A Quote by David Livermore
The better you work to find the pain point and problem facing a diversity of users, the more clearly you can DEFINE the goal when you implement the process for culturally intelligent innovation.
Related Quotes
Even an organization that doesn't do much work internationally will benefit from a culturally intelligent strategy to innovation. Working across different generations, business units, regions, and functions are all factors that can also influence the innovation process.
The most important part of aligning various expectations is to clearly describe the problem you are trying to solve and identify at least three different ways diverse users experience this problem. The more diverse your team, the better you'll be at doing this.
Over the near term there is clearly the opportunity to work with Microsoft to do to a better job of creating a more secure Windows experience for users around the world.
Tech companies like to set stretch goals, like we'll try to be the best company for women and minorities, and we have to ask, "What does that really mean?" By setting a goal like that, it makes all of us pay attention to that idea and try to innovate around it, to understand the underpinnings. One piece is being transparent, saying "Hey, we have an issue, we're open to innovation on it." It's important for innovation to prove that more diversity makes better products.
Sustainable solutions based on innovation can create a more resilient world only if that innovation is focused on the health and well-being of its inhabitants. And it is at that point - where technology and human needs intersect - that we will find meaningful innovation.
I want my testimony to stand on that point. But I would point out that Zona Research Inc. showed we have increased market share among business users, educational users, and government users over the past several months - and that's more recent than the IDC report.
Clashing expectations are what most consistently derail any team, and especially a culturally diverse team. So if you take the time to "define" the goal carefully upfront, you've addressed one of the most difficult and important parts of the innovative process.
The more diverse your team, the better you'll be at identifying what a diversity of users perceive as problems.
Normally, architects render a service. They implement what other people want. This is not what I do. I like to develop the use of the building together with the client, in a process, so that as we go along we become more intelligent.
Windows Updates have sometimes been a pain point for users. The update pop-ups can interrupt a movie or a video game, and the automatic restarts can result in lost data or confused users.
Europe has grown to 27 member states, encompassing an amazing diversity and richness. Some argue this is part of the problem: Europe is simply too big and culturally disparate to be managed properly. But look to India for an example of how social unity can be forged within a culturally, linguistically, and ethnically complex nation.
The two most important forms of diversity when it comes to innovation are visible diversity (typically skin color, age, gender, etc.) and underrepresentation (anytime someone is less than 15% of the majority group). Other forms of diversity are also relevant but these are the ones that psychologically play the most role in how someone engages with the innovative process.
The creative process is probably closest to problem solving, but it differs from it in a number of ways. In problem solving the immediate goal is a specific one ... in the creative process there is no such clear goal.
Culturally intelligent innovation begins with changing our impulse from Why can't you see it like I do? to Help me see what I might be missing!
My point is that we much decolonize our minds and re-name and re-define ourselves . . . In all respects, culturally, politically, socially, we must re-define ourselves and our lives, in our own terms.
Innovation is not a big breakthrough invention every time. Innovation is a constant thing. But if you don't have an innovative company [team], coming to work everyday to find a better way, you don't have a company[team]. You're getting ready to die on the vine. You're always looking for the next innovation, the next niche, the next product improvement, the next service improvement. But always trying to get better.
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