transformation Influencers to Follow Today.” Greg helps successful organizations overcome disruption and blaze a path to a better future. Read the show notes here: https://bwmissions.com/one-away-podcast/

“How do you survive victory?” The answer to this question could quite possibly have saved the Ottomans, Ming, Romans, Greeks and every other extinct dynasty, empire and civilization. So you can imagine how relevant this would be for corporations or startups in general, right? Join us at 1pm EST, where Greg Satell and I will discuss Mapping Innovation, Surviving Victory, Preparing versus Adapting…and much more. It's fire. Have any questions for Greg or just want a shoutout on air? You can potentially ask your question live or get a shoutout using $JAFFE coins which you can purchase via my creator coin link: rally.io/creator/JAFFE. I'll also be giving away $JAFFE coins every episode to viewers who tune in live. By buying my limited-edition NFT, you'll get an e-book, as well as access to pre-tapings and after shows. Find out at nft.rally.io/jaffejuice Watch full episodes at youtube.com/c/josephjaffeisnotfamous. Subscribe at bit.ly/subscribetotheshow Learn more about your ad choices. Visit megaphone.fm/adchoices

Ever wonder how to effect real, meaningful change?  Whether it be a social movement or a corporate movement, what does it take to influence positive, important change at scale? Well, you need to create a movement.  In this episode, I speak to International Keynote Speaker and Author Greg Satell on the importance of good information, clear purpose and shared values when creating a successful movement. Greg's Bio: Greg Satell is a popular author, speaker, and trusted adviser bestselling author of Cascades: How to Create a Movement that Drives Transformational Change. His previous effort, Mapping Innovation, was selected as one of the best business books of 2017. Greg regularly contributes to Harvard Business Review and has been featured in other A-list publications such as Barron’s Forbes, Inc. and Fast Company. He is consistently ranked by Innovation Excellence in the top five on its global list of the Top 40 Innovation bloggers and by IDG as one of “10 Digital Transformation Influencers to Follow Today.” You can learn more about Greg on his website, GregSatell.com and follow him on Twitter @DigitalTonto. Also, check out his workshop at https://voltagecontrol.com/virtual-cascades-workshop Greg's TEDx Talk: https://youtu.be/IOt1dLVyHjQ Greg's HBR Articles: https://hbr.org/2019/08/4-tips-for-managing-organizational-change https://hbr.org/2020/03/you-dont-need-a-grand-strategy-to-achieve-organizational-change Resources: Milken institute website, where you can track COVID vaccine and treatment developments.  Several more vaccines have entered testing since my conversation with Greg.  As of May 12th, it's at 125.  https://milkeninstitute.org/covid-19-tracker Srdja Popovich, Serbian political activist.  Here is his 2011 TED talk on How to Topple a Dictator: https://www.ted.com/speakers/srdja_popovic Centre for Applied Nonviolent Action and Strategies (CANVAS): www.canvasopedia.org Asilomar Conference on Recombinant DNA https://www.ncbi.nlm.nih.gov/books/NBK234217/ Partnership on AI: https://www.partnershiponai.org/ Poll finds percentage of people supporting the bombing of the fictional kingdom from the movie Aladin: https://www.publicpolicypolling.com/wp-content/uploads/2017/09/PPP_Release_National_121715.pdf Music by Ryan Sullivan.  Contact: sullybmusic.com

Greg Satell spent 15 years living and working in Eastern Europe where, among other things, he managed a leading news organization during Ukraine's Orange Revolution. During that time, he became friends with one of the main protagonists of the revolution, who now coaches people on starting a successful revolution! After years spent in the trenches of a media outlet, followed by further research, Greg discovered the secret to creating new ideas and getting them adopted. That led to two books, Mapping Innovation, selected as one of the best business titles of 2017 and his new book, Cascades. His work has appeared in Harvard Business Review, Barron's, Forbes, Inc and Fast Company, and he is considered one of the foremost experts on innovation today. Greg also speaks around the world on these topics and works with leading organisations too. I got Greg on the show because I believe these skills are important for speakers and because I believe Greg is an amazing storyteller too! Listen up for some nuggets of gold! Enjoy! What we talk about: How Greg discovered the best way to innovate. Why we should be looking at the businesses that have endured, rather than the unicorns who struck lucky. Why you should always be looking for new problems to solve. Why it's ecosystems rather than inventions that change the world. Why your solution to a problem could lead to more products and services you can offer. The biggest obstacle for new ideas and why the change management industry is failing. The wrong assumption we're making about change. How the Serbian revolution led Greg to discover the secret to getting diverse groups to act in unison. How Elon Musk niched down for success when launching Tesla. Why you should look for ‘hair on fire' customers. Why it's important to ‘show' rather than ‘tell' as a speaker. Why you should start with a specific story about one person and then move to the general principle. How to keep your audience leaning in. Why humour can be so powerful in galvanising change and attracting followers. How Greg puts together his talks and the secret to becoming a great speaker. Why it's really important to build shared values with your audience.  All things Greg: GregSatell.com @DigitalTonto innovate@digitaltonto.com Books: Mapping Innovation by Greg Satell Cascades: How to Create a Movement that Drives Transformational Change by Greg Satell A Mathematician's Apology by G.H. Hardy Other Resources* https://www.saraharcher.co.uk https://www.mystorywizard.com https://www.standoutpitch.com https://www.thespeakingclub.com/masterclass Thanks for listening!   To share your thoughts:                                                  leave a comment below. Share this show on Twitter, Facebook or LinkedIn. To help the show out: Leave an honest review on iTunes. Your ratings and review really help get the word out and I read each one. Subscribe on iTunes. *(please note if you use my link I get a small commission, but this does not affect your payment)  

Hey there Conversation Designers! Today I'm talking with Author, speaker and advisor Greg Satell about going beyond innovation to driving transformation. His recent book, Cascades, is about how to create a movement that drives real change and he's teaching a workshop in Austin November 21st with my friend and podcast guest Douglas Furgueson.   Greg is also the author of Mapping Innovation, which was all about stepping back from a monolithic idea of innovation and turning it into a conversation - what do we mean when we say innovation? And by we, I mean whoever is coming together to make a change. A team, an organization, has to define for itself what change and impact means to them.   And this is the essence of the conversation Greg and I had - the importance of empathy across the board - not just with customers but with your internal stakeholders. It's only through this kind of “mass empathy” that we, as change agents, can begin to find the shared values that will power change.   While we didn't use these terms in the interview, the act of empathy and seeking shared values means you can shift your transformation from a ”push” effort to a “pull” effort - in other words, leveraging Invitation rather than Imposition. The core of any productive conversation, of any communication is invitation: the choice of all the participants to actually choose to participate.   There is one other idea I want to explore and that is making problems okay to talk about inside of a culture. In many of the transformation cascades Greg talked about in this episode, broad silence about a challenge was followed by everyone pulling in the same direction. What changed?   Some suggest that change only happens when we all feel like we're on a burning platform, a phrase coined by John Kotter in the late 90s. But Greg is talking about change being driven by shared values, not just fear and panic. What seems to be happening in each of these instances is that stakeholder groups who initially thought that they had different goals and values suddenly saw a shared goal and shared set of values.The burning platform just makes the act of finding shared values easy - the need to focus on survival is a powerful motivator.  But understanding that the fear is just one type of motivation is clarifying. This makes the job of a leader of change simple - or rather, one of simplification. Change is about making the choice simple - simple to see (through storytelling) and simple to make (through clear shared values).   You can learn more about Greg's work (including seeing the entire eight-step cascades process) and the upcoming workshop in Austin @ GregSatell.com Enjoy the conversation!   full transcript and show notes can be found at https://theconversationfactory.com/podcast/2019/10/28/from-innovation-to-transformation

Innovation. We love to talk about it, everyone wants it. Innovation is critical for people and organizations to grow. But we all mean different things when we say it. Today I have a conversation about how innovation is a conversation with Brian Ardinger. He's the director of Innovation at Nenet (which owns my student debt! Hi Nelnet!) and the host of InsideOutside.io, a community for innovators and entrepreneurs that produces a great podcast and a conference that brings together startup and enterprise organizations to talk innovation. There are three key conversations worth designing that we discuss and I want you to have your ears perked up for each as you listen to this episode. Each conversation can help you navigate the innovation process inside or outside your organization.  These three are the pre-conversation, the conversation about where to look for innovation and the conversation about patience. Brian specializes in a unique perspective on where to look for innovation. More on that in a moment. The Pre-Innovation Conversation Before you even start to talk about ideas or technology, it's essential to start with the end in mind. What kind of innovation is the company really looking for? Skip the pre-conversation and you have no idea of where you're heading. As Brian points out “without having that definition, then it's sometimes hard to know if you're playing the right game to begin with...the process itself of level setting... I don't think it takes a long time.” Brian and I didn't dive into tools to help with that conversation, so I put a few into the show notes. Mapping the innovation conversation can be done in lots of ways. One is thinking about evolutionary vs revolutionary change, another is about tangible vs intangible change, like rethinking policies or business models vs remaking product or space design.  I *just* did a webinar on this topic with my partner in the Innovation Leadership Accelerator, Jay Melone, hosted by the amazing people at Mural. Templates of the two innovation leadership frameworks we outlined are there in Mural for you to download and use, along with the webinar video to help you along. Also check out Mapping Innovation, by Greg Satell. You can download his playbook free in the show notes.  Where to look for innovation Brian's Inside/outside perspective is that innovation can be a conversation between the inside of a company and the outside world. Some innovation will happen internally, and some innovation can be brought from the outside in: the exchange and acquisition of ideas and technology from outside your organization is an important conversation for enterprise organizations to be having. When you're trying to innovate, it can be tempting to look in familiar places. If you're a financial technology firm, it can be tempting to look to fintech startups for what's next and to try to innovate through acquisition. But you'll also be looking were your competitors will be looking. Try an innovation approach based on Horizontal Evolution - look to the sides and edges of the landscape. Brian describes this approach as “playing a different ball game”.  The conversation about patience Innovation does not happen overnight. Real change takes time and that takes real patience. Brian also points out that organizations need to be having a bigger conversation, about what else needs to change to make real innovation flourish inside the organization. Hint: it's generally more than you bargained for.  As he says “Corporations are doing exactly what they should be doing...They figured out a business model that works and they're executing and optimizing that particular business model...And to radically change that, the people, the resources, the compensation, all of that stuff has to kind of morph or change to play in a different environment. And so I think that's where the challenge really begins.” Often people think innovation is about the idea, but it's a much, much longer conversation. That is, in fact, the first “Myth of Innovation” from Scott Berkun's excellent book: The Myth that innovation is about an epiphany, not hard work. It was a real treat to have a conversation with Brian about some of these key issues...I hope you enjoy the episode and happy innovating! Brian on the Web: https://insideoutside.io/ https://twitter.com/ardinger https://www.nxxt.co/ Innovation Leadership Models from the Mural Webinar https://blog.mural.co/innovation-leadership Mapping Innovation by Greg Satell https://www.amazon.com/Mapping-Innovation-Playbook-Navigating-Disruptive/dp/1259862259 Download the Playbook for Free: https://www.gregsatell.com/wp-content/uploads/2018/04/Mapping-Innovation-Playbook.pdf Horizontal Evolution https://evolutionnews.org/2015/08/horizontal_gene/ An amazing summary from Scott Berkun about his solid book, Myths of Innovation: https://scottberkun.com/2013/ten-myths-of-innnovation/ A few more gems from Greg Satell on the Rules and questions central to innovation: https://medium.com/@digitaltonto/on-december-9th-1968-a-research-project-funded-by-the-us-department-of-defense-launched-a-ee063b7585f0 https://hbr.org/2013/02/before-you-innovate-ask-the-ri Transcription: Daniel: Welcome to the conversation factory. Brian, I'm glad we made the time to make this happen. Um, the reason I'm excited to talk to you is, is that not everybody is, is open or interested in the, the analogy that a company has to have a conversation with the outside world that they can't just, you know, put up some walls and just figure everything out inside those four walls that they have to go outside and have a dialogue with the world in lots of different ways. And the way you do that is, is through helping companies think about inside innovation versus outside innovation, which is my way of like teeing up the how you, how do you talk about what you do with people when you, when you meet people, like how do you contextualize what it is that you do? Brian: Well, I think a lot of things, uh, Daniel around this particular topic, it's this whole inside/ outside innovation. It's kind of come to us over the years of working first on the outside with startups and trying to understand how do they develop new ideas and, and build things. And then, uh, you know, as I was having conversations with startups and helping them navigate that, I kept having conversations with corporations and bigger companies saying, you know, how are you doing this? How are you taking these early stage companies and through an accelerator program and that, and, and kind of getting them traction in that faster than we can do in our own walls. And so that started to have conversations with the corporations and the people inside organizations and saying, hey, how can we interact with the outside world and, and think and move and act more like a startup or, uh, become a little bit more adaptive in how we do that. So I think it was an evolution of just having conversations and figuring out what's working, what's not working in this world of change and disruption that we're living in. Daniel: Yeah. So like there's two layers here, which I think are interesting to unpack. I've learned this new term, the idea of an accelerated work environment and this idea of like, let's speed up the conversation about innovation and let's not just put our feet up and look into space and hope a great idea comes to us. Like, let's structure it and let's do it faster. And so can you talk a little bit about like how you structure an accelerator? Like what does it mean to accelerate people through the innovation process from your approach? Brian: Yeah, so I think a lot of it, like when I go in and talk to bigger companies, first thing I like to do is kind of do a level set of what does innovation even mean to the people in the room. Uh, because innovation has become such a word that's, you know, so limp, so to speak. It can mean anything to anybody. Uh, and so kind of understanding that level set of what does innovation mean to the company? How do they define it? Um, is it transformational innovation where it's, you know, we've got to become the next Uber and disrupt our industry? Or is it a innovation from the standpoint of value creation where we're looking at ways to optimize and incrementally improve what we're building? And so from that perspective, you know, it's, once you have that level set, then you can start thinking about, well, how, what are the particular tactics that you can work through depending on what kind of objectives you want to have and, and what you're trying to accomplish. Brian: So I think that's the first place we start. And then how we do that. Um, again, I think a lot of is trying to help them understand that you've got to place a lot of bets on innovation and innovation is not, um, you know, it's by default working in the new, it's working in this area of gray and this area of uncertainty, Daniel: which means there's got to be failure, right? Like there's going to have to be failure. Brian: Yeah. So, yeah, this uncertainty by default, requires you to figure out and make assumptions and, work through this... Areas of the unknown. And that's very difficult for, a lot of folks to work through. You know, especially at companies and people who are used to having a plan or having an execution model that, that they just execute on. Corporations are doing exactly what they should be doing...They figured out a business model that works and they're executing and optimizing that particular business model… Brian: And to radically change that, the people, the resources, the compensation, all of that stuff has to kind of morph or change to play in a different environment. And so I think that's where the challenge really begins. Daniel: So...I'm comfortable with taking this seemingly simple question of like, we want to innovate more and turning it into this, really stretching it out into a much more complicated conversation. Like I'm wondering if people you deal with ever get frustrated with, (you): "well, Brian, you're just making this complicated. Like, we just want to innovate. Just teach us how to innovate. Let's get started." Versus like, let's talk about your strategic goals. Like I can see how some people might get a little impatient with the, with the bigger picture, with the strategic thinking approach. Brian: Sure. Yeah. And I think, and I think it doesn't have to take a long time on to go through that particular process, but I think if you don't start off on that common definition, then you run the risk later on. And you know, why are we doing this? Why is it not working? You know, we said that, uh, you know, we need to have x, Y, z outcome and these brand new bets that you're putting on the table are not getting us an outcome that we want. Um, but you know, without having that definition, then it's sometimes hard to know if you're playing the right game to begin with. So I think, so the, the process itself of level setting I don't think takes a long time to, to make that happen. And I think, but I do think in general, to change a culture or to move the company towards having that innovation mindset set or innovation as a competency to so to speak, does take a long time. Um, but you can do that through a variety of tactics and in ways that doesn't, um, change, change it all overnight. You know, it doesn't have to be something where, um, you know, you're basically creating something brand new and, and throwing out everything that you've done in the past and, and hoping that the new thing works. Uh, it's really a series of iterative bets that you kind of de-risked these new ideas as you're, as you're approaching them into the world and seeing what happens. Daniel: Yeah. Now, now here's the, the piece that I think that, that we were talking about that's interesting is that companies can innovate through outside acquisitions or through outside collaborations, like through working with startups. And maybe that makes it seem "like, wow, that's neat, there is an easier way to do this". we don't have to do it all ourselves. We can, we can turn outwards and see, uh, not just learn from other people, but actually like bring that outside innovation inside. Like, and that seems to me like, uh, a complicated process to navigate. Like how do you facilitate, how do you facilitate that conversation and make it smooth for people? Brian: Yeah. So I think, at least for a lot of folks, you know, the idea of looking outside is not become, it's not a novel concept anymore. You know, maybe five or six years ago it was like, oh, what's one of these things called startups out there? And you know, we're, we're seeing more and more hearing more and more about it. So it's, it's not a novel concept that, hey, the ability for two women in the garage or in a dorm room to spin up something and get some traction and create something of huge value in the world...that's, that's there and that's not going away. And that's speeding up. And so I think, uh, that, uh, first part of the conversation happening, having people understand that, people have the power and tools and capabilities and access to markets and cheap technology, et Cetera, to really disrupt things is there. Brian: So if we understand that, then what can we do to kind of help navigate that? And, and I think the first thing is just, you know, raise your hand and say, Hey, there are things going on outside. Let's, uh, let's take an inventory or a map on discover what's going on...and one of the, pitfalls I see a lot of companies jump into is let's look in our industry. You know, what's happening in our industry. And that's great, and that you should do that of course. But, um, that's also probably where 99% of your competitors are also playing in that same field. And so I find a lot of times it helps to look at adjacent industries or industries far and away, uh, different from your own to see what's going on, and look for clues or models or technologies or, or talent that may give you a different advantage, if you put those pieces together differently than playing, in the same ball game as your competitors are playing. So, you know, I, I see a lot of people going to these conferences and looking for startups in the fintech space and all you have are corporations in the Fintech area looking at Fintech startups where a lot of times I think, it's better to maybe go to a more of a horizontal conference and looking at AI or uh, you know, different types of data conferences and that would give you a different perspective on how those technologies could be used in your industry or in somebody else's, industry, for example. Daniel: Do you have a story like, cause it's funny as you're telling me the story, like I'm realizing this is, this is the classic innovators trick, right? Which is, yeah, it's, and it's a classic trick from nature, right? Which is, people don't realize that evolution isn't just, um, vertical where you adapt and survive. But there's horizontal transfer of, of genes in nature. Like literally the reason we have mitochondria is because we ate them, you know, a billion years ago. And all of the energy in our bodies is made by an alien organism that has its own DNA, which I find a very, it's always just like an extraordinary fact. Um, but you know, and I've been telling my clients this for a long time too. Like what do you, do you have, uh, a story to share of a surprising transfer of, of innovation from industry to industry in case there's any doubters in the world. Brian: Yeah, it's, let, I'm trying to think of one off the top of my head, but I know I've seen it on the reverse side. For example, we've seen, because I run a conference called inside, outside/innovation. And, one of the things we do is we, uh, go out and find startups in a variety of different markets, bring them to a showcase and then bring corporations around to kind of see what they're building and why and hopefully make some connections for that. And where I've seen it happen is a lot of times where, a startup will be working in a particular vertical market, early stage, uh, and they think they've got a solution in, you know, retail or whatever, and a corporation conversation will come around and they'll say, hey, I love your technology, but you're looking in the retail space. Did you know that you could apply this to insurance? Brian: And the light bulb will kind of go off in the entrepreneur's mind. It's like, oh, this is an opportunity for me to potentially go into a different market or get traction with an early customer that I didn't have before. And so I need to happen that way. Um, and I'm sure the reverse could happen as well where a corporation, uh, is, you know, looking at a variety of startups out there and say, hey, that startup's, not in our industry, but we could definitely apply that technology to what we're doing and leverage it in some way. Daniel: So that actually sparks, I mean, I definitely, I want to make sure we talk about the conference before we, before we leave, but in a way, like you said, this thing that was really interesting about startups, you know, they're, they're trying to, uh, you know, iterate and build their own, um, you know, their own growth engine. Right? Um, I would imagine that some of them are not necessarily open to this idea of like, well look, we're, we've got our roadmap and we're trying to build our own flywheel and move it, get that moving. This, they may not be open to this, this pivot or this expansion. Uh, there's like, oh, you know, well, we're just focusing on market X and like, do you want me to also like expand our, our code base so that we can also take advantage of, of why and collaborate with these guys. Like I how do you sort of, I know you've done a lot of work on building community through, through the conference. Like how do you find startups are expanding their perspectives to being open to this collaborative conversation versus like, nope, we're just doing our thing. Brian: Yeah. And I think a lot of it depends on where the startup is in their lifecycle. A lot of the folks that we bring in are probably seed stage and so they, they haven't figured out their business model. They haven't figured out the exact markets sometimes. Uh, and they're looking for that early traction. And you know, one of the reasons we hold this in the Midwest is because, you know, venture capital and the traditional ways of kind of scaling a business in Silicon Valley don't exist out here. And so you've got to find customers. You've got to find ways to, um, to, to get that early traction. And a lot of that means, you know, getting out and finding those early customers. And so having conversations with customers, uh, real people out there and trying to define what problems are out there in the marketplace and then create a solution, uh, to meet those problems and then meet the market where it's at, I think is more effective way a lot of times in the Midwest here or in places outside of your core tech hubs that don't have the, the against the, um, the advantage of getting a venture capital and being able to have a year or two young, two year runway to figure out, uh, how, where that market is. Brian: So I think, I think so part of that is that, um, I think when I'm talking to start ups, you know, I put my "accelerate" hat on and working as a person who is helping startups through that process, a lot of times I'll quite frankly tell them to stay away from corporates until they, until they figured out some of that stuff. Cause it's very easy to go down the rabbit hole of um, hey, if we just get this one big customer on our plate, we'll be good to go. But a lot of times you know that the timing of the two types of organizations don't match up and it can very, very easily kill start up really pretty quickly. Daniel: Yeah. And it can kill them in that what they're, they're focusing, they'd lose their focus or their, they spread themselves too thin. You know, so like what, what sort of, I think beautiful about what you do is that there's this symmetry in a way you have a community driven approach to innovation through the conference you do building community, but building community so that you have a group of startups who are interested in this type of thinking so that companies can have an innovation community. So they're not just going it alone, that they have a view to what's, what's open in the world for them. I mean, I guess my question is like, have you always been so community driven? Like how did you come to value community as an approach, as in a solution to, to these challenges that you're seeing? Brian: So, I mean, I guess I've always felt community is, is a way to accelerate your learning. Uh, and I think early stage ideas, no matter what they are, whether they're inside a startup or inside a corporation, the key to a lot of those taking place in actually taking hold is that the speed of learning. How fast can you, um, take your assumptions and navigate those and understand where you're on the right track or not, and, um, get to that next stage that you need to get to. So, um, community's always been away from me, uh, personally and otherwise to help accelerate those learnings, whether it's, you know, again, connecting somebody to somebody else who can, uh, an expert in a different field or, um, someone who can help me navigate to something else that I didn't know I needed. Um, and so I think it started from that perspective and it started because, uh, you know, quite frankly, when I started a lot of this stuff seven, eight years ago, uh, the, you know, entrepreneurship and startups were, were smaller, uh, both, you know, nationally as well as in our own backyard. Brian: And so part of it was like, well, if we're going to do this, we're going to, we can't do it all are ourselves. So how do we create a community that allows startups to raise their hand and first say, Hey, I want to be entrepreneurial. I want to try some things. I want to build something. In my backyard. Yeah. And then what do I need and what am I missing and how do I then can be that catalyst to help, um, folks figure that out. Uh, and so it was an evolution of just having conversations, going to different cities, uh, meeting different people, starting a podcast, you know, telling stories, um, you know, starting a new newsletter and then, uh, eventually a conference and everything else around it. Um, and then all the while, you know, consulting and helping companies kind of figure it out on both sides. Brian: And, um, it's been fun. It's been fun to see that journey and continue to figure out what the, what the next phase is as we build it out. Daniel: Yeah. Well, I mean, I guess I'd begs the question, what is, what's the next phase? Can you talk about it? Is it Secret? Brian: Yeah, no! Um, so yeah, so inside, outside innovation, you know, we started four years ago actually with the podcast and the original idea was it was called inside, outside, and it was an inside look at startups outside the valley with the idea that their stories, outside the tech hubs that need to be told and how can we help our entrepreneurs, uh, figure that stuff out. And so that's where it started. And again, it'll happen with further conversations as, as we built that particular audience and had conversations around those particular topics, we kept getting asked by innovators in bigger companies, you know, it's like, how are we doing this? Brian: How, how's this working? We want to be connected to startups. We want to understand this new way of innovating things like design thinking and lean startup in that work, uh, becoming methodologies and tactics that could apply to, you know, start ups outside of a big corporation or, or startups within a corporation that were trying to spin up new ideas. So through that we started the inside outside innovation podcast as the, as the way to have those conversations and talk about corporate innovation and how we're corporate matching with startups and how corporate venture play out differently and how we're internal innovation accelerators popping up all around. And what were the different tactics that folks were using through that. We've kind of created this weird community. It's almost like two communities, but the, the advantages by bringing them together, they both learned from each other. So that's kind of how, that's how it's kind of evolved. What's next? We're trying to figure out the third year of the insight off the innovation summit. Uh, we haven't got the dates and, and that solidify, but it's looking like we're probably going to do it sometime in the end of October. I'm in the process, I'm looking at writing a book around this concept of collaborative and innovation and this innovation as a competency. And then, um, we'll just continue with the podcast and the newsletter and keep growing our conversations with great people out there. Daniel: You know, Brian, it's really, it's, I mean it's, it's lovely to talk to you about this stuff because, you know, the, the ecological approach you have to this, to this processes, you know, it's, it's clearly organic. Like, like anything else, it's starting a conversation and then you've gotten feedback from the world and over time you've, you've built more than you've added to it. Like it's, it's a, it's just guy. It's a wave that is sort of, it has its ups and downs clearly. But you're just continuing to, to ride that wave, which was really awesome. Brian: What the, it comes back to, you know, my feeling is that obviously with the world changing in the, in the speed of change that's happening out there, everybody is going to have to take on some of the skillsets of, of the early innovator. You know, again, a startup entrepreneur or, um, or innovator are going to have to have kind of core capabilities or characteristics that allow you to adapt and be nimble and, and, uh, execute. Daniel: Unless you want a robot to do your job! Brian: Yeah. That's executing different ways that, that you didn't have or that were different in the way that you could execute in the past. So things like, you know, curiosity having a bias towards learning characteristics like having a, an a customer focus and this bias towards problem solving for that customer. You know, the, the skill of collaboration and you know, knowing that you can't build everything yourself. Brian: There's bias towards team, um, you know, some of the characteristics of just speed, you know, how can you have this bias towards action and experimentation. And then finally having kind of the reverse of that you are having patience and that bias towards that long term value creation. You know, I think those are some of the core concepts that make up, um, this new world that we're living in. And the more individuals, whether you're, you know, a traditional manager or a entrepreneurial founder, those are the skillsets that are going to take you to the next level in the world that we're living in. Daniel: It sounds like a good book already, Brian. I don't know. I like it. Brian: I'm still outlining. Daniel: It sounds like a pretty good proposal to me. Um, so listen, I, I, we're, we're up against our, our, our time together. Uh, is there anything I haven't asked you about that I should, that we should talk about? Any, any, any final thoughts? Brian: Yeah, I'm curious for, you've obviously been in the space of helping people have conversations and that I'm always curious to understand what have you learned from helping companies and people kind of navigate a, this world of change, uh, and in this world of innovation, what are some of the things that are obstacles or things that stand out that, uh, I could take back to my audience as well? Well, Daniel: I mean, do you have a hard stop in the next three minutes because, no, go ahead. We can go over a little bit. Well, I mean, for me, what really resonated in what you were talking about is the necessity for patients. And I think this is one thing that's really, really hard, um, for people because we want to go fast and we want to have results. Um, but we also need to slow things down. So one of the things that like I'm becoming more aware of in my own work is psychological safety, which people, you know, Google identified as like the main characteristic of effective teams. The ability, the willingness, the openness to saying what's happening, to be able to speak your mind, to say what's right or to say what's wrong. And that, I don't know, that stuff doesn't really come for free. Uh, it's a really, you have to cultivate that environment. Daniel: And so for me, you know, my angle and entry point is always that somebody, somebody has to design that conversation. Um, if a group of, you know, if a group of people is gonna talk about what we're going to do next and how to innovate, we can either contribute content or we can contribute process. Um, if the, to me, the most important and precious conversation is when a group of people is coming together, the fact that you're willing to, that you have a framework, I'm guessing, to stretch out the conversation about what's our innovation roadmap and where are we placing our bets allows people to say like, okay, what's my holistic view of this? It creates, it creates safety, right? It creates a moment where, where we can have the conversation about innovation, we can have the conversation about how we're gonna brainstorm. Daniel: We can have the conversation about how we're going to, uh, evaluate ideas and how we know if they're good or not. Um, and so for me, I think, um, I feel like I'm ranting now, but I was at a problem framing workshop, uh, with my, my friend Jay Malone, who has a company called new haircut. They do a lot of design sprint training and he was teaching a problem framing workshop. And at the end of the workshop, he presented, uh, you know, on one hand, a very straightforward, like, here, this is what problem framing is in the essence. Like, uh, who has the problem, uh, why does it matter? Um, when does it happen? Uh, like, you know, think about like, where to play and how to win. And this one woman said like, well, yeah, what about, uh, uh, how do we know when it's been solved? You know, how do we know if it's working? And this is, I think one of the biggest challenges with, with companies is we don't know like what good looks like. We don't know when to start. We don't know how to stop working and grinding it out. Um, well, and the metrics Brian: are so different from existing business model versus a new business model that you don't even know who the customers are and the value proposition you're creating at the beginning. Daniel: Yeah. So I mean, for me, like I find the, one of the biggest challenges of innovation is that people bring me in to say like, okay, let's help this team coach through this process. Meanwhile, they've already got a job that takes 100% of their time. Um, and they look at me and they're like, this guy has just given us extra work to do. You know, the workshop that I come in is taking them away from their quote unquote real job. The, the work that I asked them to do to go out and do the interviews and to, to get customer contact looks like it's taking away time for them. And so this idea that that innovation's like something you can buy or pay someone else to do. To me, I want people to be earning their own innovation. But the problem is that most people are at 110% capacity. Daniel: And You bring in somebody like me who says, okay, let's do some design thinking stuff. Let's do a, you know, even if it's a week long sprint, which doesn't give you everything you need, you know, if it's a six week process, it's people are like, Oh man, that was great, but oh, that was hard and I never want to do that again. It's like, it's really, really challenging to get people to find time to innovate. And that's frustrating to me. Brian: Absolutely. Daniel: As a person who just really wants people to get their hands dirty with it so that they value it and, and participated in it. So, I don't know. I don't know what the balance is there. That's... I don't know. I don't know if that's a question with an answer, but Brian: I don't know if there's a clear answer for that one. No, no. Daniel: that, oh, so, yeah, I mean that, that's, that's, that's my perspective. I don't know if that, if that's helpful to you at all, but that's, that's… Brian: Very much so, very much so. Daniel: Is there, is there anything else we should I this, this is definitely the shortest episode. You know, I'm, I'm sort of enjoying or slash you know, floundering in the, in the 30 minute time zone. So I just want to make sure that we've covered everything that you want to cover … Brian: No, it's been great, thanks for having me on the show and the opportunity to talk about insideoutside.io and everything we're doing. Daniel: Yeah. So like that's the, that's the final question. Like where, uh, where can people find all things insideoutside and Brian Ardinger on the Internet. Brian: Yeah. Thanks Daniel. Yeah. So, uh, obviously you can go to the website insideoutside.io that has our podcast, our newsletters sign up for that. Um, and obviously I'm very, um, out there on Twitter and Linkedin in that happy to have conversations. So reach out and say hi. Daniel: Well we will do that. Um, Brian, I really appreciate you taking the time. It's really, it's always interesting to have some patience and just slow down and have some of these conversations about this stuff, that's I think really, really important. Like you said, the future is unwritten and uncertain and all of us need to have skills of adaptability, the inside and I think both sides of the ecosystem that you're a co-creating - the innovator, the startups need to learn from big companies how to scale and big companies need to learn from startups, how to be more nimble. So I think it's really a really important dialogue that you're facilitating. It's really cool. Brian: Thanks for having me on the show!

How do you create a movement and why does that matter so much when you’re trying to ignite change? Today’s world is more fluid and interconnected than ever before, and having a business is no longer a one-way communication with your customer or just a transaction. In order to thrive, you need to be creating cascades. Greg Satell is just the person to share more about movements, cascades, and how that ties in with driving change.   Greg Satell is an entrepreneur, author, speaker, and innovation advisor who regularly contributes to publications such as the Harvard Business Review, Forbes, Inc., and Fast Company. In his previous interview, we discussed his book Mapping Innovation, and today, he joins me to talk about his latest book, Cascades: How to Create a Movement that Drives Transformational Change.   In businesses today, there is a shift from hierarchies to networks, and that makes it so important to focus on movements and creating cascades. Greg shares some real-life examples of cascades that have happened, as well as how to survive victory — why failure happens so often after a huge success and how to overcome it. We also dive into how values turn into actions and investments, as well as the science and practice of creating (and controlling) cascades and movements.   If you are ready to: get buy-in from key decision makers on your next big idea be a high-impact, high-value member that ignites change foster a culture of innovation where everyone on your team is bringing innovative ideas that tackle challenges and seize opportunities… Join us on LaunchStreet — gotolaunchstreet.com   Mentioned in This Episode: Sponsor: Brillity Digital — Digital Presence Assessment Offer Free IQE Assessment Email Tamara Greg Satell Digital Tonto Inside LaunchStreet Podcast Episode: “What To Do To Stay Relevant In The Exploration Age With Greg Satell” Cascades: How to Create a Movement that Drives Transformational Change, by Greg Satell Mapping Innovation: A Playbook for Navigating a Disruptive Age, by Greg Satell Apple IBM LOLCats Zappos Srđa Popović Irving Wladawsky-Berger Louis V. Gerstner Jr. Crocs Orange Revolution in Ukraine Michael Porter Netflix Blockbuster Viacom  

Greg Satell is a popular author, speaker, and trusted advisor. The author of Cascades: How to Create a Movement that Drives Transformational Change and Mapping Innovation (which was selected as one of the best business books of 2017 by 800-CEO-Read), Greg has been published in Harvard Business Review and Ink, and has been recognized as a thought leader by many others. In this episode, Greg breaks down what it really takes to grow awareness and coordinate movement for change. Listen in to learn the keys to viral marketing, advice for increasing awareness, and how to get people to take part in a cause. You can find show notes and more information by clicking here: http://bit.ly/2U97GQD 

“Every Square-Peg Business Eventually Meets Its Round-Hole World.” - Greg Satell On this episode author, speaker and consultant Greg Satell shares with us the principles of his latest book: Mapping Innovation. In this show we discuss: How Einstein, Darwin and Fleming needed more than their individual genius to bring their ideas to life Why innovation fails A better understanding of innovation by dispelling myths How Blockbuster, Kodak and others were well aware of the threats that disrupted them How Air BnB and Hotels serve different market needs New tools to frame problems How innovation in the digital age has evolved from previous times How collaboration is king Highlight that you need to re-energise your human capital not just your technological resources Why we need a personalised portfolio approach to our innovation efforts How Google, Amazon and others prepare for their eventual cash cow disruption You can learn more about Greg here: https://www.digitaltonto.com/about/ https://www.gregsatell.com/

This month, Erika speaks with Greg Satell, a leading voice on innovation and author of Mapping Innovation. Greg's approach to innovation seamlessly combines inspiration and practicality; this thought-provoking discussion yields practical advice for leaders to be more effective innovators starting today.

Over Coffee® is on hiatus through the Christmas holidays.  We'll be rebroadcasting some of our most popular episodes of 2017.  Thank you for listening–and be sure to be with us for our coverage of CES 2018! Where are we headed, with autonomous vehicles? Michigan Applied Robotics Group co-founder Rourke Pattullo is participating in answering that question.  And that response keeps evolving. Rourke, who is majoring in electrical engineering at the University of Michigan, is currently spending a semester in Shanghai as part of the Michigan Engineers Abroad program. We had the opportunity to meet and chat at the 2017 Sensors Expo in San Jose, in June, after Rourke participated in the "Sense Technologies" panel during the new "Automotive and Autonomous Vehicles Sensors Workshop".   At the time, Rourke had been serving as vice-president of the university's autonomous-boat team, UM: Autonomy. Prior to leaving for his fall semester in China, Rourke talked about his background, the University of Michigan's innovations in the area of autonomous vehicles, and his vision for the future. On this edition of Over Coffee®, you'll hear: How Rourke's background led to his interest in autonomous vehicles; The test conditions self-driving cars face, in the University of Michigan's  “Mcity”; Some of the technologies that may enable future self-driving cars; How the Michigan Applied Robotics Group came into being; How UM Autonomy used their problem-solving skills to implement a critical technology for autonomous boats; The first areas in which UM students learn, while constructing autonomous vehicles; Some of the obstacles researchers have found, to making self-driving vehicles a daily reality; The two reactions Rourke hears from the general public, about the idea of autonomous vehicles; Myths, versus the realities, of "smart" vehicles; Rourke's favorite funny experience, which illustrates one of the “human-nature” obstacles to implementing self-driving cars; Some of the considerations involved in implementing the new technology in urban areas; Rourke's projections of the role of autonomous vehicles in two different areas, ten years in the future; And, how engineers are designing self-driving cars to deal with weather challenges.  

Breakthrough Radio is a global business radio show that delivers high impact & pioneering knowledge for leaders in business. Entrepreneurs, startups, sales/marketing/IT professionals join us every Monday.? Leadership Keynote, Fractional CMO, and Business Strategist, Michele Price brings you weekly access to the top minds to Master the Inner and Outer Game of business.  Greg Satell, author Mapping Innovation - a Playbook For Navigating a Disruptive Age. Stewart Rogers, Dir. Marketing Technology Venture Beat delivers you Breakthrough marketing technology tips every 2nd Monday. Follow us & ask your questions via twitter using #BBSradio.  We love rewarding engagement. You are invited to visit radio show blog at www.thebreakthroughradio.com

Greg Satell is the author of "Mapping Innovation: A Playbook for Navigating a Disruptive Age.” Greg talked with our host, Josh Berry about his book and what his goal was in writing it. He also broke down common constructs about innovation including portfolio management and finding the right process for the problem. Greg provided a great list of resources for mid-level companies who want to get more involved in research but aren't sure where to start, including: Holland's Manufacturing Initiative, Materials Genome Initiative, Joint Center for Energy Storage Research, and the Fuse Program at GE. Reach out to Greg at Digitaltonto.com For information regarding your data privacy, visit acast.com/privacy

In this episode, we are joined by Greg Satell, an entrepreneur, author, speaker, and innovation advisor. Greg has been published in The Harvard Business Review, Forbes, Fast Company Inc., The Times of London, and Business Insider, and has just published his first book, Mapping Innovation. Previously, Greg spent 15 years in media businesses in Eastern Europe - from Poland to Moscow to Kiev and from small business journals to large news organizations and lifestyle brands. His work as an innovation advisor spans from Fortune 500 companies, to mid-size firms, and startups. What was Covered Greg's approach to mapping innovation, what he calls a “playbook for navigating a disruptive age” How organisations can no longer just look to their internal capabilities and assets to solve their most important problems but need to leverage external platforms in order to extend those internal capabilities How companies like Eli Lilly and Experian used new approaches to problem solving that involved the ecosystems of talent and technology which are key to sustaining innovation in today's world of work Key Takeaways and Learnings Looking at innovation as an important problem which requires a novel solution – in the end a line manager is less interested in whether an innovation is sustaining or disruptive but if it answers the perennial question of, “What the hell do I do next?” How power is moving from the top of the heap to the center of a network which means the indispensable partners are the dominant players Why managing connections to external ecosystems of talent is today's essential management skill as competitive advantage switches from being the sum of all efficiencies to the sum of all connections Links and Resources Mentioned in This Podcast Greg Satell's blog DigitalTonto.com Buy Greg's book Mapping Innovation: A Playbook for Navigating a Disruptive Age Download first chapter of the book HERE Get in touch with Greg on LinkedIn, Facebook and Twitter Team of Teams: New Rules of Engagement for a Complex World, a book by General Stanley McChrystal Innovation Ecosystem Episode 050: Hacking Flow: How to Make Outperformance a Habit with Steven Kotler

My guest this week is the Greg Satell. Greg is a popular writer, speaker and innovation advisor, whose work has appeared in Harvard Business Review, and Forbes. I met Greg through the two gentlemen at Experian who have been on the show recently, Eric Haller, Executive Vice President of Experian’s DataLabs, and Barry Libenson, CIO of Experian. Birds of a feather flock together, as they say. As Greg and I were setting up the conversation, he just released his first book called Mapping Innovation: A Playbook for Navigating a disruptive age.   It was published in May of 2017. Major Take-Aways From This Episode: My conversation with Greg is a refreshing perspective on innovation largely because of his concept of an innovation matrix. This is a framework that he created to help companies frame problems so that they can find the approach that will most likely solve them. I love the concept of “looking for problems to solve” versus just generating ideas. I always appreciate the “mental judo” that innovative thinking offers and my conversation with Greg does that. It sort of breaks off the mental cobwebs. Innovation Labs - While reviewing the episode transcript, I liked what Greg said about innovation labs: "When an innovation lab is targeted at finding new problems for solutions that exist within the organization, they tend to do pretty well.” We discuss two contrasts: Apple CEO Tim Cook’s vision for corporate innovation contrasted with Google's, for example. It will make you wonder what is right for your organization. Destructive innovation myths. Innovation just doesn’t happen because someone comes up with one big idea. Digital Age innovation is different than previous generations. We need to learn how to use new tools properly. In the resource links you can find a free chapter download Greg has made available along with a video about the book and the Amazon link to buy it. About Greg Satell Greg Satell is a popular writer, speaker and innovation advisor, whose work has appeared in Harvard Business Review, Forbes and other A-list publications. Previously, he served as Senior Vice President Strategy & Innovation at Moxie Interactive, a division of Publicis Groupe, one of the world's leading marketing services organizations as well as Co-CEO of KP Media, a leading publisher of magazines and websites in Ukraine, including the newsmagazine Korrespondent and the web portal, Bigmir. You can find Greg's blog at DigitalTonto.com and on Twitter @DigitalTonto. His first book, Mapping Innovation, has been published by McGraw-Hill in May. Read full transcript here. How to get in touch with Greg Satell: LinkedIn Twitter Books / Publications: Mapping Innovation First chapter download link  Short video (under 3 minutes) about the book Forbes Magazine Publications Harvard Business Review Publications Inc. Publications Speaker's Profile: Espeakers This episode is sponsored by the CIO Scoreboard, a powerful tool that helps you communicate the status of your IT Security program visually in just a few minutes. Credits: * Outro music provided by Ben’s Sound Other Ways To Listen to the Podcast iTunes | Libsyn | Soundcloud | RSS | LinkedIn Leave a Review If you enjoyed this episode, then please consider leaving an iTunes review here Click here for instructions on how to leave an iTunes review if you're doing this for the first time. About Bill Murphy Bill Murphy is a world renowned IT Security Expert dedicated to your success as an IT business leader. Follow Bill on LinkedIn and Twitter.

In this episode I sit down with Greg Satell the author of the new book Mapping Innovation: A Playbook For Navigating A Disruptive Age. Today, managers are often told that they must innovate or die, but are given little useful guidance on how to go about it. Sure, there are many books and articles that […] The post Mapping Innovation With Greg Satell appeared first on Dirk Beveridge.

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: A brand new book for product managers and innovators hits physical and virtual shelves this week. It’s titled Mapping Innovation and my guest, Greg Satell, is the author. We talk about some of the concepts from the book and other writing he has done, including while there is no one-way right way for companies to innovate, there are patterns, as well as a framework for different types of innovations and skills needed for each. Greg has several international business experiences building and managing media businesses. He last served as the SVP of Strategy and Innovation at Moxie Interactive, a leading marketing services organizations. Lately he has been writing and speaking about innovation and I’m glad he is speaking with us, in this interview.

  A brand new book for product managers and innovators hits physical and virtual shelves this week. It’s titled Mapping Innovation and my guest, Greg Satell, is the author. We talk about some of the concepts from the book and other writing he has done, including while there is no one-way right way for companies […]

  A brand new book for product managers and innovators hits physical and virtual shelves this week. It's titled Mapping Innovation and my guest, Greg Satell, is the author. We talk about some of the concepts from the book and other writing he has done, including while there is no one-way right way for companies […]