Should you try Google’s famous “20% time†experiment to encourage innovation? We tried this at Duolingo years ago. It didn’t work. It wasn’t enough time for people to start meaningful projects, and very few people took advantage of it because the framework was pretty vague. I knew there had to be other ways to drive innovation at the company. So, here are 3 other initiatives we’ve tried, what we’ve learned from each, and what we're going to try next. 💡 Innovation Awards: Annual recognition for those who move the needle with boundary-pushing projects. The upside: These awards make our commitment to innovation clear, and offer a well-deserved incentive to those who have done remarkable work. The downside: It’s given to individuals, but we want to incentivize team work. What’s more, it’s not necessarily a framework for coming up with the next big thing. 💻 Hackathon: This is a good framework, and lots of companies do it. Everyone (not just engineers) can take two days to collaborate on and present anything that excites them, as long as it advances our mission or addresses a key business need. The upside: Some of our biggest features grew out of hackathon projects, from the Duolingo English Test (born at our first hackathon in 2013) to our avatar builder. The downside: Other than the time/resource constraint, projects rarely align with our current priorities. The ones that take off hit the elusive combo of right time + a problem that no other team could tackle. 💥 Special Projects: Knowing that ideal equation, we started a new program for fostering innovation, playfully dubbed DARPA (Duolingo Advanced Research Project Agency). The idea: anyone can pitch an idea at any time. If they get consensus on it and if it’s not in the purview of another team, a cross-functional group is formed to bring the project to fruition. The most creative work tends to happen when a problem is not in the clear purview of a particular team; this program creates a path for bringing these kinds of interdisciplinary ideas to life. Our Duo and Lily mascot suits (featured often on our social accounts) came from this, as did our Duo plushie and the merch store. (And if this photo doesn't show why we needed to innovate for new suits, I don't know what will!) The biggest challenge: figuring out how to transition ownership of a successful project after the strike team’s work is done. 👀 What’s next? We’re working on a program that proactively identifies big picture, unassigned problems that we haven’t figured out yet and then incentivizes people to create proposals for solving them. How that will work is still to be determined, but we know there is a lot of fertile ground for it to take root. How does your company create an environment of creativity that encourages true innovation? I'm interested to hear what's worked for you, so please feel free to share in the comments! #duolingo #innovation #hackathon #creativity #bigideas
Innovation Management In Projects
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Corporate & Commercial Counsel | Contracts, AI Governance & Risk | IESE MBA
8,320 followersOne clause cost a Stanford founder billions. In 2013, Reggie Brown’s Stanford roommates froze him out of Snapchat, the app built on his original idea for disappearing photos. He eventually forced a $157.5 million settlement, but missed out on billions as Snapchat’s valuation skyrocketed. What was the clause that decided it all? The IP clause. Here's a 2-tier strategy for protecting IP in deals where your innovation is on the line: #Tier 1: Define what you’re giving away (and what you’re not) Most IP clauses read like shopping lists where everything gets thrown in the cart. Example: "Client shall exclusively own all right, title and interest in and to all Deliverables, including all Intellectual Property Rights therein." Risk: That single sentence can include your pre-existing IP, your proprietary methodologies, your trade secrets, and even ideas you develop after the contract ends. The Snapchat parallel: Brown claimed original ownership of the core Snapchat concept, worth millions at the company's $70 million valuation. The dispute arose because there were no clear agreements about who owned what when the idea first emerged. Better approach - The IP Inventory: Before you sign anything, create four buckets: â–ªï¸Background IP: What you owned before this relationship started â–ªï¸Foreground IP: What you'll create specifically for this project â–ªï¸Derivative IP: Improvements to your existing IP using their input â–ªï¸Joint IP: True collaborative creations requiring both parties Protective language you could use: "Company retains all rights to Background IP. Client receives exclusive license to Foreground IP developed solely for this project. Derivative IP improvements revert to Company with Client receiving perpetual license for their use case." #Tier 2: Negotiate value, not just rights The smartest IP clauses acknowledge that valuable innovations deserve ongoing compensation, not just upfront payments. Traditional model: You assign IP for a flat fee. They commercialize it for billions. You get nothing more. Value-sharing model: IP assignment includes revenue participation, milestone payments, or success fees tied to commercialization. A good framework to use: â–ªï¸For low-value implementations: Flat assignment with reversion rights â–ªï¸For medium-value innovations: Assignment with 2-5% revenue sharing capped at 3x development costs â–ªï¸For breakthrough innovations: Joint venture structure or equity participation Industry-specific considerations: â–ªï¸Software: Focus on derivative work definitions and license-back provisions â–ªï¸Hardware: Emphasize manufacturing and improvement rights â–ªï¸Services: Protect methodology IP while allowing client-specific customization â–ªï¸Content: Separate creation rights from distribution rights Don’t let “standard†IP clauses sign away your future. Contracts don’t just govern today’s deliverables, they decide who owns tomorrow’s upside. #IntellectualProperty #ContractManagement #InnovationProtection
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Senior software developer & architect | Follow me If you want to enjoy life as a software developer
231,636 followers💡✨ Innovate Without a Big Budget! Embrace Simple Solutions! ✨💡 Innovation often conjures up images of cutting-edge technology, massive R&D budgets, and high-profile labs. But the truth is, some of the most impactful innovations come from simple, cost-effective ideas. Here’s why thinking simple can drive powerful change: 1. Resourcefulness Over Resources: True innovation is about making the most of what you have. Limited resources can spark creativity, pushing you to find unique solutions that might otherwise be overlooked. 2. Simplicity is Scalable: Simple ideas are often easier to implement and scale. They can be adopted quickly across different markets and demographics, making a broader impact without requiring significant investment. 3. User-Centric Solutions: Innovation should address real needs. Sometimes the most straightforward solutions are the most effective because they directly tackle the problem without unnecessary complexity. 4. Agility and Adaptability: Simple innovations can be adapted and improved upon easily, allowing for rapid iterations and responsiveness to feedback. 5. Collaboration and Inclusion: Simplicity lowers the barrier to entry, encouraging more people to contribute ideas and collaborate. This inclusive approach can lead to a more diverse and innovative environment. How to Foster Simple Innovation: ▪ Identify Core Problems: Focus on the root of the issue you want to solve. Often, the simplest solutions are the most effective. ▪ Embrace Constraints: View limitations as opportunities to think differently and innovatively. ▪ Encourage Creativity: Create an environment where everyone feels comfortable sharing their ideas, no matter how small or simple they may seem. ▪ Prototype and Iterate: Quickly build and test your ideas. Learn from failures and refine your approach. Remember, you don’t need a hefty budget to innovate. A fresh perspective, a clear understanding of the problem, and a willingness to think outside the box can lead to groundbreaking solutions. #innovation #ThinkSimple #Resourcefulness #creativity #ProblemSolving #AgileInnovation #SimplicityInDesign #CollaborativeInnovation #CostEffectiveSolutions
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Helping nonprofits & activists design otherwise | Program Design · Strategy · Research | PhD | Founder @Design for Social Impact Lab | Director of Learning @GFC | #socialimpact #philanthropy
18,672 followersIn many nonprofits, innovation often mirrors privilege. Who gets to dream up solutions? Whose ideas are embraced as “bold†or “innovative� Too often, decision-making is concentrated in leadership or external consultants, leaving grassroots, community-driven insights underutilized. This perpetuates inequity and stifles transformative potential within our own organizations. Here’s the truth: Privilege shapes perceptions of innovation: Ideas from leadership or external experts are often prioritized, while community-driven ideas are dismissed as “too risky†or “impractical.†Communities with lived experience are sidelined: Those who deeply understand systemic challenges are excluded from shaping the solutions meant to address them. The result? Nonprofits risk replicating the same inequities they aim to dismantle by ignoring the imaginative potential of those closest to the issues. When imagination is confined to decision-makers in positions of power, we limit our ability to create truly transformative solutions. As nonprofit practitioners, we can start shifting this dynamic by fostering equity within our organizations: * Redistribute decision-making power: Engage community members and frontline staff in brainstorming and strategic discussions. Elevate their voices in decision-making processes. * Value lived experience as expertise: Treat the insights of those who experience systemic challenges as central to innovation, not secondary. * Create space for experimentation: Advocate for internal processes that allow for piloting bold, community-driven ideas, even if they challenge traditional approaches. * Focus on capacity-mobilisation: Invest in staff and community partners through training, mentorship, and resources that empower them to lead imaginative projects. * Rethink impact metrics: Develop evaluation systems that prioritize community-defined success over traditional donor-centric metrics. What practices has your organization used to centre community-driven ideas? Share your insights—I’d love to learn from you! Want to hear more: https://lnkd.in/gXp76ssF
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Empowering Organizations with Enterprise Architecture | Digital Transformation | Board Leadership | Helping Architects Accelerate Their Careers
19,198 followersð—›ð—¼ð˜„ ð—˜ð—»ð˜ð—²ð—¿ð—½ð—¿ð—¶ð˜€ð—² ð—”ð—¿ð—°ð—µð—¶ð˜ð—²ð—°ð˜ð˜‚ð—¿ð—² ð—•ð—®ð—¹ð—®ð—»ð—°ð—²ð˜€ ð—¦ð—µð—¼ð—¿ð˜-ð—§ð—²ð—¿ð—º ð—¡ð—²ð—²ð—±ð˜€ & ð—Ÿð—¼ð—»ð—´-ð—§ð—²ð—¿ð—º ð—šð—¼ð—®ð—¹ð˜€ EA gets caught between the ð—¶ð—ºð—ºð—²ð—±ð—¶ð—®ð—°ð˜† ð—¼ð—³ ð—²ð˜…ð—²ð—°ð˜‚ð˜ð—¶ð—¼ð—» and the ð—¶ð—ºð—½ð—²ð—¿ð—®ð˜ð—¶ð˜ƒð—² ð—¼ð—³ ð˜€ð˜ð—¿ð—®ð˜ð—²ð—´ð˜†. Some orgs embed EA into SA roles so projects meet current demands. Others make EA a billable function, tying value to immediate deliverables. Both approaches bring risks: âž¡ When SAs wear EA hats, decisions are localized rather than strategically aligned, risking fragmented technology landscapes. âž¡ When EA is billable, there’s pressure to justify work through short-term project outcomes over enterprise-wide impact. To drive transformation, EA must be a ð˜€ð˜ð—¿ð—®ð˜ð—²ð—´ð—¶ð—° ð—³ð˜‚ð—»ð—°ð˜ð—¶ð—¼ð—», ð—»ð—¼ð˜ ð—·ð˜‚ð˜€ð˜ ð—®ð—» ð—²ð˜…ð—²ð—°ð˜‚ð˜ð—¶ð—¼ð—» ð—¹ð—®ð˜†ð—²ð—¿. Here are 3 Ways EA Balances The Short- and Long-Term: ðŸ | ð—˜ð—ºð—¯ð—²ð—± ð—˜ð—” ð—¶ð—» ð—¦ð˜ð—¿ð—®ð˜ð—²ð—´ð˜†, ð—¡ð—¼ð˜ ð——ð—²ð—¹ð—¶ð˜ƒð—²ð—¿ð˜† EA shouldn’t just validate solutions—it should shape them. ð™ƒð™¤ð™¬?  ✔ Engage EA in strategy to align roadmaps with business goals.  ✔ Ensure decisions are more than tactical—connect them to enterprise-wide outcomes.  ✔ Establish EA governance so short-term decisions don't create long-term complexity. 📊 EA works best defining the guardrails—not just reviewing outputs. 🮠| ð—•ð—®ð—¹ð—®ð—»ð—°ð—² ð—œð—»ð—»ð—¼ð˜ƒð—®ð˜ð—¶ð—¼ð—» ð—ªð—¶ð˜ð—µ ð—¦ð˜ð—®ð—¯ð—¶ð—¹ð—¶ð˜ð˜† Orgs need speed to stay competitive—but not at the cost of architectural integrity. ð™ƒð™¤ð™¬?  ✔ Iterative architecture allows for agile decision-making while maintaining long-term vision.  ✔ EA assesses the impact of emerging technologies before disrupting existing structures.  ✔ Use reference architectures and patterns to ensure scalability while allowing for flexibility. 🔄 EA helps businesses move fast—without breaking the foundation. 🯠| ð— ð—²ð—®ð˜€ð˜‚ð—¿ð—² ð—˜ð—”’𘀠ð—œð—ºð—½ð—®ð—°ð˜ ð—•ð—²ð˜†ð—¼ð—»ð—± ð—œð—ºð—ºð—²ð—±ð—¶ð—®ð˜ð—² ð——ð—²ð—¹ð—¶ð˜ƒð—²ð—¿ð—®ð—¯ð—¹ð—²ð˜€ If EA is only evaluated by project success, its strategic influence diminishes. ð™ƒð™¤ð™¬?  ✔ ð—§ð—¶ð—² ð—˜ð—” ð—ºð—²ð˜ð—¿ð—¶ð—°ð˜€ ð˜ð—¼ ð—¯ð˜‚ð˜€ð—¶ð—»ð—²ð˜€ð˜€ ð—½ð—²ð—¿ð—³ð—¼ð—¿ð—ºð—®ð—»ð—°ð—², not technical implementation.  ✔ Define KPIs that reflect cost savings, agility, and risk reduction.  ✔ Showcase EA’s role in long-term value creation, beyond project timelines. 🎯 EA’s success isn’t just about what gets built today—it’s about what remains sustainable tomorrow. ð—§ð—®ð—¸ð—²ð—®ð˜„ð—®ð˜† Enterprise Architecture isn’t a support function—ð—¶ð˜â€™ð˜€ ð—® ð˜€ð˜ð—¿ð—®ð˜ð—²ð—´ð—¶ð—° ð—²ð—»ð—®ð—¯ð—¹ð—²ð—¿. ð—ªð—µð—²ð—» ð—²ð—ºð—¯ð—²ð—±ð—±ð—²ð—± ð—¶ð—»ð˜ð—¼ ð—¯ð˜‚ð˜€ð—¶ð—»ð—²ð˜€ð˜€ ð—¹ð—²ð—®ð—±ð—²ð—¿ð˜€ð—µð—¶ð—½, ð—˜ð—” ð—²ð—»ð˜€ð˜‚ð—¿ð—²ð˜€ ð˜ð—µð—®ð˜ ð˜€ð—µð—¼ð—¿ð˜-ð˜ð—²ð—¿ð—º ð˜„ð—¶ð—»ð˜€ ð—±ð—¼ð—»â€™ð˜ ð—°ð—¼ð—ºð—² ð—®ð˜ ð˜ð—µð—² ð—°ð—¼ð˜€ð˜ ð—¼ð—³ ð—¹ð—¼ð—»ð—´-ð˜ð—²ð—¿ð—º ð˜€ð˜‚ð—°ð—°ð—²ð˜€ð˜€. _ âž• Follow Kevin Donovan, ring the bell 🔔 👠Like  |Â Â â™»ï¸ Repost _ 🚀 Join Architects' Hub! Sign up for our newsletter. Connect with a community that gets it. Improve skills, meet peers, and elevate your career! Subscribe 👉 https://lnkd.in/dgmQqfu2 #EnterpriseArchitecture #DigitalTransformation
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Strategic adviser, health & care | Innovation | Improvement | Large Scale Change. I mostly review interesting articles/resources through a change practitioner lens & reflect on comments. All views are my own.
77,238 followersI typically do not use the term “change management†(unless I’m working with a partner who wants or needs to use it). “Managing†change implies order, planning & stability; the ability to forecast, direct & deliver outcomes. Yet very few change or transformation plans deliver what they set out to deliver, in the predicted timescales. We no longer operate in a stable world where we undertake a change project and move back to equilibrium. Our environment moves faster, acts in more interconnected ways & is full of ambiguity. Change is relentless & continuous. We need to focus on building adaptive capacity & creating a collective process, not on "managing" change as a discrete, manageable task. Michael Hudson talks about shifting from “change management†to “change fitnessâ€. He sets out three core leadership practices for enabling change: 1. Continuous sensemaking: This involves incorporating five minutes of sensemaking into existing team routines, understanding what is different or changing. Over time, this practice builds "complexity capacity" & the ability to hold onto multiple, often contradictory realities without becoming overwhelmed. 2. Strategic energy management: Treating people’s energy as a finite resource that needs to be deliberately managed, like any other resource. 3. Learning from navigation, not just success: Shifting from an outcome-focus to process-focus builds the ability to prevail in situations where the path forward is unclear. https://lnkd.in/eqQQM5FF Via Forbes. Graphic from Corporate Rebels.
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Sustainability & ESG Transformation Strategist | Reporting, Governance & Organizational Integration | Professor UNAM | Advisor | TEDx Speaker
123,932 followersThe Sustainability Innovation Framework 🌎 Addressing the complexities of sustainability transformation requires a structured and innovation-driven approach. The Sustainability Innovation Framework provides a practical roadmap to align stakeholder collaboration with robust systems, ensuring measurable and impactful outcomes. Engage: Establish a clear vision by involving a diverse ecosystem of stakeholders. This includes leveraging the distinct expertise of suppliers, partners, and industry peers to identify unique opportunities for transformation. Explore: Activate the vision through innovative thinking and data-driven insights. Design thinking methodologies, stakeholder summits, and scenario analyses help unlock creative solutions and deepen engagement across the organization. Design: Transition from exploration to actionable strategies. This phase focuses on building financially viable roadmaps, quantifying risks and opportunities, and prioritizing initiatives with clear metrics to drive decision-making. Implement: Ensure long-term success through accountability frameworks, aligned resources, and structured reporting. Embedding governance systems and feedback loops facilitates continuous improvement and measurable progress. Innovation lies at the core of tackling the systemic challenges of climate change and sustainability. By integrating strategic design with technological and financial rigor, organizations can enhance their resilience while contributing to meaningful environmental and social outcomes. Source: ENGIE Impact #sustainability #sustainable #business #esg #climatechange #climateaction #innovation
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Professor of Cognitive Neuroscience, Public Speaker, Consultant
41,708 followersWhat do Albert Einstein, Paul McCartney, and Virgina Woolf have in common – besides being highly influential figures in their respective fields? All three revealed that some of their most creative ideas came to them whilst they were walking or sleeping. Ok, so what’s the brain up to this time? Why should disengaging help #creativity? In 2014, a group of researchers at Stanford measured the positive effects of mild physical activity on creativity – and found that walking boosted creativity by between 50-80%. 👉 When students took a brisk walk around the college campus or walked at a relaxed pace on an indoor treadmill facing a blank wall – their performance on a test of creativity called the “Alternate Uses Task†improved by a whopping 81%! The AUT tests “divergent thinking,†which is the ability to explore many possible solutions, including blue sky or out of the box thinking. 👉 Walking outdoors produced the most novel and highest quality analogies, indicating that walking had a very specific benefit in improving creativity. 👉 Furthermore, walking made people more talkative, resulting in roughly 50% more total ideas being produced compared to when sitting. In other words, just going for a short walk led to a massive increase in creativity. Or, in the words of the philosopher Friedrich Nietzsche, "All truly great thoughts are conceived by walking.†Sleeping on it seems to have a similar creativity-enhancing effect as physical exercise. How many times have you come back to tackle a seemingly insurmountable problem after a sleep – or even a nap – and the pieces seemed to fall right into place? Studies have found that during the phase of sleep known as Rapid Eye Movement (REM) sleep, the #brain is able to make new and novel connections between unrelated ideas, which is a key aspect of creativity. This state of sleep allows for the free association of ideas, which can lead to creative problem-solving and the generation of innovative ideas upon waking. REM sleep is thought to contribute to "incubating" creative ideas, as the brain reorganizes and consolidates memories, potentially leading to creative insights. Both physical exercise and sleep are mood-enhancers, which may contribute to enhancing creativity. Research suggests that positive moods can enhance creative thinking, making it easier for individuals to think flexibly and come up with innovative solutions. Positive emotional states often increase cognitive flexibility, broaden attention, and allow for more associations between ideas, which are key elements of creativity. Turns out, there are practical ways to spark more ‘Aha!’ moments in our lives. The next time you’re struggling to think of a solution to a problem, try taking a walk or sleeping on it – the evidence-backed cheat-codes for unlocking creativity!
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Award-winning innovation keynote speaker | Founder of the FORTH innovation method | Empowering and training the world’s innovation facilitators
310,763 followersHow Can You Keep Innovation Alive When Everyone’s Cutting Costs … Innovators are having a rough time. Budgets are shrinking. Teams are being reduced. And management’s focus has shifted from creating the future to saving the present. Yet — this is exactly when innovation is most needed. In my latest book Breaking Innovation Barriers, I share 15 strategies to win management buy-in for change. And right now, Strategy 1 — Understand Your Management’s Agenda — is the most critical. When cost-cutting dominates the boardroom, don’t fight it — align with it. Reframe your innovation as the answer to their current pain points: 💷 “Let’s start a COSTOVATION project to radically reduce costs.†📈 “Let’s run a Quick Win Innovation Programme to boost short-term revenue.†🌠“Let’s launch a Sustainability Innovation Track to save resources and reputation.†Innovation isn’t a luxury. It’s an instrument to deliver what management needs today — and what your organisation needs tomorrow (of course). Let’s keep innovation alive — not by pushing harder, but by connecting smarter. Now I am curious on which strategy you rely on to keep your innovation projects alive in tough times? #innovation #designthinking #leadership #change #managementbuyin #strategy #innovationbarriers
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Weaver & Writer | The Mycelium | Bioregional Weaving Labs | Catalysing Bioregional Regeneration | Illuminating The More Beautiful World Our Hearts Know Is Possible | LinkedIn Top Green Voice
33,574 followersTransforming How We Think About Collaboration: The 'Collaborative Innovation' Approach 🪄 🎯 ð—•ð—²ð—´ð—¶ð—» ð˜„ð—¶ð˜ð—µ ð—”ð˜‚ð—±ð—®ð—°ð—¶ð—¼ð˜‚𘀠ð—šð—¼ð—®ð—¹ð˜€ Instead of seeking lowest-common-denominator agreement, start with a powerful vision that attracts committed changemakers. 👥 ð—œð—»ð˜ð—²ð—»ð˜ð—¶ð—¼ð—»ð—®ð—¹ ð—¦ð˜†ð˜€ð˜ð—²ð—º ð—¥ð—²ð—½ð—¿ð—²ð˜€ð—²ð—»ð˜ð—®ð˜ð—¶ð—¼ð—» Rather than "open door" meetings, carefully select participants to ensure the whole system is in the room — from grassroots to grasstops. 🔄 ð—¥ð—²ð—®ð—¹-ð˜ð—¶ð—ºð—² ð—–ð—¼-ð—°ð—¿ð—²ð—®ð˜ð—¶ð—¼ð—» Move away from "develop-then-present" to working together in real-time, leveraging collective intelligence. âš¡ï¸ ð—˜ð—ºð—¯ð—¿ð—®ð—°ð—² ð—–ð—¿ð—²ð—®ð˜ð—¶ð˜ƒð—² ð—§ð—²ð—»ð˜€ð—¶ð—¼ð—» Stop pushing for false harmony and start using differences as catalysts for innovation. ✨ ð—˜ð—®ð—¿ð—¹ð˜† ð—£ð—¿ð—¼ð˜ð—¼ð˜ð˜†ð—½ð—¶ð—»ð—´ & ð—Ÿð—²ð—®ð—¿ð—»ð—¶ð—»ð—´ Build the strategy through action rather than endless planning sessions. What's powerful about this approach is how it transforms resistance and diversity into sources of innovation. It's not about getting everyone to agree — it's about weaving different perspectives into transformative interventions. Insights from Russ Gaskin, CoCreative and Ashoka's Leading Multi-stakeholder Collaborations course💡 🤔 How do you navigate the tension between inclusion and focused action in your collaborative work? #SystemicChange #Collaboration #Innovation #Leadership #CollectiveImpact