Innovation In The Workplace

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

I've received a few questions on this, so thought I'd share 5 ways I'm using AI in my day-to-day at work to boost productivity, insight, and strategic clarity: Benchmarking: I use AI daily to quickly validate metrics and performance benchmarks. For instance, when reviewing email open rates, I ask ChatGPT (and other LLMs) for industry benchmarks segmented by email types, industries and content. This provides immediate clarity on performance against the rest, and I can see if we're good, great, or have work to do. This information was hard to find or non-existent before and instantly helps builld context. Thought Partner: LLMs elevate my strategic thinking. Whether analyzing competitors or drafting new strategies, I leverage AI to rapidly identify gaps, assess my thoughts against frameworks like "Seven Powers," and run game theory on them with competitive response and market players. It uplevels my thinking and leads to more comprhensive considerations. Deepening Customer Insights: By processing sales call transcripts and meeting notes through AI, I can surface customer pain points and uncover new insights, which improves my understanding of customer needs, sales blockers and messaging that otherwise would be hard to come by. Writing Partner: I use AI to power my writing process—from refining documents to constructing logical, concise, and compelling arguments. It helps draft outlines, provides examples and proof-points to reinforce my assertions, and streamlines my writing. All-in it makes my writing better and faster. Automating Daily Tasks: I use AI-powered tools daily to track competitors, monitor market trends, and check-in on things I care about. It never stops working and so I always have this information available as needed. Today, AI is integral to about half of my workday. And this is just the beginning—there's even more potential to unlock with automations such as reviewing and drafting replies for my emails, prioritizing which documents to review next, and automated meeting prep. How are you integrating AI into your workflow? I'd love to hear what's worked for you.

The pace of workplace disruption has fundamentally shifted. What historically required decades to transform entire industries is now happening within years, driven by rapid advances in AI and automation technology.   This acceleration creates a critical challenge for professionals: traditional career strategies built around deep specialization in single domains are becoming increasingly risky.   The emerging pattern I'm observing across industries: • Roles requiring repetitive, single-function tasks are being automated faster than anticipated • Organizations are prioritizing candidates who can navigate multiple functional areas • Job descriptions increasingly require hybrid skill sets that didn't exist five years ago • Career security is shifting from expertise depth to adaptability breadth   Skill stacking - the deliberate cultivation of complementary capabilities across different domains - has evolved from a career enhancement strategy to a survival necessity.   Professionals who build unique combinations of technical proficiency, analytical thinking, and human-centered skills create value propositions that are difficult to replicate through automation.   The question isn't whether your industry will be affected by this transformation, but how quickly you can position yourself ahead of these changes.   What skill combinations are you developing to remain competitive in this rapidly evolving landscape?   Sign up to my newsletter for more corporate insights and truths here: https://lnkd.in/ei_uQjju   #deepalivyas #eliterecruiter #recruiter #recruitment #jobsearch #corporate #skillstacking #futureofwork #automation #careerstrategist

There's no "right" policy when it comes to workplace flexibility. As HBS prof Prithwiraj Choudhury put it last week at Charter, "I've seen good #hybrid, bad hybrid and great hybrid." Having talked with executives at hundreds of companies about this topic, there's one factor that does drive whether you're successful or not: Are you investing in figuring out the right answers for your company, and to a path of continuous improvement? Simplistic approaches don't work, regardless of where you put them on a spectrum. There's ample evidence of the drawbacks to mandates. And as Frances Frei put it last week, "mandates are a leadership action of last resort." But individual free-for-alls also don't work. The collaboration tax faced by people whose leaders aren't trained to help them figure it out, or spaces that are no longer fit for purpose, is too high. I talked with leaders yesterday at two companies that externally appear to be at opposite ends: one is virtual-first with quarterly gatherings, the other has everyone coming in 3-4 days a week. They've both got it right, for their organizations. Here's what they, and a number of others, have in common: 🔸 Aligned talent strategy and workplace guidelines. You can't tell an organization of distributed teams to march back into separate offices. 🔸 Investments in redesigned spaces, travel for getting teams together, training and support for leaders to find the right cadences at function and team levels. 🔸 Experimenting, iterating and measuring results. Metrics against space utilization, team performance, employee engagement and turnover (hard work!) 🔸 Senior teams sitting across People, Workplace and Tech to align their efforts, run pilots and share with executives what's working, and what's not! Innovation isn't just external, it has to be internal. The needs of organizations and teams inside them are unique. The muscles you build around experimenting with new ways of working around #flexibility are the same ones you'll need to adapt to #GenAI. If you want to get the most out of your employees, engaging them in finding better solutions is a better path forward. #FutureOfWork #hybridwork #remotework #leadership

According to the 𝟐𝟎𝟐𝟒 𝐒𝐭𝐚𝐭𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐂𝐈𝐎 𝐒𝐮𝐫𝐯𝐞𝐲 by Foundry, 𝟕𝟓% of CIOs find it challenging to strike the right balance between these two critical areas. This difficulty is notably higher in sectors such as education (𝟖𝟐%) and manufacturing (𝟕𝟖%), and less so in retail (𝟓𝟒%). (Source: https://lnkd.in/ebsed9i7) 𝐖𝐡𝐲 𝐓𝐡𝐢𝐬 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 𝐄𝐱𝐢𝐬𝐭𝐬: The increasing emphasis on digital transformation and artificial intelligence (AI) is driving the need for innovation. In 2024, 28% of CIOs reported that their primary CEO-driven objective was to lead digital business initiatives, a significant increase from the previous year. This push towards innovation often competes with the imperative to maintain operational excellence, including upgrading IT and data security and enhancing IT-business collaboration. 𝐓𝐡𝐞 𝐈𝐦𝐩𝐚𝐜𝐭 𝐨𝐧 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐬: The tension between innovation and operational excellence can lead to a misallocation of resources if not managed correctly. It can result in either stifling innovation due to overemphasis on day-to-day operations or risking operational integrity by over-prioritizing disruptive technological advancements. For instance, sectors with a high focus on operational challenges, such as education and healthcare, particularly emphasize IT security and business alignment over aggressive innovation. 𝐀𝐝𝐯𝐢𝐜𝐞 𝐟𝐨𝐫 𝐂𝐈𝐎𝐬: • 𝐄𝐦𝐛𝐫𝐚𝐜𝐞 𝐚 𝐃𝐮𝐚𝐥 𝐀𝐠𝐞𝐧𝐝𝐚: Get used to it! CIOs should advocate for an IT strategy that equally prioritizes operational excellence and innovation. This involves not only leading digital transformation projects, but also ensuring that these innovations deliver tangible business outcomes without compromising the operational integrity of the organization. • 𝐒𝐭𝐫𝐞𝐧𝐠𝐭𝐡𝐞𝐧 𝐈𝐓 𝐚𝐧𝐝 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧: Strengthening the collaboration between IT and other business units remains a top priority. CIOs should work closely with business leaders to ensure that technological initiatives are well-aligned with business goals, thereby enhancing the overall strategic impact of IT. • 𝐃𝐞𝐯𝐞𝐥𝐨𝐩 𝐚 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞 𝐀𝐥𝐥𝐨𝐜𝐚𝐭𝐢𝐨𝐧 𝐌𝐨𝐝𝐞𝐥: To manage the dynamic demands of both innovation and operational tasks effectively, CIOs should adopt a flexible resource allocation model. This model would allow the IT department to shift resources quickly between innovation-driven projects and core IT functions, depending on the business priorities at any given time. ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

1 in 3 middle managers would take a pay cut for flexibility, values alignment, or a lighter load. According to LinkedIn’s recent data, middle managers are more willing than directors or individual contributors to trade compensation for sustainability. One of the reasons that deserves a discussion is that they are now caught in what I’d call the “AI squeeze”. 1. AI is automating the operational aspects of management (reporting, task delegation, workflows) 2. The expectations to deliver performance, engagement, and culture haven’t dropped. 3. Worst of all, no one is telling them where this leads. I speak in front of thousands of professionals each year about AI and the future of work. Every time, I ask my audience this same question: “How many of you have heard directly from your manager about how AI is going to change your job or reshape your career path?” Only one or two hands go up. And it’s always the CHRO. Or someone in Transformation. Everyone else is in the dark, even as their roles are already shifting. Middle managers aren’t opting out because they lack ambition. They’re opting out because they lack CLARITY. - Clarity on what AI means for their job - Clarity on how their skills need to evolve - Clarity on what advancement even looks like If you’re a leader or in HR, this is your call to action. To truly future-proof your workforce, you have to: 1. Explain how AI will augment instead of erasing the manager role 2. Rebuild mid-level career paths with transparency 2. Give managers autonomy, not just accountability Because when your managers start walking away, they’re not just leaving their jobs… they’re taking your company’s future with them. Data With Serena™️

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

In a world where most leaders focus on individual performance, collective psychological context determines what's truly possible. According to Deloitte's 2024 study, organizations with psychologically safe environments see 41% higher innovation and 38% better talent retention. Here are three ways you can leverage psychological safety for extraordinary team results: 👉 Create "failure celebration" rituals. Publicly acknowledging mistakes transforms the risk psychology of your entire team. Design structured processes that recognize learning from setbacks as a core organizational strength. 👉 Implement "idea equality" protocols. Separate concept evaluation from originator status to unleash true perspective diversity. Create discussion frameworks where every voice has equal weight, regardless of hierarchical position. 👉 Practice "curiosity responses”. Replace judgment with genuine inquiry when challenges arise. Build neural safety by responding with questions that explore understanding before concluding. Neuroscience confirms this approach works: psychologically safe environments trigger oxytocin release, enhancing trust, creativity, and collaborative problem-solving at a neurological level. Your team's exceptional performance isn't built on individual brilliance—it emerges from an environment where collective intelligence naturally flourishes. Coaching can help; let's chat. Follow Joshua Miller #workplace #performance #coachingtips

High-pressure, fast-paced work environments are like hot sauce on the brain—they keep everything on fire. While leaders might thrive on this continual state of excitement and ambition, expecting all employees to sustain this intensity is unrealistic. Such an environment can lead to: → Burnout → Disillusionment → High turnover But what if you’re on a mission to change the world or accomplish big things? How can you cultivate a culture of innovation that also supports a sustainable workforce? ⦿ Flexible Schedules: Foster innovation with flexible hours and remote work options, as demonstrated by Google. ⦿ Clear Boundaries: Limit after-hours work and communication to avoid burnout, a strategy championed by 37signals. ⦿ Promote Well-being: Invest in wellness programs and mental health resources, like those offered by Asana. ⦿ Create Innovation Labs: Set up dedicated spaces or times for experimentation and creativity, like 3M's famous 15% rule. ⦿ Encourage Regular Breaks: Implement mandatory downtime, similar to Slack's "no meetings" Fridays, to boost creativity and reduce fatigue. ⦿ Mentorship Programs: Pair employees with mentors to nurture growth and support, following the model used by Pixar Animation Studios to encourage creative collaboration. wearemotto.com

Every workplace has them: the eye rolls when "the Boomer" suggests another meeting, the sighs when "the Gen Z kid" mentions work-life balance again, the assumptions flying faster than Slack messages. But here's what we're missing, generational diversity might be our most underutilized organizational superpower. The research tells a compelling story. According to Deloitte, age-diverse teams make better decisions 87% of the time. AARP found that companies with multigenerational workforces are 1.7x more likely to be innovation leaders in their industries. This isn't feel-good rhetoric, it's measurable impact. Consider the complementary strengths: Boomers bring institutional knowledge and relationship capital built over decades. Gen X offers skeptical pragmatism and independent problem-solving from their latchkey years. Millennials contribute digital fluency and collaborative approaches shaped by growing up online. Gen Z brings fresh perspectives on sustainability, inclusion, and mental health that organizations desperately need. Yes, the friction points are real. Older generations sometimes view remote work requests as laziness rather than efficiency. Younger workers might interpret process-heavy approaches as resistance to change rather than risk management. Communication preferences clash, formal emails versus instant messages, scheduled calls versus quick video chats. But here's the truth: every generation thinks the others "don't get it." Boomers were once the disruptors challenging traditional hierarchy. Gen X was labeled cynical and uncommitted. Millennials were "entitled" until they became middle managers. Today's Gen Z "snowflakes" are tomorrow's industry leaders. The organizations winning today understand that patience isn't weakness, it's strategy. When a 25-year-old's fresh perspective meets a 55-year-old's pattern recognition, innovation happens. When digital natives teach established professionals new tools while learning the politics of organizational change, everyone grows. Bridging these gaps requires intentional effort. Reverse mentoring programs where younger employees teach technology while learning leadership. Project teams deliberately mixed across generations. Recognition that "professionalism" looks different to different cohorts, and that's okay. The most successful cultures I've seen treat generational diversity like any other form of diversity: a competitive advantage that requires investment, understanding, and genuine curiosity about different perspectives. Because when five generations work together effectively, you get something powerful: the wisdom to know what shouldn't change, the courage to transform what must, and the perspective to tell the difference. That's not just good culture, that's unstoppable culture. 🌟 AA✨ —————————————————————————— 👋🏾 Hi, I’m Abi: Founder of The Culture Partnership. Follow + 🔔. I discuss organizational culture, inclusion, leadership, social equity & justice.