Tag: event

  • Lessons from Boise: What colleges can teach us about fostering innovation

    Lessons from Boise: What colleges can teach us about fostering innovation

    A wheel design to eliminate road ruts for American farmers. A new reseller model bringing internet access to villages in rural Mexico. A radar device that allows first responders and military to see through walls before entering a building. These are just a few of the pitches from teams competing in the Idaho Entrepreneurship Challenge held at Boise State College of Innovation & Design. 63 talented students on 24 teams from five Idaho colleges participated in the final round, and met up with judges with deep and varied experience in tech innovation and product leadership.

    Students are natural idea generators. Exposed to new concepts, people, and settings, students are in a learning mindset and readily apply their minds to solving problems on campus, locally, and even globally. But how can campuses build on this natural inclination to help students take their ideas a step further? It takes work to create and nurture a culture that fosters student entrepreneurship, whether that’s toward commercial or social good. Reflecting on the entrepreneurship challenge in Boise, as well as my experience at Harvard University and Junior Achievement, I’ve observed consistent patterns — patterns that apply to corporate campuses as well as college ones.

    Build on the learning mindset — not just the educational one. Students attending university have been focused on concrete, measurable outcomes: final grades and university acceptances. And these milestones matter. But as entrepreneurs, students will find out that most ideas fail, and that learning to fail quickly, adapt their approach based on these mistakes, and start again with improved information is critical. As one young mechanical engineer explained to me, “We know how not to build it one million times. And we’re getting closer each time.” To encourage this thinking, campuses are developing labs settings, like Harvard’s Innovation Labs, and bringing in professors of practice to offer applied guidance. Sometimes these initiatives come with credit hours or other academic benefit.

    Organizations as diverse as Fidelity Investments and the New York Public Library are also adopting this tactic. While lean startup is a well-known principle in parts of the working world, to paraphrase William Gibson, this future is still not evenly distributed. Done right, a labs environment can provide a pathway to a new kind of learning. A critical part of this learning stems from transparency: organizations used to sweeping failed projects under the rug are now sharing them via processes like blameless post-mortems to capture lessons and encourage experimentation. Popular new books like Radical Candor and Principles emphasize the benefits of rapid and transparent feedback as a driver of a growth mindset.

    Green Mind demo. Photo credit Madison Park, Boise State University

    Encourage entrepreneurs and intrapreneurs to start with what they know. The media covers innovation in selective ways: the latest dating app is going to get a lot more airtime than a transformative technology in the construction industry. But don’t let that drive you to chase the next media-friendly tool and dismiss the power of what you know. Pitches that stood out in Boise included phrases like, “Because I grew up on a farm, I know that …” and “As a father of six children under twelve, I identified the need …”

    How can this extend to your organization? Mine employee creativity with hackathons or challenges addressing topics specific to your organization or industry. And don’t let top-down lead: work with employees tackling these problems head on to generate that list of topics.

    Enable and reward cross-disciplinary learning. Media interest in formalized online learning, or “peak MOOC,” occurred in about 2012, and with it the mandate that everyone must learn to code. Today, the interpretation is more nuanced: Quantitative literacy and understanding how software works are vital skills, but not everyone will become a software developer. There’s a renewed appreciation for the liberal arts, especially now as we are confronted by the repercussions of our rapid transformation to a tech-enabled society. On campuses, academic leaders are facilitating multidisciplinary study through curriculum reform, and entrepreneurship centers are making a concerted effort to bring together students across disciplines to solve problems.

    Similarly, training across an organization can encourage horizontal thinking — employees prepared to tackle challenges in new ways, and think across silos. A product leadership approach can unite teams with different skill sets, limiting the Balkanization of disciplines like design and engineering. And organizations are increasingly supportive of all kinds of learning: a successful entrepreneur in the not-for-profit education industry once shared with me that when his organization was growing, it took him a while to understand why offering tuition reimbursement for French classes might matter to his SaaS business. In the end he concluded that these courses were well worth the investment — he reaped the reward of engaged employees in a more creative, learning mindset.

    Set the stage for formal and informal mentor networks. Formal networks are offered by many career services departments: students should not overlook the ability to trade on alumni loyalty for a conversation. But in a hyper-networked world, formal programs should not prevent students from reaching out directly to someone they admire, whether that’s a recent grad or an established leader. As fellow judge Peter Boyce observed, there’s tremendous power in a carefully crafted message sent from an .edu email address — an otherwise overcommitted exec will sometimes make time for students.

    Organizations can provide formal mentor pairings or brown-bag lunches, and reverse-mentoring programs around digital capabilities encourage bi-directional learning. But there’s also benefit in teaching employees how to build their informal networks, to reach out beyond organizational walls to experts and colleagues within and beyond their industry.

    Lumineye demo. Photo credit: Madison Park, Boise State University

    Recognize that entrepreneurs come in all shapes and sizes. We all know what a smart tech entrepreneur looks like, right? Hollywood and innumerable stock art images have taught us that it’s a young white guy in a hoodie, usually writing an inscrutable formula on a piece of glass. Great ideas don’t discriminate, so encourage others who may be dissuaded from the conversation based on that image to up your organization’s innovation IQ. In an academic or a workplace setting, providing coaching on how to tell your story about your idea is invaluable. I’ve seen both pull and push initiatives work: for the former, providing data-driven evidence on the performance of diverse teams; for the latter, consider what your organization’s version of an inclusion rider might be.

    Gordon Jones, the dean of the Boise State College of Innovation & Design and founding managing director of the Harvard Innovation Lab, convened the Idaho entrepreneurship challenge. Several times, Jones referenced “blue turf thinking” — a term associated with the creativity of the Boise State athletics department, home of the famous blue turf. I’d argue that the term is also useful in framing innovation efforts more broadly: successful innovation is about both thinking different and staying true to your roots.

    We’re in an environment where we all need to keep learning — agility and adaptation are the critical skills needed for 21st century knowledge workers. As education expands from episodic and location-based to lifelong and virtual, we need to value both sustained scholarship and lean learning approaches. Learning cultures enabling creative execution through transparency and cross-boundary thinking are the new competitive advantage.

    Originally published April 1, 2018 on Medium.

  • Future M and Inbound

    Future M and Inbound

    Last week, well over 10,000 digital marketers and technologists arrived in Boston for MITX’s Future M, and Hubspot’s Inbound.

    For Future M, I was fortunate to participate in a fireside chat led by industry pro Sarah Fay on how to cultivate a digital team. Smart question from the audience: who are the three members I would bring to a desert island digital team? My answer: developer (always be building), storyteller (it’s vital to have a narrative, be it words and pictures), and strategist (define why are we doing what we’re doing — and what we’re NOT doing).

    At Inbound, I presented the deck below on the Rise of the Chief Digital Officer. Not clear what the future is for that curious title, but the need for a digital competency that favors integration over education will certainly endure.

    Thanks to all who attended and followed up later with great ideas and insights.

    What do L’Oreal, the Metropolitan Museum of Art, and McDonalds have in common? Like Harvard University, they all have CDOs. But what on earth does a CDO do in a world where almost everything is digital? A CDO is a means to catalyze change and to empower one person to accelerate digital capabilities across the enterprise. This session will focus on practical ways that CDOs, CMOs, and other enterprise leaders can create and innovate through digital strategy.

     

     

  • Multi-generational takes on tech

    Multi-generational takes on tech

    What will technology creation and use look like as the early adopter population ages? How can existing baby boomers — the pig in the python — contribute to and engage with the new tech economy? How can older adults keep up with younger generations in an increasingly digital, social, and mobile world?

    The Washington Post hosted a half-day summit, Booming Tech, to address these topics and more. Sacha Pfeiffer moderated a quick conversation with Zach Hamed and myself. We offered a few ideas for ways older adults can benefit as consumers and creators of technology — which both of us owned up to using far too much. Also, don’t miss P.J. O’Rourke, who closed out the day with a hilarious take on what technology gets wrong.

    Washington Post panel

     

     

  • 3 truths and a lie, career edition

    3 truths and a lie, career edition

    truths-liesI’ve titled this talk three truths and a lie, based on a game often used as an icebreaker. You share four things about yourself — three are true, and one, intuitively enough, is a lie. The goal is to guess which is which. If you ever play the game with me, watch for the one where I met my future mother-in-law after playing a darts game called cricket in a Scottish pub. In this game, I lost a round of drinks to a one-armed workman, who doubled out to victory. That was, in fact, true. Correlation is not causation, but the marriage lasted only a few minutes longer than my presentation here this evening.

    But I digress. For the purposes of this talk — which I assume is aimed at undergrads trying to make sense of the world — I’m using 3 truths and a lie as a framework. It’s a way to think about living your life once you are not surrounded by red brick Georgians and the ability to linger at brunch with your friends for hours without ever settling a check.

    Truth #1: It’s not the red pill or the blue pill.
    There are two kinds of people in this world: those who love false dichotomies, those who hate false dichotomies, and those who recognize they are utter bullshit. Be the last of these. We organize information and categorize choices into black and white, because it’s an easier way to make sense of all the things. The people who go into consulting enter this kind of world, the people who go into tech enter another. Sure there are cultures and bodies of knowledge and locations that these choices imply, but in the end, people are remarkably similar. We saw that with the internet, too, right? We had access to all the world’s knowledge, and immediately a good deal of human endeavor went to cat memes, porn, and Angry Birds, which we’ve collectively spent some 300,000 years playing.

    Cultures do differ, but the tyranny of the hoodie uniform is not entirely dissimilar from that of the three-piece suit. The VC’s Arc’tryx jacket, complete with useless apostrophe, is as much about primitive signaling as the beat cop’s uniform. So, choose your tribe wisely, but recognize that tribal behaviors are universal.

    Truth #2: Practicing unnecessary compassion will enrich you.
    “Character is what you are when no one is looking” is one of the platitudes that may have resided on a poster in your middle school gym, right next to the one with that kitten that said “Hang in there!” But here’s the thing about trite clichés: sometimes they are right.

    What they don’t tell you is character is either the millstone around your neck, or the badge you wear proudly as you reach midlife. It’s the blueprint through which you make other decisions. Nick Kristof recently wrote of the compassion gap in US culture. He had written a piece about the working poor, which included a mother of a hearing-impaired boy. In the picture, she reading to him — but appeared fat, with several tattoos. His comments stream flooded — less with concern about the boy’s plight, and more with vitriol for the woman and her choices. I’m as much about personal responsibility as the next guy, but Kristof correctly flagged the compassion gap issue. As Kristof pointed out, a professor at Princeton found that our brains at times process images of people who are poor or homeless more like things rather than people.

    What to do with this? Many of you got to Harvard by making concerted and strategic decisions not only about your coursework and athletics and extracurriculars — but also by thinking about who to thank and who to reach out to. I encourage you all to lean in toward compassion a little closer. The research backs me up here — giving to others time, money, or compassion actually leaves you with more, rather than with less. Wherever you come from, whatever challenges you face, all of you will leave here with the imprimatur of privilege. Use this privilege to show compassion.

    Truth #3: The technology we create is not a value-free medium.
    One of my favorite expressions is, “algorithms are just people’s opinions, mathematically expressed.” Anyone who’s done a Google search from a computer other than one’s own has realized that search is, understandably, not a universal experience. In the name of convenience (think: location, language), Google tries to deliver the content most relevant  to you. In the same way, the Facebook News Feed constantly tweaks its algorithm, serving up posts that may be most relevant — but may also favor the most active and engaged Facebook users. Reddit just launched a “trending subreddits” bar — with an algorithm picking what gets displayed — in order to promote growth of smaller communities. These are all examples of ways algorithms reflect their creators’ opinions, like “some people’s posts may be more interesting” or “it’s important to nurture small communities.” Few would argue these are inherently bad choices, but you are naive if you believe that such choices have no consequence.

    So as you conceive, design, develop, and launch software and hardware products, consider the impact of your intended results — and watch for the unintended consequences of your choices.

    Finally, the lie. The lie, the biggest lie of all, is that it’s too late. Women are particularly adept at telling this lie to themselves, as are those who are perennially precocious — a term that may well apply to many of you in this room. It often sounds like this:

    It’s too late for me to …

    • learn to code
    • play the French horn
    • enjoy a team sport
    • be an expert in my field
    • move to my dream city
    • find the right person for me

    “Too late” is too often a self-imposed limitation — and a cop out. Pursue a life where you bump up hard against the borders. Do some doors shut with time? Absolutely. As much as I wish Tommy Amaker would start me in a game against Yale, it seems prudent to concede those days are long gone. Or, never actually existed. But watch for “too late” as a trap you set for yourself. Ask yourself: Is it really too late, or are you intimidated/worried/lazy/risk-averse?

    All of you in this room have varying degrees of experience with CS and entrepreneurship. Your life in technology may be old hat or a new experience, but your lives as adults are just now taking shape. So, to recap, choose your tribe wisely; practice compassion; and consider the ethical ramifications of the technology you create. Finally — it’s not too late. This is your big chance to swipe right on your future — to make the most of every opportunity given to you, and to commit to life filled with creating opportunities for others. Now, go pursue it.

    This talk was given in April 2014 at the HRVD.IO event organized by HITEC – Harvard Innovation, Technology, and Entrepreneurship Collaboration

     

    Photo credit: Jason Borneman

  • The skinny on startup accelerators

    The skinny on startup accelerators

    RDV sketch
    Speakers looking pensive, only mildly upstaged by Brent Grinna’s pants

    If you have a startup that’s launched but needs to grow, how do you choose, apply to, and make the most of a tech accelerator experience? Monday’s Rough Draft Ventures Sketch brought together four accelerator alumni and professionals to demystify the accelerator process — the pain and the perks.

    Several themes emerged:

    • Accelerators are competitive, and can afford to be choosy. Have your startup pitch down cold. Make your one-minute video clear and focused on business value. Know who your CEO is, and how decisions will be made.
    • Accelerators can unlock a broad network, so if you’re lucky enough to be accepted, make the most of the resources made available to you.
    • Every member of the founding team should show they are actively learning. Share new ideas and lessons learned — even when those lessons are “we chose the wrong direction, and here’s why.”
    • Speaking of the founding team, having a strong technical co-founder matters. A lot.
    • Be serious about your startup. Applicants who are merely in love with the glamorous idea of start-up life will swiftly be weeded out via a five-year grueling process of starting a business.
    • Don’t rule out incubators. While they don’t offer investment, they provide space, enable connections to business services, and valuable introductions to mentors. And you don’t give up 6%.
    • Women apply at much lower rates than men — for example, given odds that only 20% of applicants are accepted, many women will choose not to apply. In contrast, men will apply even when their likelihood of success is roughly a snowball’s change in hell. There’s an opportunity for women to step up and stand out in the accelerator applicant pool.

    Thanks to Natalie Bartlett who ran the show for Rough Draft Ventures, and to speakers Brent Grinna, Merrill Lutsky, Karen Murphy, and Katie Rae for sharing insights and ideas — and staying late to connect with the students.

     

  • 5 lessons from Buzzfeed @ Harvard

    5 lessons from Buzzfeed @ Harvard

    Today, BuzzFeed editor-in-chief Ben Smith spoke to fellows, students, and a few curious onlookers at Harvard’s Shorenstein Center (Storify recap). Listen to the full audio above; below are my top five takeaways from the discussion:

    1. Headlines definitely matter — and if you’re writing headlines for catchy listicles, be sure to lead with the number. Headlines at BuzzFeed are a collaborative effort among writers and editors, and employ rigorous A/B testing alongside a custom analytics platform and Google Analytics to measure performance. Also, headlines sure look a lot like tweets these days.
    2. With the right headlines, clicks can be easy to elicit. For optimal social growth, publishers must entice users to share their content. With 75% of traffic referrers from social media, and the bulk of that from Facebook, BuzzFeed has succeeded in creating content compelling enough to drive social sharing.
    3. BuzzFeed’s partnership with duolingo helps address the challenge of publishing in multiple languages. Duolingo, which recently secured another $20M in series C, gives BuzzFeed a smart algorithm + human equation to scale and boost international growth.
    4. The viral web can be put to work for serious news as well as cat memes. Smith wrote a compelling piece to this effect in Foreign Policy back in April 2013. Today, Smith cited a recent interview with Shimon Peres and a gimlet-eyed profile of Donald Trump as evidence of serious journalism residing comfortably in the same viral wrapper as lighter fare.
    5. 99% of success is hiring and retaining amazing people. One example: video innovator and rockstar Ze Frank who built and staffed the BuzzFeed studio in Los Angeles. Great reporters are always hard to find, and competition for the best is getting tougher as both traditional and newly-monetized internet media compete for top talent.

     

  • Digital in the enterprise

    Digital in the enterprise

    Hewitt graphicThanks to Vala Afshar and Michael Krigsman for inviting me to participate in a CXO Talk: Conversations About Innovation in the Enterprise.

    Vala wrote up our conversation about digital transformation and teams, content strategy, and the (erstwhile?) role of a CDO over on the Huffington Post.

  • Digital reality and updated strategy

    What are the digital, social, and mobile norms today, and what’s on the horizon? A quick overview of current state and strategy:

    See more upcoming presentations on the Speaking page.

  • Morning prayers @ Memorial Church

    Morning prayers @ Memorial Church

    Back in December I gave a brief talk at the morning prayers service, a Harvard tradition since its founding in 1636 (more here). Many thanks to Jonathan Walton, the Pusey Minister of Harvard’s Memorial Church and the Plummer Professor of Christian Morals in the Faculty of Arts & Sciences for the invitation to speak at morning prayers. If you’re interested in the writer Flannery O’Connor, either this prayer journal or this biography are great places to start.


    Good morning. Today’s reading comes from the prayer journal of Flannery O’Connor:

    What I am asking for is really very ridiculous. O Lord, I am saying, at present I am a cheese, make me a mystic, immediately. But then God can do that — make mystics out of cheeses. But why should He do it for an ingrate, slothful & dirty creature like me. I can’t stay in the church to say a Thanksgiving, even, and as for preparing for Communion the night before — thoughts all elsewhere. The rosary is mere rote for me while I think of other, and usually impious, things, But I would like to be a mystic, and immediately.

    Flannery O’Connor kept a prayer journal from 1946-47, begun when she was all of 20 years old. At the time, she was attending the Iowa Writer’s Workshop, where she studied under Paul Engle in an intoxicating atmosphere of competitive creativity. O’Connor was also a daily communicant at St. Mary’s, wrestling with living out her Catholic faith in a diverse, intellectual community. Iowa was a place where Savannah-born O’Connor would have for the first time seen African Americans interacting freely with whites. She would have met GIs returned recently from Europe and Asia, come to study at the university under the GI bill. As she is exposed to new ideas and begins writing her novel Wise Blood, O’Connor documents her both base desires and fervent hopes in this prayer journal.

    Why does O’Connor speak of “cheese” and of a “mystic”. The former is easy — the journal is has several rueful references to her stomach and her appetite, and her not-always-successful governance of the latter.

    But why does she mention a mystic? Modern definitions of Catholic mysticism portray a human soul in intimate union with the Divinity. Most importantly, this extraordinary, personal union is unmerited and God-given, one that no human effort or exertion can produce. Mysticism is a kind of grace on steroids, and O’Connor remains among the most adept literary observers and proponents of grace.

    O’Connor’s prayers portray a vivid juxtaposition of her earthly foibles and aspirations with her longing for and recognition of grace. She yearns to be a published writer, and to overcome her all-too-human weaknesses. This would include her habit of saying, as she put it, “many many too many uncharitable things about people everyday…because they make me look clever.” As direct and unaffected as these prayers seem, it’s very likely that the handwritten journal was extensively edited with entire sections excised and carefully emended. These are heartfelt prayers, but prepared painstakingly for human consumption. At the same time O’Connor acknowledges her own mortal efforts are subjugated to the role of God’s hand. After finishing a strong piece of writing, O’Connor tells God that she is “nothing but the instrument of Your story, just like the typewriter was mine.”

    How does this balance of studied, human effort and entreaties for grace apply to us here today?

    Being at Harvard has a way of inspiring self-doubt in the face of so much seemingly effortless brilliance. Who among us, faced with the energy and intellectual achievement of so many in this community, does not secretly fear themselves to be a prosaic cheese surrounded by mystics? We fear we are plodding along, lurching from lecture to essay to attain mastery while others are easily communing with an intellectual higher power. I can imagine that Flannery O’Connor, steeped in an atmosphere of writers and heady, public critique, experienced the same anxiety. Her struggle is our common struggle — to see the brilliance in others and strive for same in a messy, human way, while recognizing we are but vessels for God’s grace.

    Today we celebrate the last service of morning prayers before the Christmas break. May God’s grace be with you, cheeses and mystics alike, through this season of Advent, and always.