Corporate Innovation Best Practices

I am constantly thinking about how to foster innovation in my product organization. Building teams that are experts at execution is the easy part—when there’s a clear problem, product orgs are great at coming up with smart solutions. But it’s impossible to optimize your way into innovation. You can’t only rely on incremental improvement to keep growing. You need to come up with new problem spaces, rather than just finding better solutions to the same old problems. So, how do we come up with those new spaces? Here are a few things I’m trying at Duolingo: 1. Innovation needs a high-energy environment, and a slow process will kill a great idea. So I always ask myself: Can we remove some of the organizational barriers here? Do managers from seven different teams really need to say yes on every project? Seeking consensus across the company—rather than just keeping everyone informed—can be a major deterrent to innovation. 2. Similarly, beware of defaulting to “following up.” If product meetings are on a weekly cadence, every time you do this, you are allocating seven days to a task that might only need two. We try to avoid this and promote a sense of urgency, which is essential for innovative ideas to turn into successes. 3. Figure out the right incentive. Most product orgs reward team members whose ideas have measurable business impact, which works in most contexts. But once you’ve found product-market fit, it is often easiest to generate impact through smaller wins. So, naturally, if your org tends to only reward impact, you have effectively incentivized constant optimization of existing features instead of innovation. In the short term things will look great, but over time your product becomes stale. I try to show my teams that we value and reward bigger ideas. If someone sticks their neck out on a new concept, we should highlight that—even if it didn’t pan out. Big swings should be celebrated, even if we didn’t win, because there are valuable learnings there. 4. Look for innovative thinkers with a history of zero-to-one feature work. There are lots of amazing product managers out there, but not many focus on new problem domains. If a PM has created something new from scratch and done it well, that’s a good sign. An even better sign: if they show excitement about and gravitate toward that kind of work. If that sounds like you—if you’re a product manager who wants to think big picture and try out big ideas in a fast-paced environment with a stellar mission—we want you on our team. We’re hiring a Director of Product Management: https://lnkd.in/dQnWqmDZ #productthoughts #innovation #productmanagement #zerotoone

2024 is behind us, and what an exceptional year it was! Around this time last year, I shared four trends I predicted we’d see – from the explosive rise of GenAI to strategic tech investments and a greater focus on upskilling and reskilling. These trends, among others, have redefined how our industry approaches risk, processes claims and delivers value to customers. While we’ve made remarkable progress, the pace of change shows no signs of slowing as we enter 2025. Here are my predictions for the year ahead: ⭐ GenAI will take root as a true business enabler - 2025 will mark a turning point where the distinction becomes clear between organizations experimenting with GenAI and those fully embedding it into their operating models. Expect to see mature use cases across the value chain, from hyper-personalized customer experiences to increased automation in underwriting and claims processing. For those yet to start, there’s still time – this will be a year for scaling and refining AI strategies. ⭐ Workplace culture reimagined - The workplace will continue its evolution, driven by three forces: the integration of AI and human collaboration, the rise of purpose-driven younger leaders, and a stronger emphasis on inclusion and belonging. As AI tools augment productivity, companies will need to invest in human-centered design and ethical AI practices to build trust and engagement across their workforce. ⭐ Data analytics as the strategic compass - Data analytics will continue to solidify its role as the cornerstone of strategic decision-making. Organizations will double down on predictive and prescriptive analytics to uncover insights and anticipate customer needs. Those leading the pack will embrace real-time data ecosystems, integrating IoT, edge computing and cloud technologies to create a seamless flow of actionable intelligence. As we step into 2025, the road ahead is paved with opportunities to innovate, create impact and solve real-world problems. Here’s to a year of optimism, transformation and growth! #HappyNewYear #2025Predictions

If I had to summarize 2025 trends in one sentence for the consumer goods industry? You can’t lead the way forward with a playbook from five years ago. Let’s talk about what’s really happening  1. AI Is No Longer “Nice to Have”—It’s FMCG’s Power Move We’re not talking about chatbots anymore. We’re talking about AI that’s reshaping every function from demand planning to dynamic pricing to predictive marketing. - The Coca-Cola Company launched AI-powered vending machines that personalize offerings in real time—resulting in 25% higher engagement (source: Coca-Cola AI Vending Pilot Report). - 70% of FMCG companies will use AI to enhance CX and supply chains by 2025 (PwC, Future of Industries Report). - PepsiCo uses AI for supply chain optimization across its North American business. The Gap? Many C-level leaders don’t speak “AI”—they need translators and transformation drivers, not just marketers or ops leaders.  2. Sustainability Isn’t a Slogan Anymore—It’s a Mandate If your brand still thinks “greenwashing” will cut it—2025 is going to be rough. - Unilever’s purpose-led brands grow 69% faster than the rest of its portfolio (Unilever Sustainable Living Report) - 72% of Gen Z are willing to pay more for sustainable FMCG products (NielsenIQ Global Consumer Survey, 2024) - Regulatory pressure in the EU and U.S. (like the CSRD directive) is forcing real reporting, not just storytelling Sustainability must be embedded into P&L, not just purpose decks. I’m helping brands find CMOs and CCOs who live this, not just post about it. 3. The DTC Revolution Has Officially Gone Mainstream Brands like Poppi and MCoBeauty are proof that middlemen are optional—and digital-first, consumer-centric models win. - PepsiCo’s DTC platforms grew 90%+ in three years (BCG Report, 2024) - 30% of all FMCG revenue will come from DTC by 2025 (BCG, Consumer Sentiment & Retail 2025) - Subscription, social commerce, and creator-led discovery are changing the who, how, and why of purchase behavior.  Legacy FMCG leaders often don’t get digital commerce deeply enough to build winning DTC engines.  4. Supply Chains Must Evolve—Or Collapse. Still treating supply chain as “backend ops”? You’re already behind. - Walmart’s AI-powered inventory systems reduced waste by 20% (Walmart Supply Chain Innovation Lab) - 78% of global FMCG leaders say supply chain agility is their #1 priority (Deloitte Global Consumer Products Outlook, 2024) - Blockchain, robotics, and localized production aren’t experiments anymore—they’re the new baseline. I say this with love: Your next CEO, CCO, or CMO can’t be just “great at the job.” They need to be 5 steps ahead of where the industry is going. If you’re scaling, restructuring, or future-proofing your leadership bench in 2025, let’s talk. I help brands place executives who don’t just adapt to change—they lead it. #FMCG #ConsumerGoods #AI #Sustainability #DTC #SupplyChain #FutureOfRetail #LeadershipHiring #LaurenStiebing #LSInternational

In “The Venture Mindset”, we explore how successful companies foster innovation by prioritizing people over rigid processes. However, placing people over process does not mean that there is no process at all.     Chaos doesn't necessarily translate into innovation; moreover, it can easily destroy ideas. The design should facilitate cutting through quite a bit of the internal bureaucracy and keeping the development team small, independent, fluid, and protected from internal politics. Let's examine two examples of this principle in action: Case Study 1: Gmail at Google Google's approach to Gmail is a textbook example of the power of trusting talented individuals: 1. The project started with a single engineer, Paul Buchheit.  2. Leaders provided a vague directive: "Build some type of email or personalization product."  3. There were no strict feature lists or rigid processes.  4. Google executives supported the project and bet on its potential. Result: Gmail revolutionized email services and became one of Google's most successful products.    Case Study 2: The Happy Meal at McDonald's The Happy Meal's success shows how intrapreneurship can thrive even in traditional corporate environments: 1. Yolanda Fernández de Cofiño, a McDonald's franchisee in Guatemala, developed the concept.  2. She created a children's menu without approval from headquarters.  3. McDonald's world conventions allowed for idea exchange.  4. Executives recognized the potential and scaled the idea globally.  Result: The Happy Meal became a worldwide success and a staple of McDonald's offerings.    Here is what you can do to support the employees in your company:  1. Trust your talent: Give motivated individuals the freedom to pursue their ideas.  2. Provide resources: Offer support and necessary tools without micromanagement.  3. Create "racetracks": Design systems that allow for rapid development and testing of new ideas, with clear funding mechanisms, simple rules, guardrails, and milestones.  4. Embrace calculated risks: Be willing to bet on promising projects, even if they're unconventional.  5. Scale successes: When local innovations show promise, be ready to implement them more broadly.    How does your organization balance structure and freedom to foster innovation? Share your thoughts and experiences in the comments! #stanford #stanfordgsb #venturecapital #startups #innovation #technology #founders #venturemindset 

From my new Harvard Business Review article, here’s how to create the last of four pillars that innovative organizations need – Innovation Communities: Innovations often happen at intersections, yet many companies lack ways for innovators to connect informally and see where conversations go. This can also make innovation a lonely endeavor. It doesn’t cost much or take a lot of time to provide people with common innovation interests a means to connect and exchange ideas. At the very least, it’ll help keep them motivated. At best, it may trigger new kinds of cross-disciplinary collaborations that open up previously unseen vectors for change. Don’t be Atari, which was abandoned in frustration by an ambitious innovator: Steve Jobs.   What to do instead? Cultivate community. Take the German life sciences company, Bayer. Bayer has created an internal community of 700 innovators around the world who use common resources, join competitions against one another, and nominate local representatives to participate in an annual meeting. These connections then enable discussions about ways to cross-apply methods, business models, and other capabilities that can translate across business units. For instance, the program helped create agricultural finance options that are now offered around the world, stemming in part from an idea that originated in Bayer’s corporate finance and marketing departments in Greece. (How have you built innovation communities? Please share your approaches in the comments!)

The companies that grow the fastest scale their experimentation programs. These are the 3 keys: 1. Trustworthy experiments 2. Institutional memory 3. Data culture Let me explain each. — PILLAR 1: TRUSTWORTHY EXPERIMENTS Three challenges block trust. Here’s how to solve them: Challenge 1: Outlier Customers One enterprise client can skew data like 200 average users. Results warp. You build for the 1%, not the majority. Solution: Use stratified sampling. Balance test groups by customer size. Turn outliers into insights, not noise. Challenge 2: Novelty Effects Week 1 shows amazing results. By Week 6, you're back to baseline. This classic trap wastes months on temporary wins. Solution: Track metrics over weeks, not days. Create holdout groups to measure true impact. Don't celebrate until you see sustained value. Challenge 3: Consistency Issues Different teams get contradictory results. Trust collapses. Progress stalls. Solution: Standardize methodology across teams. Create unified playbooks. — PILLAR 2: INSTITUTIONAL MEMORY Most companies run experiments but fail to build lasting knowledge. Here are the 3 elements you need: Element 1: Batting Average View Track your success rate (industry average: 33%). Measure your average lift (typically 8%). Focus on high-probability experiments instead of random testing. Element 2: Frictionless Documentation Documentation fails when it's manual work. Automate capturing rationale, setup, and results. When documentation is automatic, it actually happens. Element 3: Cross-Team Learning Growth, marketing, product—each runs valuable experiments. Insights often die in silos. Build shared repositories. New hires gain years of wisdom instantly. — PILLAR 3: DATA CULTURE Even perfect experiments fail without the right cultural foundation. These 3 elements create that foundation: Element 1: Standardized Definitions Create a metrics dictionary everyone follows: Revenue = Monthly recurring revenue only Engagement = Sessions >2 min with 3+ page views When everyone measures the same way, results become comparable. Element 2: Truth Over Gaming Value right actions over being right. Create safe spaces for negative results. Element 3: Statistical Literacy Help teams understand error margins. Separate signal from noise. No advanced degrees required. Just enough knowledge to make good decisions. — LEARN MORE In my deepdive (free, no paywall thanks to Statsig): https://lnkd.in/etAGf7Nu — THE BOTTOM LINE The cost of not building this system? Testing the same ideas repeatedly. Forgetting what you've learned. Seeing competition pull ahead. What pillar do you need to focus on?

Want more productive workshops? Try stopping them sooner. Workshops often lock people in a room for two or three hours and expect them to do their best thinking on demand. Do we really have to hold people hostage to be productive? Lately, I’ve been using a technique I call "Echo Sessions." Instead of forcing deep work to happen in real time, we kickstart an activity, get clarity, but then stop just as people are getting into it. That pause is intentional. It’s based on the same principle as the Pomodoro technique—when you leave something unfinished while still feeling engaged, you'll find it easy to return to it later and give it space to percolate. Instead of dragging out a long workshop, I schedule an Echo Session later—often in the same day—where everyone brings their independent or small group work back for discussion, iteration, and action. Why does this work? ✅ Encourages Deep Work – People get time to think, research, or create in their own way, rather than being forced into artificial collaboration. ✅ Optimizes Meeting Time – Workshops should be for shared understanding, decision-making, and iteration—not for quiet focus time. ✅ Respects Different Work Styles – Some need time to walk and think. Others need to sketch. Some want to research or tap into AI. Echo Sessions give people time and space to work in the way that’s best for them. ✅ Creates Natural Momentum – Stopping at a high-energy moment makes people want to continue later, giving them space to create, rather than leaving them drained from a marathon session. ✅ Reduces Calendar Lockdowns – Instead of monopolizing hours at a time, work is distributed more effectively and meetings are only used when necessary. Most importantly, this approach treats participants like adults. It gives them flexibility and agency while ensuring that meetings serve a clear, valuable purpose. We don’t need long workshops. We need better workshops. Curious—how do you approach workshop fatigue? Would this work in your team?

Your company's growth is a tightrope walk between innovation and complacency. Take too few risks? You'll be forgotten. Take the wrong risks? You'll compromise your brand. Plenty of the world’s most innovative companies we work with at Motto have figured it out, and we’ve seen some patterns. They expand boldly *without* compromising who they are. How’s this possible? By aligning innovation with their core values at the foundational level. Here's what that looks like in practice ↓ ⦿ Value-driven decision making Every new initiative should be measured against your company's fundamental beliefs. If it doesn't align, it's not worth pursuing. ⦿ Create a "failure budget." Allocate resources specifically for experimental projects Reward people for trying, not just succeeding. This tells your team it's okay — wonderful, even — to take calculated risks. ⦿ Implement an innovation framework. Set clear guidelines for new ideas. Leaders should ask themselves… → What will keep our company in the leader position? → What is the impact if we play it safe? → How will this innovation align (or not align) with our values? Make sure innovations contribute positively, inside and out. ⦿ Foster cross-pollination Form diverse "skunk works" teams. Give them a specific goal and deadline. Then, watch as fresh perspectives lead to groundbreaking ideas. ⦿ Embed values through education. Your team should breathe your company's values—When they do, even their boldest ideas will align with your core identity. Innovation isn’t about recklessness— It’s about daring to fly while staying true to your roots. When you master this balance true growth happens. Motto® helps tech companies align vision with bold growth. Let's talk about your next big move. → wearemotto.com

A lot of time and money goes into corporate training—but not nearly enough comes out of it. In fact, companies spent $130 billion on training last year, yet only 25% of programs measurably improved business performance. Having run countless training workshops, I’ve seen firsthand what makes the difference. Some teams walk away energized and equipped. Others… not so much. If you’re involved in organizing training—whether for a small team or a large department—here’s how to make sure it actually works: ✅ Do your research. Talk to your team. What skills would genuinely help them day-to-day? A few interviews or a quick survey can reveal exactly where to focus. ✅ Start with a solid brief. Give your trainer as much context as possible: goals, audience, skill levels, examples of past work, what’s worked—and what hasn’t. ✅ Don’t shortchange the time. A 90-minute session might inspire, but it won’t transform. For deeper learning and hands-on practice, give it time—ideally 2+ hours or spaced chunks over a few days. ✅ Share real examples. Generic content doesn’t stick. When the trainer sees your actual slides, templates, and challenges, they can tailor the session to hit home. ✅ Choose the right group size. Smaller groups mean better interaction and more personalized support. If you want engagement, resist the temptation to pack the (virtual) room. ✅ Make it matter. Set expectations. Send reminders. And if it’s virtual, cameras on goes a long way toward focus and connection. ✅ Schedule follow-up support. Reinforcement matters. Book a post-session Q&A, office hours, or refresher so people actually use what they’ve learned. ✅ Follow up. Send a quick survey afterward to measure impact and shape the next session. One-off training rarely moves the needle—but a well-planned series can. Helping teams level up their presentation skills is what I do—structure, storytelling, design, and beyond. If that’s on your radar, I’d love to help. DM me to get the conversation started.

Reimagine Product Development: Unlock Efficiency and Drive Strategic Growth Organizations often struggle with outdated processes, misaligned investments, and underutilized talent, limiting their ability to grow and innovate. Transform your product development approach with this proven framework: 1. Product Portfolio Alignment • Challenge: Too much R&D spend tied to legacy products and “Keep the Lights On” (KTLO), leaving little for innovation. • Solution: Streamline portfolios to free up resources for high-growth products while maintaining competitiveness in core offerings. 2. Innovation Strategy and Execution • Challenge: Big investments fail without clear processes and focus. • Solution: Align customer needs with business priorities for impactful solutions and ROI-driven innovation. 3. Talent and Location Strategy • Challenge: High-cost hubs with limited digital talent hurt efficiency and scalability. • Solution: Shift to cost-effective locations with abundant talent to streamline operations and enable growth. 4. Customer-Centric Processes • Challenge: Rigid processes and lack of adaptability make it costly to meet customer needs. • Solution: Build agile, cross-functional teams and reimagine processes to prioritize customers and market demands. 5. Technology and Platform Strategy • Challenge: Outdated tech stacks limit scalability and interoperability. • Solution: Adopt modern frameworks like APIs and cloud to future-proof and accelerate product delivery. 6. Connect Product Management to Strategy • Challenge: Weak leadership and misaligned processes hinder growth. • Solution: Empower visionary product leaders, align market trends with business goals, and shift to outcome-driven strategies. The Zinnov Advantage With expertise in product transformation, talent strategy, and technology modernization, Zinnov has helped organizations achieve: • 30%+ increase in R&D efficiency through portfolio and innovation alignment. • Cost reductions and scalability via optimized talent strategies. • Faster time-to-market with agile processes and modern tech adoption. Transform inefficiencies into competitive advantages. Reimagine your product development for strategic growth. Amita Goyal Rohit Nair Karthik Padmanabhan Namita Adavi Mohammed Faraz Khan Dipanwita Ghosh Komal Shah Hani Mukhey Sagar Kulkarni Amaresh N. Saurabh Mehta