Innovation Management In Projects

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

💎 60 UX Strategy Methods And Activities (Figma) (https://lnkd.in/eCDU-vhR), a large repository of UX methods, templates and activities for ideation sessions and product sprints, from storyboards and brainwriting to 6 thinking hats, journey mapping and concept testing. Neatly put together in one single place by fine folks at Merck. The team has also put together a very thorough overview of their UX Strategy Kit (https://lnkd.in/ek5dEYn4), broken down by categories for strategy, observation, ideation and warm-up, along with detailed video walkthroughs, examples and step-by-step guides. Frankly, most of these methods are unfamiliar to me. And by no means is the point to actually study and apply all of them. What works for you works for you. To strategize, I rely on How Might We but also think about metrics that should be moved once we implement some features or refine some user flows. For event storming and brainstorming, I tend to rely on Bono’s 6 thinking hats to align brainstorming, and (of course) journey mapping. For ideation, I love using storyboards to jump right into the user’s success story, but would also use card sorting with cut-out paper cards to understand user’s mental model. And for almost every project, I’d run concept testing with tree testing or Kano model, or low-fidelity/paper prototyping to understand if we are on the right track. Once you sprinkle a bit of critical thinking, early user testing and strategic planning across the design work, you gain confidence that you are moving in the right direction. And really that’s all you need. A few of my personal bookmarks with UX methods and activities: UX Tools For Better Thinking, by Adam Amran 👏🏽 https://untools.co/ Playbook For Universal Design (+ PDF/Powerpoint templates) https://lnkd.in/ernris4g UX Methods & Projects, by Vernon Fowler https://lnkd.in/eAHaiaSm 18F Method Cards https://methods.18f.gov/ Hyperisland UX Methods Resource Kit 👍 https://lnkd.in/eDTaci7T How To Design Better UX Workshops, by Slava Shestopalov https://lnkd.in/edxqCC-n How To Run UX Workshops With Users, by yours truly https://lnkd.in/ejm7_TsS Happy designing, everyone — I hope you’ll find these guides and resources helpful to get started. Just don’t feel like you have to try out all of them. It might be much more worthwhile to get early feedback from stakeholders and end users, even if your work isn’t really “good” enough. Good luck! #ux #design

💡✨ 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

A Great Product Manager will always consider changing any setback into an opportunity. But how to tell an opportunity from a future flop? Listen, being "Agile" did not come out of any fundamental hate of the "Waterfall" (heavily planned) way of doing things. It came from the inherent unpredictability of tech and the market. Agile is about maximizing value and finding ways to win big, bet small, and maintain a low level of risk. Thus, as a PM, you are a predator hunting for an opportunity that can easily get you to your goals, in front of competition, or simply amaze your team and company with your results. Ok, but how to find those diamonds in the rough? 1) Improve on your competitors' work Your competitors already did the heavy lifting by testing what the market responds to. Instead of reinventing the wheel, make it smoother, faster, and more appealing. Apple built entire product lines on this principle: perfecting what others started. 2) Look for abandoned, proven MVPs in your company Many teams launch pilots or MVPs that show promise but get buried under shifting priorities. As a PM, you can resurrect these half-forgotten gems and carry them across the finish line. Sometimes the best opportunities are already lying in your company’s backyard. 3) Pick up complex ideas with easily proven fundamentals Big visions often scare stakeholders, but you don’t need to tackle them all at once. Focus on proving one small, undeniable piece that validates the larger direction. A single pebble of evidence can set the whole stone rolling. 4) Look for successful patterns in similar industries Innovation doesn’t always mean starting from zero. Sometimes it’s about borrowing proven tactics from another industry and applying them to yours. Gamification, loyalty mechanics, or community building can travel surprisingly well between markets. 5) Spend time reviewing comments and feedback User reviews, support tickets, and survey responses hide more opportunities than most dashboards. AI can now crunch tens of thousands of them and show you patterns in minutes. If you’re not mining feedback for product ideas, you’re sitting on gold and ignoring it. 6) From time to time, test a wild idea Not every bet should be rational or backed by data. Occasionally, you need to test something bold and unconventional that might just click. Steve Jobs once tossed a prototype iPod into an aquarium to show it could still be smaller, as it produced bubbles of air once underwater. But all those 6 approaches only work if you are willing to take things into your hands and not be forced into delivering management-ordered features. You need to be truly agile, meaning bold and willing to take risks. Those who play by the rules likely won't win. The house always wins. You want to win. Try harder. So... Did you ever take a risk? How did it end? Tell me your story in the comments :) #productmanagement #productmanager #agile  

For all of us, time is the most valuable asset. In an organisation, where the leaders spend time signals the priorities, shapes culture and determines whether the organisation executes on what truly matters. Great time management, I have found, isn’t about squeezing more tasks into a day; it’s about aligning your time with critical outcomes and creating leverage through people, processes and decisions. Those who are good at this make the hour last longer. Why is time management key? It converts strategy to action. Your calendar is the operating system of strategy. If this calendar doesn’t reflect the company’s priorities, the organisation isn’t likely to achieve its goals. It frees time for what matters. Leaders create impact less by doing and more by enabling. Ensuring time availability for the right activities multiplies output. It improves decisions. Unrushed thinking and focused reviews improve judgement, reduce rework and prevent “urgent” fires. It is the signal for direction and culture. Teams copy leaders’ calendar management style. When the leader models deep work, prioritisation, preparation and learning, others in the team follow. What are the common obstacles? Tyranny of the urgent: Unplanned demands, whatsapp pings and what gets classified as “urgent” crowds out important work. Meeting creep: Meetings accumulate without a clear purpose or decision rights Ambiguous priorities: Undefined, unprioritized goals produce reactive calendars where everything feels equally important. Delegation gaps: Work gravitates upward when role clarity or trust is low; leaders become doers, choking bandwidth Context switching: Too much activity especially in different contexts leads to poor focus; 60 minutes of activity is then only 10 minutes of progress. Saying “yes”: Without guardrails, leaders accept more than their calendar can bear. What’s the fix? Define the focus. Translate strategy into key quarterly outcomes. If an activity doesn’t advance these, it’s a candidate to decline, delegate or delay. Design your ideal week. Time-block for people, performance, thinking and certainly for buffers Run meetings like decisions, not rituals. Ask for a pre-read with the question to be decided, options, data and recommended next steps. Start with the decision, then discussion. End with the owner, deadline and success metric. Schedule Important/Non-Urgent work first each week. Deal with urgent/important issues and define what “urgent” means with your team. Delegate for outcomes, not tasks. Reduce context switching. Batch similar work so you don’t have fragmented focus. Silence notifications during deep work. Install guardrails for what you say “yes” to Audit and iterate. Review your calendar monthly: What created impact? What can be eliminated? Your calendar tells a very important story. Read it. As someone said, "When you invest your time in what truly matters, balance follows and happiness becomes the dividend"

Navigating power imbalances and fostering psychological safety in brainstorming sessions can be a challenge for facilitators. I recall a CEO of a law firm who was hesitant to run strategy workshops due to past experiences where the Chairman's voice dominated the room, making it difficult for other partners to share their perspectives freely. I assured them that as a facilitator, my role was to ensure that everyone's voice was respected, heard, and valued. I'm happy to say it worked well. 😊 Creating a psychologically safe space is crucial. This can be achieved by setting clear expectations at the start of the session, encouraging respectful dialogue, and managing the room to bring in all voices in a way that works. Here are some ways I run an idea generation or brainstorming session. ⭐ Start by clarifying what challenge or problem we’re here to address. Do this by reframing it as a 'How Might We…’ statement - a common method used in design thinking. This approach encourages collaborative thinking and ensures everyone in the room can contribute their perspectives. ⭐ Another design thinking tool I use is Crazy 8s, a great way to generate ideas quickly (handy when workshop time is tight). It involves generating eight ideas in eight minutes, which pushes participants to think beyond their initial ideas and stretch their creative boundaries. - Give each person a blank A4 sheet. Fold it in half 3 times so you have 8 equally spaced squares. - Each person silently writes or draws one idea per square per minute. - Go around the room so each person shares their ideas. Each idea has its moment. No judgement. Most senior persons share last. - Pop them up on a wall. - Each person then selects their top 2 to 3 ideas. - Discuss the ideas and collectively build on them (encourage the use of ‘and’ and ban ‘but’). - Collectively select the ideas you want to action. ⭐ But what about those quieter voices in the room? Silent Brainstorming is a way to encourage those who prefer to work independently to have their ideas heard. - It starts with individual ideation, where everyone writes their ideas independently before the session. - These ideas are then shared in an in person or virtual session and built upon collectively in a non-judgmental environment. These are just a few methods to address power imbalances and foster psychological safety in idea generation sessions. I'm curious, what other methods do you use to ensure that all voices, not just the loudest, are heard and valued in your brainstorming sessions? Thanks to Adam Grant for sharing the Work Chronicles cartoon below. ——————————————————————————- 👉 If you're looking for an experienced facilitator for your upcoming sessions or workshops, whether defining a strategy, mapping a plan, or crafting your purpose and values, I can help. #facilitation #psychologicalsafety #creativity #inclusion

Sometimes, finding a compelling problem instantly inspires possibilities. Other times, crickets. Rather than waiting around for lightning to strike, we recommend that teams take a more proactive approach, and deliberately provoke their own imaginations. One of the most effective, powerful, and fun tools we have created for such self-provocation missions is what we call “Analogous Exploration.” Building upon the extensive research demonstrating the power of unexpected new combinations, we encourage folks to seek radically unexpected sources of inspiration to provoke their thinking. This means not only leaving the room, and not only leaving the building, but also leaving the industry and the conventional definition of “competitor set” behind. Analogous Exploration is not benchmarking. One early application of this radical tool was with a struggling Semiconductor Company whose sales organization had been refined over time to cater predominantly to its largest customers (who ordered hundreds of millions of units annually). The company’s senior leaders felt they needed to “reinvent the customer experience for smaller customers,” and asked for our help. (Story too long for LinkedIn tldr: they instituted a radical new information-sharing agreement with their largest distribution partner, which they believe is one of the largest supply chain innovations in their industry in the last 50 years.) The COO of the company jokingly confided later that they had been watching the competition closely… but the competition didn’t know how to solve their problems either! By deliberately seeking out unexpected sources of inspiration, the organization was able to jump-start revolutionary innovations that serve the smaller businesses every bit as well as they already did the large customers. Getting out of the box like this will not feel efficient. But it is effective. We have since seen Australian financial services organizations glean insights for how to establish trust with new customers from a barber shops & tattoo parlor (those are fascinating stories), Israeli tech companies learn from farmers’ markets, New Zealand fisheries take notes from prominent tea purveyors and bespoke coffee shops, and Japanese conglomerates attracting top-tier millennial talent based on insights from a rock climbing studio and a belly dancing instructor. Despite their differences, one critical commonality among each of these environments is that the teams positioned to solve the newly-defined problem lacked the requisite inputs to trigger fresh ideas. Imagination is fueled by fresh input, and yet all too often, teams are stuck in a conference room, post-it pads in hand, banging their heads against an all-too-ironically spotless whiteboard. Analogous Exploration is a tool to help folks get out of their context on purpose, with intention, to come back with the inspiration they need to fuel fresh thinking.

My team has stopped asking questions. They now wait for instructions. A leader shared this observation at last Thursday’s Melbourne Business School - Retail & Consumer Goods panel. It perfectly captured the curiosity crisis facing our industry in an uncertain operating environment. In a brilliant conversation with Adam Murphy 🌻 , moderated by Lenny Chudri, GAICD, we explored how to reignite innovation when uncertainty is our new normal. Here is what resonated most: 1. The 5-Question Rule That Changed Everything At a global FMCG giant, we were stuck. Innovation had become theatre, all talk, no breakthrough. So we tried something radical: “Curiosity Time”. Rule: For one hour every Friday, you could ONLY ask questions. No answers. No solutions. Just questions. The first session was painful. By week six? We had identified three breakthrough opportunities worth $5M. 🎯Try this tomorrow: Start your next meeting with 5 minutes of questions only. No answers allowed. 2. When Budget Cuts Forced Our Best Innovation Leading innovation at a major CPG company, I faced a 30% budget cut. Instead of scaling back, we asked: “What would we do if we had 10% of the budget?” That constraint forced us to partner with suppliers in ways we never imagined. We reduced a 12-18month innovation cycles to 3 months. The result? Our most successful launches that decade. Key insight: Every constraint hides an opportunity. 🎯 List your top 3 constraints right now. Pick one. Ask “How might this force us to be brilliant?” 3. The $8M Mistake That Taught Me Everything Years ago, I led a “perfect” innovation project. Great consumer research. Flawless execution. It failed spectacularly. Why? We had curiosity at the top but killed it everywhere else. Only 24% of employees feel curious at work, yet curiosity increases creativity by 34%. That gap is your innovation problem. At my next role: We measured “learning velocity” alongside EBIT. We celebrated fast failures publicly. We made questioning as important as delivering. 🎯 Your move: Ask your teams: “What are we pretending not to know?” Then actually listen. After commercialising 1,200+ innovations globally, from establishing industry-first research hubs, I know this: Curiosity is not a nice to have. It is your sustainable competitive advantage. Sharing this handy question. ❓If your biggest competitor had your constraints but twice your curiosity, what would they do differently? Some 📸 from an inspiring evening of #learning and #unlearning. Lenny Chudri, GAICD Adam Murphy 🌻 Innovation Gamechangers University of Melbourne Melbourne Business School #curiosity #innovation

Managers Don’t Support Innovation Unless You Align It to Strategy—Here’s How Innovation sounds exciting—until it clashes with corporate priorities. The hard truth? Most managers won’t support innovation unless it directly contributes to strategic goals. That’s why aligning innovation to strategy is a game-changer. When innovation becomes an enabler of strategic success, leaders see it as a necessity, not a distraction. In my book Breaking Innovation Barriers, I introduce 15 different ways to align innovation with strategy, from cost leadership and differentiation to digital transformation and sustainability. Each approach comes with a clear innovation assignment—one that defines what needs to happen, why it matters, and how success will be measured. For example, if a company pursues cost leadership, its innovation assignment might be: “Generate innovative ways to reduce costs by 50% in five years in a sustainable way, making us the cost leader in our niche.” If a company focuses on market development, its innovation assignment could be: “Generate new, easy-to-access markets for our current offerings to grow revenues by 15% over three years.” Seizing the Right Moment A key opportunity to align innovation with strategy? When a new CEO or corporate strategy shift happens. These moments create a natural opening for fresh, ambitious ideas that move the company in the right direction. To make this happen, I recommend running an Innovation Focus Workshop—a structured session that turns vague ambitions into a concrete innovation assignment. This approach, which I developed as part of the FORTH Innovation Method, ensures senior managers buy in by clearly defining what innovation should achieve. Your Next Step If you want management support for innovation, don’t just push for “new ideas.” Tie innovation directly to your company’s strategic objectives. That’s when leaders listen, invest, and actively champion innovation. Want to see how this works in practice? Check out the full story in Breaking Innovation Barriers. Let’s make innovation strategically unavoidable. #innovation #strategy #innovationstrategy #Breakinginnovationbarriers

You think great ideas strike like lightning. Wrong. They rain like confetti if you know how to catch them. 93% of breakthrough innovations come from collecting small ideas over time. Not from one big "aha" moment. Here's your 5-step framework to catch more ideas: 1. The Collector's Mindset • Your brain processes 6,200 thoughts daily • Most people lose 98% of their ideas • Start capturing everything 2. The Connection Protocol • New ideas = 2 old ideas colliding • Research shows diverse inputs = better outputs • Read outside your field 3. The 3x3 Method • Write 3 ideas every morning • Review them 3 days later • Keep the ones that still excite you • Studies show delayed evaluation improves quality by 40% 4. The Idea Compound • Each captured thought builds on others • Small notes become big breakthroughs • Group brainstorming increases creativity by 71% 5. The Implementation Loop • Ideas without action die • Test one small concept daily • Build fast, learn faster • Innovation requires iteration Remember: You don't need to be a genius. You just need a bigger bowl. ♻️ Share this with someone who's sitting on brilliant ideas 🔔 Follow Kabir Sehgal for frameworks that turn inspiration into innovation