Companies love to invest in idea generation – challenges, hackathons, software platforms to collect and sort submissions.
Companies do not love the ROI of these investments because they require a lot of money and time and the ideas rarely become real and create value.
But one company is doing it right and they are loving the early results.
This morning I chatted with a graduate of the Intrapreneurship Academy that I teach in partnership with The Cable Center. It was the kind of life-affirming call that consultants rarely get to enjoy, one that is evidence that the work you do matters to both people and businesses.
During the program, he focused on solving a problem related to surfacing ideas within the organization, rather than relying on management to come up with new ideas and initiatives. As he worked through the innovation process, he found other passionate intrapreneurs and champions within his organization willing to lend their time, energy, and political clout to developing a solution.
In May, the idea generation solution went live.
A mere 6 months later:
20% of the organization submitted ideas
2 ideas, on average, were submitted by each person
60% of submitted ideas were presented to senior leadership
~20% of the ideas submitted were approved for further development
10% of ideas submitted are in the process of being launched
10% of ideas received funding and are being launched!
VCs would kill for that kind of success rate.
Ahh, but what about ROI? Launches do not equal market success. Value creation, specifically financial returns, are evidence of market success.
This was all done with $0 investment.
The team used internal resources for everything – existing software platforms and programs, design and marketing talent, and passionate staff and leaders to promote and participate in the program.
3 lessons learned on the path to success
Like all good innovators, the team prioritized moving quickly with “good enough” solutions and learning and adjusting rapidly based on feedback. Here are three of their top insights:
1. It’s all about People. People define organizations. People create ideas. People motivate and inspire other people. So, if you want to succeed, focus on people.
For example, every person who submits an idea receives personalized feedback about what worked or didn’t and how, if possible, they could make their idea more attractive to the business. Originally, this feedback was given by email because let’s be honest, it’s a lot more efficient. But people felt that the feedback was “cold” and felt discouraged and demotivated after reading it. Now, all feedback is delivered in a quick conversation that feels more personal and leaves people feeling heard and motivated
2. Build a Habit, not an Event. Early in the design process, the team spoke with a group in another region that was also creating an idea generation program. The difference was that they were designing it as an annual event (and spending hundreds of thousands of dollars to buy and implement an idea management software platform).
But people don’t have ideas just once a year. They have ideas all the time. And the business needs new ideas for revenue generation and cost savings constantly, not just once a year.
So this team designed their program to be on-going – people can submit ideas at any time for feedback, senior management meets once every 1-2 months to review and approve ideas, and teams are started (and ended) based on data, not the calendar.
3. Imperfect Action is more important than Perfect Inaction – “Frameworks are great and really helpful, but….” As my former student’s voice trailed off, I couldn’t help but laugh. He was trying so hard to be polite, after all, I’m the person who taught him the frameworks, but we both knew that the end of that sentence was, “…you need to actually do things in the real world to know what works.”
Yes, frameworks, theories, templates, best practices, are all useful AS STARTING POINTS. They reflect what has worked in the past for other companies so, while they can help you avoid common mistakes or accelerate decision-making, they’re not perfect reflections of the current reality of your company and innovation. To know what will work for your idea, in your company, in your market, in your geography, with your team, and your customers, you need to get off the page and into the real world.
The next challenge – how to scale
With such clear early success, there’s huge demand to expand the program rapidly within the region. But premature scaling is the death-knell of many innovations.
So, the question facing the team is when and how to expand?
Should they expand laterally, rolling their country’s program out to other countries in the region, or should they expand vertically, moving the program up to be managed at the regional level?
Should they seek to increase participation in their current program, or should they expand their program’s offering to include trainings and challenges?
When should all of this expansion happen? What should happen first?
The fact that these questions are being asked is a clear sign of success. While there are no obvious answers, I do not doubt that the team will find them.
In the past two days, three people in two different companies across two different industries said these exact words to me.
If Step #1 in solving a problem is admitting that you have one, then my clients should feel pretty good about making progress.
But what’s Step #2?
“Killing the project” is an obvious and fundamentally unhelpful answer. But before we get to the less obvious and helpfully actionable answer, we need to acknowledge a fact about humans
We decide with our hearts, justify with our heads, and require guts to act.
As much as we would like to believe that we, as humans, are logical and fact-driven, we’re not. If we were, we would not be swayed by brands and we would all agree on the best restaurant, music, and political candidate.
Beliefs, values, emotions, and connections (our heart) drive our behavior. We choose things that help us feel a certain way, create a certain perception, or signal our belonging to a certain group. As Clay Christensen would say, we choose things that solve emotional and social Jobs to be Done.
We then find or seek out facts and evidence that justify the decisions our hearts have made. We want to be logical and rational, to make “the best choice,” and to be able to sway people with our arguments. We use our heads to justify our hearts.
But that alone isn’t enough. We don’t do things that we know we should (flossing, eating vegetables, maintaining long-term investments in innovation). We do what we want even though we know we shouldn’t (eat a lot of sugar, drink too much, binge watch anything that starts with “Real Housewives of”).
We need motivation and courage (guts) to translate our wants and our thoughts into action. Perhaps, even more importantly, when our heads and our hearts disagree, we need guts to make the decision and act.
Because without guts, when the head and the heart disagree, the heart always wins.
That’s why you’re not good at killing projects.
Here’s a common scenario: after working for several years on a new product you get data that shows that it won’t “work.”
Perhaps it’s clinical data indicating that the product doesn’t provide the efficacy required. Or market data showing that customers aren’t willing to buy the product at the current price or buy as much of it as expected to justify the investment. Or benchmarking data that estimates that your product will be in the bottom 5% of products ever launched by your company.
Whatever it is, it’s not good and the data and logic all dictate that the project should be killed.
Instead, you deem it to be “strategic” and keep working on it.
This is because, in your heart, you believe in the project. You were part of creating it. You nurtured it from concept to concrete, guiding it through near-death experiences, and celebrating its successes. You love this project.
Your heart says “keep going,” while your head says “make it stop.”
You need guts to make the decision.
It’s hard to decide, but Step #2 makes it easier.
If the first step is knowing in your head that the project is not viable and will not meet expectations no matter what you do, the second step is finding the guts to resist your every instinct and decide in favor of your head.
To find the guts to make the call, you need to acknowledge your heart and the feelings, emotions, and beliefs that are motivating you to try just one more thing.
(If you’re a Very Serious Business Professional and are super freaked out by the last sentence, imagine that I wrote, “you need to acknowledge your cognitive biases like the sunk cost fallacy, not invented here bias, or the IKEA effect” and keep reading)
To acknowledge your heart and empower your guts, you need to say goodbye and create closure.
How to do this effectively is determined by the culture of the team and company, but here are some examples I’ve seen and been part of:
Write the project’s eulogy
Hold a funeral (traditional, New Orleans, Irish, or Viking all qualify)
Have a “Reading of the Will” in which the project bequests mementos and silly awards to team members
Create a memorial like planting a tree or, taking a cue from Ben & Jerry’s, a graveyard
Establish an award in its name and give it out every year to a person who has shown the courage to preserve and the wisdom to know when to quit
Yes, I know this sounds silly but so does having funerals for goldfish and we do that. We do it for the same reasons we struggled to kill the project – because we love it, and we will miss it.
Just as we feel very sad but know we did the right things when we flushed the goldfish, you will feel sad but know you did the right thing when you kill the project.
And while it will never be easy, it will get easier and you will get better at killing projects (just like I did after going through 23 goldfish my senior year of college).
When I was a senior in college, I took a pottery class.
One of our assignments, before learning to throw on the wheel, was to create a functional piece using slabs of clay. I designed an Alice in Wonderland-inspired vase and built something that somewhat resembled the design.
Obviously impressed by my innate talent, the instructor offered to teach me a special glazing technique that used highly toxic chemicals to create…well…I stopped listening as soon as I heard “toxic chemicals.” It was dangerous, so I was in.
The result was a rather misshapen (not Alice in Wonderland-inspired) vase that looked like it was made out of chunks of rusted metal.
I loved it!
My roommate hated it.
She declared it the ugliest thing she ever saw and forbid me from placing it anywhere in the apartment where she might have the misfortune of laying eyes on it.
To this day, she swears it’s the ugliest thing she’s ever seen.
I display it proudly on the bookshelf in my office.
It would be easy to explain our different reactions to my work of art as simply the result of different aesthetic preferences. And while there may be some truth in it, I suspect the better explanation is the IKEA Effect.
The IKEA Effect
First identified and named in 2011 by professors from Harvard Business School, Yale, and Duke, the IKEA effect is a cognitive bias in which people place a disproportionately high value on products they partially create.
Think about it. We all have that piece of furniture, art, craft project, or home improvement effort that we assembled, designed, crafted, installed, or built that we absolutely love and refuse to part with.
No one understands why we won’t let go of that broken, worn out, dust collecting, out of style, money pit but, we believe, it’s simply because they don’t understand or see what we do and that, once they do, they too will see it for the treasure it is.
The same behavior happens in innovation. Teams invest months, even years, developing, testing, and launching new products and services, and yet, when the market doesn’t respond (i.e. there’s no demand, meaningful revenue, or potential profit), the product or service continues to be offered.
This is the IKEA Effect in action.
And the result is Zombies.
IKEA Effect Zombies
As evidence mounts that the project will not achieve market success, innovation teams invest with urgency, believing that more marketing, more sales calls, and more discounts will attract the customers that are surely out there. When the increased investment doesn’t produce the desired results, resources are slowly “reallocated,” the project is “deprioritized,” and a skeleton crew is left to make it work. The project is a Zombie, the living dead incarnation of an innovation project.
Given the commonality of this behavior, you might think it would be easy to spot Zombies. You would be wrong.
While the IKEA effect is believed to contribute to both the sunk cost effect and to “not invented here” syndrome, it is a far more fundamental effect, deeply rooted in people’s emotions and identity, and likely to manifest in “logical” arguments based on carefully selected data.
This makes spotting an IKEA Effect Zombie almost as hard as killing one.
Which is why it’s important to know your Zombies:
HiPPOPs – Highest Paid Person’s Opinion Projects (HiPPOPs) are envisioned, developed, and driven by a senior executive. When data counter to the executive’s opinion surfaces, the executive finds another piece of data to support their opinion. The project lurches on for years, fed by the executive, as people throughout the organization watch it slowly rot.
Perennial Pivoter – These projects are always just one pivot away from success. Created by a team of eternal optimists, there’s no such thing as failure, there’s only learning what not to do and what to try next.
Windfall Walker – When you hear “It’s a small investment and the upside could be huge,” a Walker is not far away. Often the brainchild of a single individual, the promise of these projects is far greater than their return. But they live on because everyone silently agrees that it’s easier to live with the Zombie than kill it.
Hope Hunter – Perhaps the most dangerous and cruel of all the Zombies, these projects always offer a glimmer of hope that the hockey stick of success is just a quarter, a customer, or a PR moment away. Convinced that staying the course and investing just one more dollar, month, or customer call will bring the project back to life.
How to Deal with IKEA Effect Zombies
Just like all other adventure stories, the source of the problem is also the solution. In this case, IKEA created the effect and their stores point to the solutions.
To Kill a Zombie, Stand Your Ground.
Zombies appear when you lose focus on creating and delivering something desirable (solves a customer’s problem), feasible (can be created), and attractive (meets or exceeds key strategic and financial targets).
Because Zombies are a sign that you’re lost, you need to do the same thing you do when you get lost in IKEA – stop, pull out the map, and re-orient yourself.
Go back to your original criteria for pursuing the project. Does the project still meet the thresholds or has something, like the company’s strategy or the project’s results, changed? How does the change impact the project’s desirability, feasibility, and attractiveness? What is the right thing to do for the business based on these changes?
Try to be objective as you re-orient yourself and avoid the urge to blame others or beat yourself up. What matters most isn’t how you got here, it’s where you go from here.
To Avoid Zombies:
Focus on the Meatballs. Let’s be honest, the best part of every IKEA trip is the meatballs (and lingonberry jam) in the café after you checkout. Every distraction and double-back in the Showroom delays the gratification of eating meatballs (and lingonberry jam).
When you start an innovation project, set a clear, objective, and measurable goal at the beginning. That’s your meatball. At every project milestone, revisit the goal. Is it still a desirable goal or has something in the business fundamentally shifted, requiring the goal to change? Is it still reasonable to believe that the project will achieve that goal, or have you learned something that makes the goal improbably or even impossible?
Staying focused on the goal and objectively evaluating your odds of achieving it makes it easier to let kill a project that can’t get you to where you need to go.
Follow the Arrows. IKEA Showroom maps are often as helpful as the assembly instructions that come with their furniture. Not at all. That’s why there are arrows on the floor and signs hanging from the ceiling to guide you through the shopping experience and, ultimately, to the meatballs.
A project process with clear governance is the innovation equivalent of floor arrows and ceiling signs. Before starting an innovation project, identify the activities required, thresholds that must be met for additional resources, roles and responsibilities of team members, and decision-making criteria.
As you do the work of innovation, you’ll refine the process and governance. By your third project, it should be 80% set and by your fifth, it should be 90% set (you never want it to be 100% because innovation does need a bit of flexibility).
Creating and following a standard process and objective governance model helps to remove the emotion that drives the IKEA effect and creates Zombies.
A Zombie and IKEA Effect Free Innovation Zone
By acknowledging the Innovation Effect in your organization, identifying and killing the Zombies it creates and putting the goals, processes, and governance in place to prevent a Zombie recurrence you’re on your way to more efficient, effective, and successful innovation efforts.
I recommend celebrating with meatballs (and lingonberry jam)!
Things we know we should do because they’re good for us:
Eat 5 servings of fruits and vegetables each day
Floss twice a day
Get 10,000 steps a day
Consistently invest in innovation
Let’s be honest, the above list could also be titled, “Things we know we should do but don’t.”
Why? Why do we choose not to do things that years of research prove are good for us and for which solutions are readily available?
Because they’re inconvenient, uncomfortable, expensive, and, most of all, because we have not yet been burned by not doing them.
Experience is a better motivator of change and driver of behavior than knowledge. We don’t floss until we’ve had one (or more) painful and bloody dentist appointments. We don’t buy insurance until we have to deal with a break-in. We don’t invest in innovation until we’re desperate for revenue, profit, or growth.
The good news is that, at least when it comes to innovation, we don’t have to wait to be desperate or to get burned before we do what we know we should. We can create experiences that motivate change.
Borrow relevant experiences
Experiencing success, even if it’s vicariously, is key to getting people to do what they know they should. One way to do this is to find proof that the change is possible and do-able. To do this you need to find relevant and recent examples (i.e. not a field trip to Silicon Valley and not stories about Steve Jobs).
Find a company in your industry (or a similar one) that has successfully achieved the goal you’ve set. Tell their story to people within your organization. Set-up a conversation between a current or former member of their team and a key stakeholder in your organization. Buy their product and display it as evidence that success is possible.
Create experiences of success
Innovation takes time, especially if you’re working on something breakthrough. But people lose interest and faith quickly, especially in organizations that are judged by quarterly numbers. As a result, the worst thing you can do is to go into “stealth mode” and try to “fly under the radar” until you have a huge, earth-shattering success to announce.
Instead, spend time learning about your decision-makers’ and stakeholders’ doubts at the same time you’re learning about your customers’ problems. Then, when you prove those doubts wrong, celebrate the win…politely, and publicly.
Does your boss think Legal will never approve your idea? Work with Legal, ask them what it would take to get an approval, and when you do that and get the Yes, tell your boss. Does Finance think no one will ever pay the price for your solution? Open a “lemonade stand” to sell the product and then take Finance out for drinks, using your first dollars of revenue to pay for the first round.
Small and steady wins give people experience with success and buy you the time, resources, and support you need to achieve the earth-shattering ones.
Immerse everyone in the experience
While borrowing and creating experiences can be powerful, nothing is as convincing or compelling as actively engaging people in achieving success.
Involve innovation leaders, decision-makers, and key stakeholders in the hard work of customer discovery, solution design, and business testing. Make them listen in live to customer interviews, hand them the sharpie (or the mouse) during ideation sessions, and “hire” them to staff your “lemonade stand.”
By making people lean in, roll up their sleeves and do the work, they’ll experience how hard innovation is and why it takes longer than they think. They’ll be invested in your work and your results. They’ll feel the rush of the small successes.
Innovation is a Head, Heart, Guts endeavor
People decide what to do with their hearts, justify their decisions with their heads, but it takes guts to take action. Knowledge feeds the head, but it takes experience to have guts.
Congratulations! You’ve taken action to make innovation happen. You created an innovation team, you gave them all the Design Thinking, Lean Innovation, and Disruptive Innovation books and articles, and you left them alone to make sure that they aren’t infected by the corporate antibodies that plague those working on the day-to-day business.
But nothing is happening.
Or maybe something is happening but it’s not what you need or want.
You are frustrated.
Your team is frustrated.
This is not going well and if the team doesn’t turn things around, you’re shutting it all down. After all, you have a business that needs your attention and management and if you don’t keep your eye on that ball, there won’t be a future for the business.
I understand. I’ve been there. Lots of leaders have been there.
And you’re right, something does need to change.
YOU need to change.
As a leader in an organization, there are 3 thing YOU must do in order to have a chance at innovation success.
YOU need to do these things because only you have the organizational authority, influence, and power to make these decisions and support and defend the actions required to deliver on them. Note that I use the word “chance.” Doing these 3 things is not a guarantee of success but, I promise you, NOT doing them does guarantee failure.
Talk about what Innovation will enable, not just why it’s important
Your innovation team knows that innovation is important, they desperately want to do it, and they’re working hard on it. But they need direction and the rest of the organization needs to know why the team is doing what it’s doing and why you’re giving them the resources.
Doing this requires that you go beyond explaining why innovation is important. We all know that innovation is essential to an organization’s long-term success. We also know that we should eat 5 servings of vegetables a day and floss twice daily. Knowing that something is important isn’t the same as doing something that is important.
Instead you need to set the vision for what things will look like in the future, after the innovation has taken hold. You need to show everyone how things will be better in the future because of the changes being made today. You need to give everyone something to believe in and work towards.
Consider Tennant, maker of the small bluish-green Zamboni like machines you see cleaning floors in office buildings and airports. They were founded in 1870 as a supplier of hardwood floors and invented floor scrubbers in the 1930s. For over 120 years, they worked to fulfill their mission “to become the preeminent company in residential floor maintenance equipment, floor coatings, and related products” and they enjoyed a nice steady business as a result.
Then, in 1999, Janet Dolan was named CEO, becoming the first non-family member to run the company. As a long-time member of the Board, Ms. Dolan knew the company well and she also knew that it was facing increasing competition and price pressure. So, with the support of the Board and her executive team, a year after she took the reigns, Ms. Dolan announced a new mission for Tennant: “To bring to market sustainable cleaning innovations that empower others to create a cleaner, safer, healthier world.”
That’s a pretty big change from floor maintenance, coatings, and related products.
And way more inspiring.
So what happened?
Revenue decreased from 2000 to 2001. Then it plateaued from 2001 to 2002. So far not so good, right?
In 2002, Tennant launched 2 new products — one that cleaned floors with 70% less water and 90% less detergent but resulted in significantly lower labor costs, and a carpet cleaning scrubber that used less water and detergent but which decreased drying time from 18 hours to 30 minutes.
Neither of these innovation would have been possible under the old mission because it defined Tennant as a company that made (and sold) “floor coatings, and related products.” But both were spot-on with the new one mission, one that defined the company as an enabler of a “cleaner, safer, healthier world.”
The result? A steady upward climb in revenue from approximately $400M in 2002 to $701M in 2008
Yes, Tennant did many other things (restructuring, altering their manufacturing process and supply chain) during that time period that also contributed to their growth. But you can’t cut your way to a nearly 10% CAGR. You innovate your way there. And Tennant’s new mission made that possible.*
Quantify what Innovation must deliver
“Money talks, bullsh*t walks.”
– Some guy in my 12th grade French class (I have no idea why this was said in the context of a French class but I do remember it better than most of the French I learned).
Yes, innovation is fun. But innovation for the purpose of having fun is a hobby. You’re innovating because you need to grow your business. So treat innovation like a business and give it a target.
That target is known as the Growth Gap.
The Growth Gap is a concept which, as far as I can tell, was introduced in Robert B. Tucker’s 2002 bookDriving Growth Through Innovation: How leading firms are transforming their future and is one of the most important and simple innovation tools I’ve seen used.
In fact, you’ve probably already calculated your Growth Gap. You just do’t know it. Yet.
Start with your future revenue goal (you probably set this during your annual strategic planning process as the goal for 3–5 years from now). Now subtract your current revenue. Then, subtract the expected revenue of everything else in your pipeline. What’s left is your Growth Gap, aka the amount of revenue that innovation (i.e. stuff you don’t yet have funded or in the pipeline) needs to deliver.
NOTE: there are far more precise and complicated ways to calculate the Growth Gap but this was is quick and will get you to an answer that is more right than wrong.
Several years ago, I worked with a global athletic company that was already well known for its innovations but which was trying to become more systematic in their efforts and more diligent about investing in Breakthrough and Disruptive innovation. The team and its C-Suite sponsors knew that additional investment was required to fund Breakthrough and Disruptive innovation but senior leaders were hesitant to allocate the cash.
So we calculated the growth gap.**
At the time, the company had $25B in revenue and the stated goal of growing to $50B in revenue in 7 years. According to their strategic plan, they had line of sight to an additional $15B in net revenue (new revenue from new launches less revenue losses from declining and discontinued products) resulting in an estimated $40B revenue in 7 years. From there, the math is pretty easy $50B promised minus $40B predicted equals $10B Growth Gap.
This means that management had to believe that they could create and scale 2 new Facebooks (based on Facebook’s revenue at the time) in the next 7 years.
With the need for innovation quantified, the coffers opened and innovation investment, activity, and results sky-rocketed.
Get involved in the work
Yes, you have a lot on your plate. No, that does not give you the right to delegate innovation.
If you have set a vision for what the business looks like as a result of innovation and you’ve quantified what innovation needs to deliver for your business then your innovation team IS a business and you need to be involved
But you do have a lot on your plate.
And you’re probably already involved in innovation governance processes like sitting on an Innovation Council, reviewing learnings from innovation projects, making small investments to get to the next learning stage, asking different questions in innovation meetings than you do in your regular business review meetings, and celebrating “failures” instead of brushing them under the rug.
Good for you! (no really, I mean that).
But are you getting your hands dirty? Are you leaving the office to see innovation at work? Are you going into the market to talk to the people you want to serve?
How much of your time are you spending on innovation? If, like the executives in the above example, you expect 26% of your future revenue to come from innovation, are you spending 25% of your time with the innovation team? 10% (i.e. 4 hours per week or 2 days per month?) 2.5% (1 hour per week or a half-day a month)?
Spending time outside of meetings and inside the work of innovation can make all the difference. In one case, it made a nearly $1B+ difference
I started my career at P&G working on a product code-named DD-1.
In my first year at P&G, we launched DD-1 into test markets in Cedar Rapids, Iowa and Pittsfield, Massachusetts. And those test markets went extremely well. So well in fact, that we experienced product shortages and the emergence of a strange gray-market of DD-1 products.
At the same time, we were working with IRI to run DD-1 through a BASES test, a standard modeling exercise that sought to forecast initial and on-going revenue for new products and a standard step in the process for securing launch approval.
Since the test markets were going so well, we were confident that the BASES results would be equally strong and moved forward with putting together a launch recommendation for the new brand. We even scheduled a meeting with the CEO and COO to get their signatures on the launch approval document
Then the BASES results came back. And they were bad. Historically bad. Perhaps the worst results in the history of P&G.
But we were not deterred. We had the real-world results from our test markets and we confidently and optimistically plowed ahead.
DD-1’s leadership team presented the launch reco, including BASES results, to the CEO and COO. They explained that we did not believe that the BASES results were accurate because they used the re-purchase cycle of canned aerosol dusting sprays as an analog to the re-purchase cycle of DD-1 cloths and data from the test market (real world data! real usage data!) told a very different story. They asked for approval to launch.
The CEO said no.
The CEO believed the BASES results. BASES had always been accurate for all previous launches (keep in mind 99% of previous launches were incremental improvements to existing brands). The launch was cancelled.
Then, the COO spoke up. He believed the test market results and agreed that there was a flaw in the BASES methodology. He believed DD-1 should launch. He would take responsibility for its launch and its results.
The CEO acquiesced.
Swiffer was launched in 1999
Today, it is closing in on the coveted $1B Brand status.
Why, when presented with the same launch recommendation, did the CEO and COO make two different decisions? The COO spent a few hours one day in Cedar Rapids Iowa. He saw the test market results playing out live, he spoke to the people who drove from store to store to find refill cloths. He experienced the innovation instead of just reading about it.
So, my corporate executive friend, do not give up. Step up and lead (yes, even more than you have). Paint the picture of how innovation will shape your business’ future. Quantify what it must deliver so that you can make informed (and realistic) investment decisions. Get your hands dirty because even a few hours of working in innovation, alongside your team, can make all the difference.