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AI-driven Innovation Paradigm Shift II

As the era of AI unfolds, there’s an increasing discourse around job losses, with many fearing machines might render humans obsolete. However, a nuanced perspective indicates that AI is not directly replacing jobs but’s revolutionizing them. Professionals armed with AI tools are set to outpace their peers who rely on traditional methodologies. So it’s not AI that replaces jobs but people who use AI. Here’s how:

1) Marketing Plans
Imagine a world where creating a comprehensive marketing plan is as quick as making your morning coffee. AI can be fed parameters such as target demographics, budget constraints, and company goals. Within the hour, one might receive a detailed marketing strategy. This includes research-backed insights, potential outreach channels, predicted outcomes, and even content suggestions. While humans are pivotal in feeding contextual details and verifying the plan’s alignment, AI dramatically shortens the time and effort involved, turning a week’s task into merely an hour’s.
The human role: Let the AI know what YOU want in that marketing plan and what constraints YOU want to give the AI. Without intelligent input, neither a machine nor another human can perform that task.

2) White Papers
Once considered a tedious, time-consuming task, white papers can be made efficient with AI. Researchers or marketing professionals provide AI with a theme, objectives, and a few essential details. The system, equipped with access to countless databases and research journals, drafts a white paper complete with research references, infographics, and a well-structured narrative. The human role evolves from tedious drafting to primarily conceptualizing and verifying, cutting the production time from days to hours.
The human role: Let the AI know what YOU want to communicate for an audience that YOU specify. Also here: without meaningful inputs, neither a machine nor another human can perform that task.

3) Product Description
For companies with a vast array of products, writing and updating product descriptions can be daunting. With AI, a product’s raw data – size, features, benefits, price, and images – can be input. The AI then crafts compelling, SEO-optimized product descriptions in minutes. This not only standardizes the quality but exponentially speeds up the process, allowing businesses to launch products faster and adapt to market changes swiftly.
The human role: YOU give the AI the PURPOSE and it will do the work accordingly.

4) Event Landing Page
Event managers and organizers can breathe easy. When tasked with creating a landing page for an event, AI can assist in designing, scripting, and even optimizing for conversions. By simply feeding the system event details, target audience specifics, and desired outcomes, AI can craft a visually appealing, content-rich, and user-friendly landing page. Instead of laboring over design and content iterations, humans can now focus on strategy, outreach, and making the event a success.
The human role: Have the idea you want a landing page.

5) Training Class Presentation
Training modules can be made more engaging with AI. Trainers provide the core content and desired outcomes. AI can create a dynamic presentation complete with visuals, case studies, interactive elements, and even quiz sections. This ensures consistent quality, aids in better knowledge retention, and most importantly, lets trainers focus on delivering the content rather than the intricacies of presentation design.
The human role: Understand that a training class presentation is needed and YOU tell the AI how it should be done.

6) Legal Document Review
Legal professionals often spend hours reviewing contracts and legal documents. AI can analyze these in minutes, highlighting discrepancies, potential risks, and areas of concern. Lawyers can then concentrate on strategy and counsel rather than the tedious task of document analysis.
The human role: Review and validate the AI output rather than do the digging and searching yourself.

7) Personalized Learning Paths in Education
Educators can leverage AI to craft individualized learning plans for students. Based on a student’s performance, strengths, and weaknesses, AI suggests a tailored curriculum, ensuring more effective and adaptive learning experiences.
The human role: You get the idea: no matter what – Somebody needs to set it in motion

8) Real Estate Analysis
Real estate agents, with the aid of AI, can provide clients with comprehensive property analyses in record time. By entering property details, AI can predict market value, estimate renovation costs, and even suggest optimal selling periods.
The human role: Same here  – set it in motion

9) Fashion Design
Fashion designers can introduce AI into their creative process. By feeding current trends, preferred fabrics, and desired outcomes, AI can generate design sketches, patterns, and even predict market reception, allowing designers to be trendsetters at an unprecedented pace.
The human role: And here  – set it in motion

10) Film and Video Editing
Film editors can provide AI with raw footage, desired mood, and thematic elements. The system can then generate a rough edit, dramatically speeding up post-production timelines. This ensures quicker releases and lets filmmakers focus on storytelling nuances.

The consistent thread across these transformations is the paradigm shift from manual to collaborative intelligence. As AI and humans collaborate, the boundaries of what’s possible expand, ushering in a future defined by efficiency, innovation, and unprecedented achievements.
The human role: And also here  – set it in motion

I guess you can now imagine that those 10 examples can be applied to thousands of jobs. If you can’t see it give it a try or ask Chat GPT or ask me.

What does it mean for you?

If you are in any office job, you will learn to become a manager, no matter what you do today. You will become the manager of your AI system and tells it what it should do for you. This may be writing a report, summarizing today’s calls, creating a document, making a plan, telling it to process information, asking it how you can do what you are supposed to do, ask it to teach you any task, find out how things work, and draw an image even if you can’t even draw a tree. As you advance, you ask the AI to create a presentation for you or your boss, or to create a video about any topic, or analyze a project, analyze a process, suggest a process and prepare every item that needs to be done to complete it. Probably half of your daily work will be done in 10 seconds for each piece plus the 5 minutes to explain it what you want. All you need to learn is to `tell it what you want and most importantly learn to know and say what you want. This new ability will pen op new job opportunities and remove barriers like “I’m not good at writing letters” or “I’m not good at drawing images” or “I’m not good at analyzing data”…

Addressing the Global Skills Shortage through AI

Use the team you have – but much smarter than ever before !!!

AI-driven Innovation Paradigm Shift II  delivers also a highly crucial aspect on employee quality. The global skills shortage, a pressing issue in today’s rapidly evolving job market, threatens economic growth, innovation, and competitiveness across nations. As industries advance and new specialties emerge, there’s a widening chasm between the skills available in the workforce and those in demand. While retraining and upskilling initiatives are paramount, they are not the sole solution, especially considering the urgency and scale of the issue. Enter Artificial Intelligence — not as a replacement for human talent but as an amplifier and leverage for less skilled people. Somebody who never created a blog post can still ask the AI how a blogpost is written and than feed some bullets to the AI. The AI can be used as force multiplier. AI can tailor educational content for faster, more effective learning, predict which skills will be in demand in the coming years, and even assist on the job, guiding workers through complex tasks until they’re proficient. Furthermore, AI-driven platforms can match individuals’ potential and transferable skills with emerging job roles, bypassing traditional credential requirements and emphasizing capability instead. By harnessing AI, we’re not just bridging the skills gap; we’re reimagining a future where talent and technology converge, ensuring a resilient, adaptive, and skilled global workforce.

_____________________________

An important note at this point

You may have guessed it already, This post was written by AI, we use, GPT-4, and leveraging our Prompt Framing technology. All I had to do is compile a list of things I wanted to talk about and a minute later I had the results. To do the post it required still me (a human) to say I want a post. It required me to give the AI the structure I wanted and the bullet points in order to get this output. And finally the review and some personal touch like this paragraph. All done in about 20 minutes.

The learning for Business Leaders

AI is not just another piece of Software the IT team should get familiar with, but also the most revolutionary organizational innovation instrument since the industrial revolution with its production automation. I use the term instrument very purposefully. Like the conveyor belt changed mass production from the ground up, it needed to be implemented. it needed to be part of the organization and it needed to be part of he company culture. All this was possible with a few drawings, lists, new rules and organization descriptions. Today’s enterprises are so complex and optimized that it needs tools to make it work.

Leading by innovation

It takes leadership to transform a company through a paradigm shift. And this one is far bigger than most expect it to be. Leading by innovation requires the understanding about how AI really works. Neither the “Dooms Day Prophecy” nor the “Click and be done” mentality is helpful in any way.  The future of work lays not in the hands of politicians, scientist or educators. It is in the hands of CEOs. They are the ones that let a company crash or flourish. They need to look into what AI is doing like the farm boys looked at industrialization 200 years ago.

Like the CEO of a car manufacturer knows what cars are, he or she also know what SALES means and how it works, or how FINANCE  ticks and what it means, or how MARKETING does the job. Now there is a quantum leap in organizational management, time management, and results amplification. That requires skilled people we just don’t have – and we don’t need to.

PART III

AI-driven Innovation Paradigm Shift Part III — Organizational Innovation
I noticed that it may be helpful to describe how companies can initiate that paradigm shift, set new goals and empower people to complete far more jobs in the same time by leveraging AI. Also what task can be performed by less educated people and how all that will drive down cost and increase profitability.

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It was about the year 1435. countless monks were copying books. They did so by writing a new book by hand from scratch. Hundreds of pages. Monitored by supervisors, ensuring there is no single mistake on page 563, for instance. Otherwise, the monk had to rewrite it. This entire business of educating the world has suddenly changed. Around 1440 Johannes Gutenberg introduced the printing press. It was the first major shockwave that hit monks like a stroke.

One of the first modern innovations

Many thought that this machine needed to be destroyed. But it turned out the other way around. Within a few years, what was considered a curse became a blessing. All of a sudden, not only a few monasteries with a rare number of educated writers could distribute knowledge. Monasteries from all over Europe could quickly replicate knowledge and distribute it in their community. This was the very early start of the knowledge explosion.

More and more monks were needed to create new and unique content; others were busy with printing, yet others with producing more paper, packaging, packing, and shipping. It was no longer a business for just a few educated writers but for monks and, later on, normal people in the villages participating in that business.

The printing press led to the need for more people – not less. It led to more business opportunities, sales channels, and better education, which allowed more businesses to flourish. It is one of the best descriptions of disruptive innovation. AI is precisely of the same fabric. It will help us do things in any industry and any aspect of our lives that were impossible before. I don’t want to overshadow the risks. Analyzing those risks and, for the first time in history, preventing those risks while innovating is part of the paradigm shift. Innovating and automatically conducting various risk analyses at every major step in the process creates sustainable innovations with transparent risk profiles.

Why is the above analogy so relevant in today’s innovation and artificial intelligence world?

The old innovation paradigm versus the new

1. Try and error vs. strategic and tactical innovation.
2. Innovation is done by the same “experts” who would need to question their own expertise vs. by a diverse team of differently wired backgrounds and specific cognitive abilities.
3. Today, all repeat jobs like administration, KPI monitoring, Reporting, and Guidance are done by humans, versus an AI system that can augment human capability.
4. Ideation is reduced to a person’s experience (see neuroscience) instead of augmented by an AI that cannot really generate ideas but stimulate the ideation process.
5. Research is done manually today by researching relevant content, revising and abstracting the critical pieces, and summarizing the result, which may take weeks or even months, instead of by an AI that can do all that in seconds.
6. Today, disruptive ideas are created by hoping and wondering, dreaming and thinking in random exercises and models like design thinking versus neuroscience-driven ideation that stimulates the brain’s natural process and is supported by AI for internal and external idea confluence that unfolds breakthrough innovation and in the same process disruptive business models.
7. Ensuring that the disruptive solution is a market fit, stopping market research like idea validation, and instead using neuroscience-driven methods to have an undisputable result.
8. Today, 80+% of disruptive products or services fail in the market for many reasons that may have their roots anywhere from original idea to final product or go-to-market strategy. Instead of moving it back into the existing organization, let the innovation team bring it to market, leveraging AI to its fullest extent, which would be impossible in an existing organization.
9. Instead of buying a startup with 100 people or even less and hoping they can bring innovation to 20,000+ employee enterprises, create a detailed ‘Innovation Meta Strategy’ for the corporation and then decide what you really want and how to make it happen.
10. Instead of pretending you have an internal startup, think big and build an internal Unicorn. And instead of looking for improvements that will never be mentioned in an analyst report, create a ‘Large-Scale Innovation’ that changes how people do things that were never possible before.

From the first innovation opportunity discovery to scaling in a global market – the new Innovation Paradigm dictates an end-to-end solution that is thought through in all aspects of what it takes to make an innovation successful like any of the far over 1,000 unicorns already do. NEVER try small steps or walk before you run. There is no trying with pregnancy, and you cannot try a circumnavigation with a sailboat unless you already did the first.

Leading by innovation

It takes leadership to transform a company through a paradigm shift. And this one is far bigger than most expect it to be. NVIDEA was a startup in 1993 that was shining through the innovative graphics accelerators for gaming systems it offered. Twenty years later, it was one of the top tech giants in Silicon Valley. Ten years after that, it joined the Club of Valuation Trillionaires. With one exclusive feature: Continuous innovation.

Examples of the AI-driven Innovation Paradigm Shift

All images in this post were created with an AI from #MidJourney. It was done in 20 minutes, including several tries to get the desired output. So I took away business from our ad agency or graphic design freelancers. Well, here is MY POINT: did I really?

NO – I did not take jobs away from graphic designers. I only took the job away from graphic designers stuck in the old paradigm of taking hours and hours, rounds and rounds of reviews and arguments, whether it should be this or that.

MODERN GRAPHIC DESIGNERS use tools like MidJourney, Dall-E, Jasper, Canva, and many others. They can produce an image within 10 minutes, including reading the order. If they charge $20 each, that is $120 an hour. Way more than they earn right now. The only difference: 20 times more productive.

MODERN TEXTER, leverage ChatGPT or similar Large Language Models. They let the task through GPT-4 and get an excellent text, press release, and announcement… That costs 60 seconds + 2 human reviews, and you are done in 10 minutes instead of 3 hours. You charge $25 per press release and make $150 per hour. Again more than most copywriters. Also, you do more with less and earn more than you did in the past. Leveraging modern tools are increasing your productivity 18 times.

MODERN CFOs leverage ChatGPT or their own GPT-4 models to analyze financials, predict cash flow, predict ROIs, and much more. In this case, the CFO Is not in danger but can do more things in less time. But – that leads to a situation that old-world CFOs may need help staying in business.

MODERN INNOVATION TEAMS, ok, this is my favorite. Modern innovation managers use AI and neuroscience discoveries to get to top-notch innovation opportunities in the first place within days. In a few more days, they get all the research done and then take two weeks to craft a breakthrough innovation, and develop the corresponding disruptive business model. A few days later, they get their market validation and go for an innovation financing meeting with the CFO. And again, what took easily 6 to 12 months for complicated processes, unbearable administration, KPI collections, and reporting is now done in about three months. The same goes for prototype building, go-to-market, and scaling. Most breakthrough innovations require 10+ years to see an ROI. Today it is no more than three years. The newly won productivity gives you a 10-fold increased productivity in innovation and a three-fold ROI acceleration. Adding the Innovation failure rate of about 90% into the mix, your Innovation output increases by 100x.

IS IT ALL MARKETING BS? I know – those numbers look too good, and most arguments we hear include, we are an enterprise and tick differently, legal requirements, compliance, regulations, etc. But when you look under the hood, some arguments are based on distrust that your solution may not work, that nobody knows if your idea is really disruptive, uncertainty that the market will not accept the product, that customers won’t pay the price you anticipate, and roughly 70+ more challenges. Correct, but did you ever consider changing ALL those “circumstances”? No? But you can. This is why we use the term “Innovation is a Paradigm Shift.” The CEO and the board can make a significant difference in making innovation much easier, yet you must ensure it will work.

Other arguments are process and technology related and include: “We need too much time for reporting and KPI collection,” “We spend too much time for research,” old technology, old processes, old methods, old management… And those arguments can be alleviated even faster.

Neuroscience provided a game-changing inspiration. How can you THINK if you don’t know how your brain does it? How is the brain stimulated best? Where are its limits? And Artificial Intelligence is the other big game changer. Now we are leveraging AI for a productivity level that is by an order of magnitude higher than ever imaginable. Fusing neuroscience and AI made the Innovation Paradigm Shift and empowered us and our innovation teams to perform a quantum leap in Innovation productivity. Moving from guessing and hoping to repeatability, manageability, and predictability.

This is no future thinking but a reality today. BlueCallom’s AI system help you research, create exceptional ideas, and make intelligent decisions. And yet another AI system that automatically manages and monitors KPIs and prepares reports and performance feedback. Now the innovation teams can focus on one thing only: Their nature-given ingenuity. Here and now.

The AI-DRIVEN INNOVATION PARADIGM SHIFT is like the Gutenberg printing press. Instead of manually crafting one innovation in sequential stage gate steps and doing every single step on your own, now create a Meta Strategy for the entire enterprise, and use an AI-driven innovation that guides you through that process. Instead of shrinking innovation teams, the teams can make far more innovations, and they don’t need to be all top experts but now can be a mix of diverse backgrounds. Large-Scale Innovation like Peta-Watt Power Plants, High Volume Intelligent Logistics, New Monetary Systems, Disruptive Insurance Models, Modular Mobility Technology, Collaborative Moon Base Infrastructure, Harvesting Asteroids and other Planets, and developing new and individual organization models is no longer Sci-Fi. Sustainable AI with the ability to make its own risk assessment or assess the risks of other AI Models will turn the fear into a new perspective. Businesses not only get more productive but can build and do things that have been impossible so far.

In PART 2 I will talk about how all this may shape the future of work and our education systems.

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I’m talking about the latest and most advanced learning in modern physics. By now, most of us have heard the term Quantum Entanglement as part of quantum physics. It is yet another dramatic shift in our understanding of the universe. But what does it really mean to us – or at least some of us?  Are your quanta already entangled?

INSTANT MESSAGING BETWEEN ANY PLANET

Assume we can get a camera onto Proxima Centauri, our next neighboring star system, about 4.2 light years away. A radio signal would take 4.2 years to reach earth. Let’s assume we even have a station there, and somebody pushes the SOS button. We would know 4.2 years later that somebody did that. Our response would take 8.4 years to arrive after the incident happened. Sorry, too late. BUT – what if – we could bring an entangled quantum system to that star and put it into a quantum computer? That quantum computer could send signals to us, and we receive them at the very moment they are sent. This little example leads to a huge question:

HOW WOULD WE COMMUNICATE WITH EXTRATERRESTRIALS

Extraterrestrial intelligent beings would die laughing when they see our yeti programs and how we listen to signals outside our solar system. If, for instance, they live just a lousy thousand light years away from us (still in our local galaxy – roughly 100,000 lightyears in diameter) and use our radio signal technology, they would listen to lizards, pythons, and the “songs” of Homo Sapiens roaming the savanna in Africa. And even today, sending powerful radio waves, hoping we get answers, it would take a thousand years to arrive and another 1,000 years to receive the response :). Now you know where I am going. With QE (quantum entanglement), we would hear and see each other as if we were next door. How would we do this? We would need a quantum detector. That’s it. Yes, they exist already. An advanced civilization would ONLY communicate with us using entangled quantum systems. If an alien civilization is not ready to leverage quantum communication, it is too primitive for them to investigate. No wonder was Alain Aspect, John F. Clauser, and Anton Zeilinger awarded a Nobel Prize for discovering quantum entanglement.

IF YOU WANT TO TALK TO ALIENS, QE IS THE WAY TO GO.

Now tune your quantum detector and start chatting with those guys millions of lightyears away. It is the very first reasonable way to communicate with alien civilizations. We are probably still several years away from even having the base technology straightened out, Yet, I’m sure there are hyper-agile nations that will get the first contact during our lifetime.

I leave the rest of the speculation about what this all means for you to muse over it during the holidays. Moreover, I GIVE YOU A TASK to learn everything you need to know about quantum physics within less than half a day. No kidding – seriously, this is learning on steroids. Start by getting these 10 questions answered from ChatGPT like no expert, no university Ph.D., and no quantum physics scientist could answer it:

1. Can a quantum particle be described as an energy field?
2. What are subatomic particles
3. Is an electron always also a quantum?
4. How to get two quanta entangled
5. When does an entangled quantum change its state?
6. Can a quantum state change be stimulated, and would an entangled quantum change its state based on that stimulation?
7. How can a quantum state be measured?
8. What is a quantum system comprised of?
9. Can two quantum get self-entangled without stimulation from the outside?

9a. How can two quanta become entangled as a result of their own internal dynamic? I had to learn about the internal dynamics as it was mentioned in the previous answer

10. What are possible behaviors of entangled particles that non-entangled particles don’t show?

Go to: https://chat.openai.com/chat. If anything in an answer is unclear, ask to explain what is unclear before you move on. Then ask the next question. There are only three general outcomes:

A) You can’t believe how fast you learn even if you have no physics degree and have never heard of quantum entanglement before (like me)

B) you feel it is too complicated because your brain resists learning, and you are 100% sure that you will not understand. Think about your ability to learn new things, think about lifelong learning, and find a way to clean up your neuropathway situation and lack of neuroplasticity. Questions, ChatGPT has brilliant answers for.

C) you even resist spending time revitalizing your learning ability, because you are too busy or too old (same problem class), still enjoy the holidays and have fun with the next TV series starting soon to entertain you. The brain is like a computer garbage in – garbage out

I found this a quantum leap in learning. I’m known for very fast learning (not by my teachers, they kicked me out of school because of my learning disabilities) – but this accelerated my ability to learn even more. Give it a shot.

SUMMARY

If we think of fast communication throughout the universe, now we have at least the technological foundation. It’s also the fabric for many innovations leveraging quantum entanglement. And this is just the beginning. If brain processes rely on quantum mechanics, it could explain why our brains are so powerful. A team of researchers possibly witnessed entanglement in the brain, perhaps indicating that some of our brain activity, and maybe even consciousness, operates on a quantum level.

And to close the loop to innovation: Of course, there will be amazing opportunities for innovation. The most critical application may lay in the understanding of QE in the process of ideation itself I will be back with more next year.

Happy holidays and a big thank you to all my subscribers. Don’t miss the January Newsletter – end of January introducing another quantum leap in innovation management – our first after two years. << INNOVATION NEVER STOPS >>

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Creating breakthrough innovation is still the holy grail or even a mystery to most innovation teams. It is perceived as random, serendipity, and accidental. Hoping to get innovative solutions that transforms markets from some magical “ideas,” means waiting for a coincidence, but winning the lottery would have far more chances to succeed than “finding” the right idea. Is this the end of an innovation center? Yes, already in many corporations. But it would not have to be that way. It is only the end of idea hunting, trend scouting, startup observation or acquisition, and similar activities. 

REVISE YOUR INNOVATION APPROACH

Every market, every ecosystem, and every target audience has large amounts of unsolved problems. Solving those problems is what most unicorns do today. Lack of understanding of problems and needs is also a prominent reason less than 10% of startups make it to their initial round of funding.

Imagine you have a great idea that just popped into your mind and want to create a business with it. You craft a concept, maybe a prototype, and try to get funding from an investor. Any decent investor will ask these is first two questions: a) Who is your team? B) What problem are you solving?

Innovation Center Decision
While entrepreneurs may still try their ideas whether they get funding or not, for an enterprise, it is almost irresponsible to go on an idea hunt or idea-scouting to find random ideas. The probability that the “idea” is helping transform markets, transforming organizations, and bringing a significant elevation in how people or customers do things is extremely slim. Why bet resources on the least likely path to success?

Instead, when focusing on significant existing problems, most of the top 10 questions are answered based on the fact that there is already a consequential problem identified.

INNOVATION RISK PREVENTION

Shifting from idea hunting to problem-solving is essential to innovation risk prevention.

Why spend time, money, and resources to find a market that possibly doesn’t even exist or not know if the idea solves a problem? Focus on solving already existing significant problems.

Why you and not others?

Because usually, companies from all corners of the earth are not interested in solving problems but in selling what they have. Startups, on the other side, don’t want to build another existing solution but solve problems nobody is addressing. And as such, most successful startups grow into enterprises by doing precisely that. And on their way to the top, they displace older enterprises that were created before them.

The risk to get one day being disrupted and displaced is larger than the risk of failing to invent new solutions. But the remaining risk of failing can be significantly diminished when moving from idea hunting to solving existing and known problems.

Known problems can be managed – ideas cannot.

Moreover, once you have identified a significant problem, the anticipated outcome will be initially unknown, but the goal is so clear that you can strategically manage the innovation process. Market research, problem identification, ideation, concept validation, etc. Such an innovation process dramatically reduces the risk further. Neuroscience and Neuro Innovation help us understand how ideas for solving problems are composed; it helps us market into early adopters and finally re-invent so you will never stop innovating.

CAPITAL MARKET SHIFT

The capital market is a significant driver, shifting companies to embrace innovation, product and business model advances, and competitive advantages. Highly innovative companies like Tesla have a valuation allowing them to buy the Mercedes among all automobiles: Mercedes Benz. And this is one of the key motives for the C-Level to turn their otherwise well-running business into an innovative enterprise. Executives know that one of those random ideas will never create a billion-dollar market. They also believe that an idea, no matter how cool it may sound, cannot provide a significant competitive advantage to move the needle of their market cap.

Summary

• Reducing innovation risks by moving innovation from idea hunting to strategic and targeted breakthrough innovation efforts that are solving existing significant problems makes all the difference. 
• Methodical innovation not only teaches how to make the start of an innovation effort smarter but also how to manage many other aspects including team assembly, innovation strategy development, concept validation methods, innovation financing, and much more. 
• Modern innovation frameworks additionally increase manageability and success predictability not only in the solution creation phase but during the equally important innovation-to-market and scaling phase.

Making Of

How did we get here? Our own, previous companies and the hundreds of companies we accompanied in their startup phase, later on, were determined to solve one problem – and one problem only. In our research, we could not find a single company that hoped to realize an idea, then find a market for it, and become successful.
The most successful VCs in this world invest only in companies that solve a big problem – for a reason. Our learning: Only when understanding the entire innovation journey from early innovation opportunity discovery, all the way to global scaling, success is very probable. Experimentation is the least intelligent way to innovate.

Axel Schultze, CEO BlueCallom
AI-Driven Neuro innovation solutions 

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1) THE INNOVATION MANDATE

Independent of acquisition or not, enterprise leaders want to ensure they have a clear innovation purpose for their organization. Some companies let their teams experiment randomly because they believe in magical random ideas. But that thinking failed with nearly 100%. The Innovation Mandate aims to help the leaders of innovation teams understand the significance, scope, and magnitude of the innovation effort, its expected long-term results, and how they can be achieved. Moreover, successful innovation should be in the context of the company’s long-term development strategy, values, markets, and ability to deliver. Those innovations must be defined by their Significance, Scope, and Magnitude.

Significance

The significance of innovation for the company.  I.e., We experience a massive shift in the XYZ industry and need to…
Or we see an opportunity in the rising TBD-Market and want to play a leading role there – and so forth.

Scope

The SCOPE of the innovation effort. I.e., we expect our innovation teams to create a solution and bring that solution successfully to its designated markets. Our existing resources are unavailable to bring new, possibly competing products into our market. Or our team is fully utilized with our existing business and won’t be able to be entirely focused on disruptive innovation.

Magnitude

The MAGNITUDE of innovation
The new solution should bring € 8 Billion in the next seven years and be able to replace our declining 5 Billion OMG Business. Or, the new solution should generate € 1 Billion in new business and ensure our strong market leader position in this market segment. In any company north of a billion in revenue, having a new product with a 50 Million potential would not make a difference – and the innovation team or startup needs to know.

TO-DO:
A so-called >>CEO Mandate for Innovation<< needs to be documented independently of any innovation effort. The bigger the enterprise, the more relevant that mandate is. It explains in detail the Significance, Scope, and Magnitude of the expected innovation engagement. This mandate must also be accompanied by an innovation strategy to get there. Innovation teams struggle with their effort without it, and investing in startups without a clear mandate almost never gets any positive outcome. In one of the following blog posts, we will discuss those mandates in more detail.

ORGANIZATIONAL CONSIDERATIONS

The organizational considerations are very similar when enterprises acquire startups to innovate or build from within your organization.

1. General Integration
   Your existing organization is highly optimized for what you and your team have been doing for years. Employee utilization of all your thousands of employees is above 80%, and there is no room to do something entirely new – like an innovation. When Google acquired YouTube, it was wise NOT to integrate the company until it was big enough to have found its structure and culture. Today everybody is happy that they never did.
2. Innovation-Specific Sales
   Innovation needs to follow a specific audience pattern of early adopters to succeed. Also, initial orders are small, and your existing sales force is tremendous, so they have no room for extras. Moreover, they are unprepared to deal with early adopter customers within your existing customer base. At Tesla, the early adopters were not clearly defined until the first cars were ordered, almost exclusively by venture capitalists in Silicon Valley.
3. Innovation Financing
   Innovation is all about growth financing. Growing by 100% and ramping after a few years from 100 Million to 200 Million is a challenge for every CFO. The innovation team needs to manage their own financing with the knowledge of all the unique aspects. Nespresso was a new era in the coffee business and a financial business model novelty within Nestle.
4. Innovation Marketing
   Marketing innovative solutions are profoundly different than conventional enterprise marketing. The team must understand how to evangelize a new solution and keep customer behavior changes at the forefront.  They must understand advocacy development to bring those solutions to the market successfully. Also, the innovation team needs to deliver a different marketing concept that doesn’t need to align with the extensive brand marketing. Remember, “The biggest advertising company in the world never placed an ad – Google.” Tesla, Vorwerk (Thermomix), and many others use unique direct marketing techniques far from advertising and promotion. Mostly marketing is embedded in the whole business model.

The deeper we look into those aspects, the clearer it becomes that integrating an innovative product into the conventional organization for production, sales, marketing, and finance is a considerable risk and a big mistake. Innovation cannot grow inside a massive and highly optimized organization with rules and regulations that do not allow experimentation and ignore those rules and processes. On the contrary, an innovative team NEEDS to change rules, build new processes, and find new ways into markets to expand its innovative footprint.

TO-DO:
Take Innovation as a holistic process that starts before ideas are created and finishes when the innovation is successful in its designated market. Think through all aspects of organizational development, team skills and talents, team selection and compensation, culture and motivation – BEFORE you make any decision on how this will be happening.

When enterprises acquire startups to get to innovation

COMPANY & TEAM QUALITY ASSESSMENT

There are a few strategic questions to ask the founders before even considering investing time to go into more details. Professional Venture Capital firms ask those questions one way or the other before even letting them pitch.

1. How is your leadership team structured?
   Make sure it is a diverse team of subject matter experts, business minds, and marketing creatives who all can think boldly and execute fast.
2. Why did you start? What drove you to do this company?
   Make sure it is more than an idea that a few angels possibly found. Ensure there is some subject matter expertise behind it. Moreover, ideally, the founders experienced a problem they are now solving.
3. In what way are you genuinely unique, globally
   Understanding their innovative character or at least the uniqueness of their solution. Know what the competition looks like and what the difference is.
4. Are all founders fully invested in the company
   Solopreneurs are a show stopper for any professional investor. They would never get funded and may see an acquisition as a nice exit. But they are still a single founder organization that may not be stable or holds for the future.

Acquisition specific questions

Ask the founders:

1. Are you willing to sell?
   If your business concept is bold enough to bring it to Unicorn status, why not do it yourself?
   Why should we not do it ourselves if you need a partner like us?
2. Do you understand enterprises?
   We are successful by streamlining organizations to the max. Perfect processes, no risk, no change. When being integrated into our enterprise, what will you do to prevent being absorbed by our structure of rules and regulations?
3. Do you think large-scale innovation?
   Will you and your team be able to build a billion $ operation in parallel to our existing organization?
   And if yes, what is your plan to get there?

99.9% of enterprise innovation attempts fail because nobody took the time to think through all its aspects – and the invested millions and even billions did not help.

TO-DO:
Make your detailed list of interview questions. Remember the Significance, Scope, and Magnitude of what you expect from the team. Hire a team you can see building a billion €/$  business operation.

Summary

When enterprises acquire startups to get to innovation, an extensive goal development, planning, and strategy how to get there is mission critical. Because of the significance innovation has for the company, the scope of organizational development, and the magnitude of capital and time needed to be successful, the CEO is the only person who can decide to engage in any form of innovation. When buying a startup, remember what it takes to bring a young team with crazy ideas that nobody has tried before to succeed. If not exquisite investors working with them to help them to get all the way to the top, it will be you who needs to take over that role. When acquiring a startup, enterprise leaders must first understand the Significance, Scope, and Magnitude of their innovation effort. Then making professional considerations about the organizational structure and guidance of those teams who usually never saw an enterprise from the inside. Only then diving into the sea of startup acquisition makes even sense. At that point, the question of whether it even makes sense to buy and integrate a startup. So far, more than 1,000  startup acquisitions have failed, and not a single startup helped an enterprise get to innovation adds to those considerations.

Alternative

The alternative of building such a startup inside the organization is much more promising. Considering all the above aspects, you will find people familiar with your business, particularly interns and people who have been with the company for two or so years. You will not be able to win or afford your top teams for innovation, and you will need them to keep your current business alive. In our own experience, the most effective way is to assemble an internal Innovation Dream Team that is 100% dedicated to the job and stays there for the next few years. With the proper selection, assembly and onboarding method, motivational aspects, and culture development, they will stay and make the impossible a reality.

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Before starting to innovate, it makes sense to understand the general market dynamics for innovative solutions. For decades, enterprises struggled when their innovative solutions did not take off within 12 to 24 months and killed the projects. Little was known about innovation diffusion. Everett Rogers coined the term in 1966 but the actual timeline of an end-to-end innovation was too long to even measure accurately. Today we know that any innovation takes and took 7 to 15 years to become mainstream. Obviously, that was a stretch for any enterprise executive. Yet, telephony, TV, personal computer, Internet, Social Media, 3D-Printing, and electric vehicles took, on average, a decade to become mainstream. A normal consumer however does not see that timeline. In 2012 Facebook was a big talk when it went public with horrendous valuations and no profit. “Already” in 2016, just four years later it became an acceptable mainstream platform. People tend to forget that they started in 2004 and took 12 years to become “mainstream”. And Tesla took much longer.

Hoping to have an ROI in 3 years is virtually impossible – why is that?

It’s not the innovative solution that takes so long to build – it’s the market that takes so long to decide. Agile leaders or agile consumers start to give almost anything interesting a try. It is what keeps them at the forefront of things. The large majority of conservative buyers wait and see and move only when the “New Thing” is tried and tested. Usually, in the early days of a product researchers, analysts and experts see great danger in the new products and delay the market acceptance even further. But when the late majority decides to buy because it seems to be “a good idea” the market opens up to mass markets and volume. It doesn’t matter if it is B2B or B2C. It is the human factor – no matter where they sit.

Leading businesses keep staying on top – time and time again

The people that represent such a leading company are typically early adopters. Just a little more risk-takers. Their experiences with new technology keep them ahead of the competition. When years later the competition catches up, the leaders are perfectly set and experts in the respective technology. And in the next few years, that same game repeats itself.

Why conventional enterprises have a hard time

Of course, they are not stupid, so they could make a leap and catch up with leaders fast. The problem is the composition of people. You cannot jump on every opportunity because who knows what is really successful in the end. Why did the Nokia executives not jump on modern technology? Why did Sun Micro not see the writing on the wall? Why did Nixdorf not adopt in time? Why did Digital Equipment merge with HP and almost both failed? Why did…. the list is long. But the answer is easy: They just did not see it. Far too busy with their own organization instead of having eyes and ears in the market. Trying things that make logical sense instead of waiting until others found it out for them is a terrible price to pay. And that is not only for NOT EXPLORING THEIR OWN SITUATION. IT IS WHY THEY CAN’T INNOVATE and develop a long-term view of what the market needs.

Innovation Market Dynamics Considerations

1) Make yourself familiar with the idea that your innovation will take 5+ years for notable impact in the market.

2) Understand the full scope of an innovation engagement to keep the time to innovation as short as possible. Meaning your innovation team has no time to rest.

3) Have a very robust strategy in place to be able to manage such a long-term engagement with all its changing landscape underway.

4) Never even think of integrating the innovative solution into your conventional sales and marketing operation. The go-to-market approach is far too different.

5) Make sure you have a complete picture of your innovation engagement and the fact that if you need innovation to transform a business unit or an entire business, your innovation will need to produce NEW Billions of Euros to make the transformation successful.

6) Ensure that innovation is led by a Chief Innovation Officer, not by the CEO or any other executive as a side business.

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Culture development is an ongoing topic that keeps coming back in every roundtable. A lot of progress has been made yet, CULTURE is something that neither can’t be created nor changed overnight.

Another interesting topic surfaced at the last Innovation Thought Leader roundtable: Unrealistic and non-substantiated expectations regarding time to ROI of innovative solutions. Things like ROI in three years or more than €50 Million in revenue after two years were some expectations we heard for breakthrough innovation.  What is certainly possible for improvements – and then it is even too low – is for a few hard reasons not applicable for groundbreaking innovation.

After our meeting, we looked at the company history of some of the biggest and most innovative companies and how they started.

Empowering Enterprises Innovation

Often times it helps to look into the past to understand the presence and direct the future
The content below is from their respective website:

Johnson & Johnson
It was in 1885 that he was joined by his brothers, James and Edward, in his project to create a new type of ready-to-use and packaged bandages, so as to avoid any risk of contamination. 1899, with the collaboration of many American surgeons, J&J developed the production of a new type of adhesive dressing containing zinc oxide , which became very useful in surgery thanks to its adhesive and non-irritating qualities. [It took almost 15 years]

Robert Bosch
Lehr- und Wanderjahre hatten in Robert Bosch früh den Wunsch reifen lassen, sich selbstständig zu machen. 1886 richtete er eine Werkstätte für Feinmechanik und Elektrotechnik in Stuttgart ein. Die ersten Jahre waren geprägt von Höhen und Tiefen und erst ab Mitte der 1890er Jahre ging es dann rasant und unaufhaltsam aufwärts. [It took roughly 10 years to see an early success]

Today’s corporate management simply tends to forget or never knew, what it took their founders to get innovation into the respective market.

The price that companies pay including their management, shareholders, employees, business partners, and customers: is no breakthrough at all.
Is it the executives’ fault because they don’t act? NO, because they never got confronted or trained in what it takes to get breakthrough innovation to work and into the market?
Is it the employees’ fault because they can’t produce? NO, because there is only a little education on how our brain created breakthrough ideas.
Is it the shareholders’ fault because they want short-term gains? NO, because they rarely had an opportunity to invest in a startup that became one of those disruptive businesses. So they can’t tell the difference.
Is it the education system’s fault because they don’t teach innovation other than theoretical ideas how it possibly could work? NO, because there is no research and no public knowledge available yet.
Who to blame?
Let’s blame time and do what we can:

Empowering Enterprises Innovation
We need to jointly develop an understanding of the Innovations Paradigm and all its counterintuitive bits and pieces. That’s what the Innovation Thought Leader Roundtable is all about.

Thanks to everybody who joined and looking forward to the next roundtable on June 23.

______________________

5th Innovation Thought Leader Roundtable June 23, 2022

Topic:
The new innovative enterprise generation
For humanity to thrive, get prosperity, and have equal opportunities, we need to continue to innovate. Not just startups that rise to Unicorns, but also those who started innovative in the past and just lost their ability to innovate. The innovation DNA already exists in every single enterprise alive today. Now those enterprises need to re-activate that DNA to stay relevant.  In the developed world more than half of the population works in enterprises. The probability to find innovative minds in each of them is nearly 100%.

Who else would build the next generation of solar energy generation or geo-energetic power generation, ultra-high-speed freight trains, space exploration, next-generation virus protection, waste management, purified water, food production, sanitation, and so forth?

If you want to listen in, register here

Continue Empowering Enterprises Innovation

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Talents or Soft Skills matters – in some cases, even more than hard skills. One of those cases is with Innovation Development. Creating a groundbreaking innovation needs a new perspective, open-mindedness, creativity, courage, and other cognitive abilities deeply ingrained in a person’s mind. We prefer ‘Talent’ over ‘Soft Skill’. A skill is something people can get by training on. Talent is something that has evolved early in a person’s life, beginning as a newborn. For the sake of this post, let’s use talent as something we are looking for when attracting innovation team members.

Cognitive abilities as a Critical Success Factors of Innovation Teams

About ten years ago, we asked ourselves, what critical skills an innovative mind should have? After many long discussions, we realized: No skills at all. We learned that 20-year-old innovators with no developed skills could quickly create unique ideas and form a company. An early reaction was that age is a crucial factor for innovators. Startups should be run by young people that are unbiased and can change the world. Later on, we all learned that 50-year-old Elon Musk unfolded his full potential in the mid-30s. Regardless, all highly successful innovators have a few things in common, independent of age, skills, or educational background – TALENTS.

Those top innovators are without exception highly curious, very courageous, continuous, or relentless in their execution and exceptional collaborators. While looking deeper into the fabric of the innovator’s talent, we discovered eight key aspects: Curious, Courageous, Continuous, Collaborative, Creative, Communicative, Confident, and Connected. You may wonder what about PASSIONATE? We put it consciously out. Passion is not necessarily a specific talent or wiring in one’s brain – it is a result of a particular neurological trigger. Any person can be extremely passionate about something. Passion is undoubtedly a success factor for innovators but not a talent.

The 8 Cs of innovation talent

Curious, Courageous, Continuous, Collaborative, Creative, Communicative, Confident, and Connected

(1) Curious

We learned that new ideas are composed of past experiences. Unrelated experiences to solve a problem or create a new solution are especially valuable. People who are curious above average have more and broader spread experiences than others. Curiosity is also an essential talent when learning how customers work today and what it may take to make a significant improvement. In some cultures, curiosity has a slightly negative connotation as it is used for people snuffing around other people’s private life. However, curiosity is a key driver in knowledge acquisition driven by an interest and not so much by an external force to learn something. That mind-driven curiosity makes a person find out things to satisfy the overall interest or the interest in the context of a purpose.  Why want people to get faster with their car? What distances do they go? How important is it to be on time? What do they do while driving for 5 hours? What are the alternatives? What would be the most convenient way? Even if we don’t have fast trains, would they use it if ……? In the innovation space, innovation teams need to ask questions that may have never been asked. They need to construct their own paths to acquire knowledge that may not be available in that form. What is the max width of a train trace to make narrow curves at 300 miles an hour? This is not about having ideas – but all about asking related or connected but unrelated questions.

(2) Courageous

When radically new thoughts get created, it takes a lot of courage to share them with others. It takes courage to stand your ground, despite others laughing at you. In an enterprise, it takes courage to push for a change and, at the same time, take the risk to get fired. Courageousness is the basis for bold thoughts. It allows to break any rule except the law. And if the law is hindering innovation it takes courage to make all efforts to change the law.  Innovation is not just inventing new products but also building new business models. Should it be necessary to question the current business model, then it needs to be discussed. If the company’s structure is in the way to bring radically new processes forward, it takes courage to say so and not only mention it but make every possible attempt to make it happen. Genuine innovation is touching many people; employees, customers, partners, vendors, alliances, unions, and possibly many more. It takes courage to not stop at this overwhelming undertaking but to work through all the groups, interests, and aspects that may need attention. Enterprise employees are typically best when they follow the rules, don’t question the set structure, and get great results fast. Courage is not part of the recipe to success – but it exists in many people without using it in business but in sports or hobbies.

(3) Continuous

Brilliant ideas are just an episode in the entire innovation effort. Relentless execution makes innovative ideas and concepts a genuine innovation. Missing that duality between ideation and execution is why so many innovation projects failed. Successful innovation is the entire work from pre- ideation market observation to a multi-year engagement to scale the new solution globally. Innovation teams, therefore, need to be continuous in their work. Never give up and never surrender. Once an idea is found the innovation team will want to validate the idea, make sure to finance the project and then bring it successfully to market. There is no known case where the existing organization was able to bring an innovation to market. The only exception may be if the company is virtually dead and has nothing to sell anymore and the innovation is their last hope. The innovation process is a 5 to 10 years marathon. Look at any significant innovation created in the past 50 years; you won’t find a single one that became globally successful in less than five years. It simply takes time to make a dream a reality. It isn’t because all the teams so far were slow – it is the adoption time of conservative buyers, which represents the most significant part of almost any market.

(4) Collaborative

Sharing ideas, not owning them, is part of a strategic ideation process component called Idea Confluence. Working with others to extend the brainpower and accumulate more ideas is critical in the ideation process. Also, when ideas are realized or brought to market, the innovation team needs to be highly diverse but also collaborative in every aspect of their work. When in exchange mode, ten brains produce more than ten times as much value than just one time ten. The time of solopreneurs or isolated researchers or engineers is over. Not that they cannot come up with good ideas, but they won’t outperform a diverse team of ten amazing brains. And a well-assembled team is usually 5 times faster in the market than a single expert – no matter how smart he or she is.

Moreover, collaboration is far more than a team sport. Innovation terms need to know their limits and quickly pull external experts, science, research into the operation. If an innovation team member is not collaborative, their knowledge and experience would not be shared, discussed, extended, and so forth, and therefor that team member is far less valuable in an innovation team.

(5) Creative

Creativity has very many faces. In the innovation space, creativity is not only creative ideas but also creative business models, creative ways to produce things, creative ways to finance development, get to the market, and more. Creativity in the innovation space means going ways nobody else went. Creativity is the talent to connect many unrelated things, thoughts, or experiences, construct them in their head, and come up with a structure, shape, process or anything of that order that has just not been done but at the same times provides a significant advantage over what exists today. Creativity to be different is of no help in the innovation space; however, when created in a collaborative effort, it may trigger new ideas and new structures in somebody else’s brain. Creativity, in a collaborative process, is what makes innovation work. An innovation team member lacking creativity will very quickly feel uneasy, not contributing, and not successful.

(6) Communicative

Compared to other biological life forms, one of the most significant advantages of being human is communicating thoughts and visions for the future. That talent is needed in every phase of innovation, every collaborative event or meeting, every ideation session, and every other collaborative engagement. The more communicative a person is the more content of their thinking gets across. A big innovation dilemma is that the human brain can think extremely fast and has a large number of thoughts and ideas within milliseconds but can’t communicate them at the same speed. Communication talent is key for every innovation team member. The best thoughts, ideas or brain constructs are rather limited of value when they cannot be communicated. Communication talent is not only important during the ideation processes. Communication becomes extremely important when it comes to involving others. Those “others” include early customers when it comes to idea validation, the management team when it comes to approval financing of the concept, business partners when it comes to the early building and production validation, the market when this radical innovation needs to attract its early adopters.  

(7) Confident

Confidence is needed in communication, motivation, investment phases, and in the interaction with the market. Confidence is derived from very well-thought-out solutions and concepts that have been explored from hundreds of different aspects. Confidence is not about convincing others but transforming a vision into a realistic model that others can adapt as well. Confidence is needed by every innovation team member as the new “thing” needs to be explained with confidence to attract others. Confidence is an essential connection in the brain between a variety of aspects of a brand new solution. In particular, knowing it will help many people, realizing it is possible to build what is shown, and knowing that even if not everything works today, it will be possible to make it work in the coming years. Confidence is a form of being visionary by translating all that is known about that envisioned future today will be possible through certain actions that are yet to happen. At the same time confidence is not being afraid to say that there is no guarantee about the anticipated outcome.

(8) Connected

And finally, a strong networking ability connects a person with relevant people from all backgrounds and levels. Connection skills are critical when unique expertise is needed to augment an innovation team. Ideaconfluence sometimes requires very rare experiences or skills that are not present in the innovation team. Making those connections in timely order – typically on the same day is a talent that every innovation team member should have.  Well-connected people are inherently open and open-minded, involving others in whatever needs to get done.

Isn’t Passion a Cognitive ability?

So what about passion? Being passionate is not a soft skill to qualify for an innovation team member in general. People can be passionate about anything – they can even be obsessed about anything. We learned that passion or obsession kicks in if a specific action or environment, religion, or people captivates one so much that they can’t stop being engaged. Suppose everybody can develop passion about what they care about most. In that case, it is not a soft skill to probe for – but – it is utterly essential to find out in an interview process if innovation in your space would be a passion for the candidate.

Open-minded and other traits

In our research, we found that people with the above eight Cs are inherently open-minded. Openness is a relatively fast identifiable characteristic of a human but doesn’t necessarily include our talents. But to the contrary, people with the 8 Cs are always open-minded. Otherwise, those specific abilities would not show. This is true for many other soft skills that seem to be important in innovation but indicate some of the other talents we mention here. However, we want to clarify that we are just at the beginning of understanding the brain’s ability to compose ideas and what it takes to get there. We continuously research behaviors during innovation processes and learning as fast as possible, including using tools like AI to improve our work and results.

Testing Talents /Cognitive Abilities

Unlike well-trained and adopted hard skills, it seems that testing soft skills or cognitive abilities is not so easy. Exploring the soft skills of a job candidate is far more difficult today as there is only little experience. Hard skills are trained and the person will need to repeat what they learned or applied and then get tested on the results. Those repeat/linear jobs are rather easy to test while lateral activities like being curious, communicating, being creative, and so forth have no exact outcome as they have no exact input.

Here are a few tips for testing a candidate for specific soft skills. Instead of having multiple-choice questions or questions that you expect either a right or a wrong answer, try to understand how they behaved in certain situations by asking questions about their experience in various situations.

• Ask them to remember a situation or time where they had to solve a problem that they never had or don’t know anybody who solved it.
• Ask them to remember a scene where they had to help another college while they were under stress themselves.

We will publish a separate blog post just on soft skill testing and probing.

Where to find the best talents?

Most business managers tend to hire their innovation dream team from the outside. Reasons may include that they don’t trust their own culture, don’t know anybody who has the right profile, or fears that the organization already blinds them. However, our research indicates that most enterprises that desire to innovate have the top talents already in-house. We have seen amazing creative and ingenious people in all kinds of departments within enterprises. Attracting talents from within the organization has various advantages. It would help if you did not fear that they may already be blinded by the way things work in the company. If they have the 8 C’s as soft skills they will make a better organization and culture faster and with more intensity than newcomers.

Summary

• Make yourself familiar with the value of the 8 C’s
• Look inside your own organization first
• Make sure you have a very compelling offering
• Be aware that you will deal with exceptional talents that other companies will try to hire away.
• Don’t protect your talents, give them a dream environment
• It takes teamwork to make a dream work

Looking for a career in the fast-growing innovation space. Take the Innovation Talent Test to see if you have the 8C’s to start your innovation career opportunity.

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