An end to end plan (for free) to build intelligent frameworks for human centric digital initiatives. Read more on http://weareinnovation.org

1. Tell
Your
Own
Story
Building an
intelligent
framework
for digital
initiatives
weareinnovation.org WAI Loop#3 Round#2 - May 2017

2. About weareinnovation.org
weareinnnovation.org is a global think l@b curating and analyzing information related to future
developments, management and strategies, to make sense of innovation and inspire intelligent
change.
Organized as a live strategic plan, it aims at analyzing trends shared on social networks among
innovation peers to outline key messages and catalyze change. The blog builds a living story of
the initiatives developed around change management, ecosystems and business models implied
by innovation, as well as specific technology trends such as Big Data and Internet of Things.
As a result, weareinnovation.org provides a 360° overview of innovation as seen from experts and
analysts for readers to share fresh views and questions in their daily business life.
weareinnovation.org

3. About the Author
With over ten years of
experience as Marketing,
Business Development and
Strategy Manager for major IT
and Consumer Electronics
companies, Johanna Camp has
developed and driven global
strategic plans for a variety of IT
products and services.
Her keen interest for
innovation has led her to take on
decisive roles in rolling out
technologies that are today being
used by millions of customers
around the globe, interconnecting
networks and applications to
d e v e l o p e n h a n c e d
communication services. From
product management to
financial analysis, she has an
in-depth understanding of
processes, business models
and market ecosystems.
After an intensive career
path in Paris, she moved in La
Châtre, Georges Sand’s
hometown, where she now
concentrates on her writing
ambitions and enjoys a happy
f a m i l y l i f e . A s
weareinnovation.org author,
she has spent the last four
years reading and analyzing
the meaning of innovation for
scientists, investors,
entrepreneurs and end-users.
In the midst of an economically
deserted French rural area, she
has managed to help local SMEs
build their innovation processes
to attract strategic customers and
investors, implementing
innovation and diversity in an
ecosystem looking for a new
breathe.
Giving a voice to innovation
is not her only passion, as she
also exercises part of her
creativity writing songs as lead
vocals for her own music band,
actively participating to local
social life and cultural diversity.
With a Master’s Degree in
Management from Grenoble
Ecole de Management,
Johanna is dedicating her time
and energy sharing a
meaningful life, using
innovation as a tool to open
her ideas and thoughts to the
world. Johanna is 33 years old,
mother of a young daughter and
married to an inspiring design
manager, a keen English and
French literature reader, playing
piano when she is not typing on
her keyboard.
weareinnovation.org

4. Introduction
At the end Loop#3, Round#1, current management and
expert discussion on innovation drove to question
potential limits to the digital economy. From a social,
legal and environment viewpoint, the business model
and ideation process disruption led by connected
technologies highlight needs to better understand
the value and remit of digital tools.
How can smart change makers define a framework for
digital technologies which respects human, cultural and
sustainable constraints to solve systemic challenges?
The on-going analysis driven on the blog has
assessed a series of social, legal and environmental
initiatives, gathering precious ideas and
recommendations to make human sense of the
digital economy. The customer requirements for the
following plan can be found in: « How Social Innovation
Shapes New Models », « Privacy, Sharing 2.0 and
synergies that could save more than money », and
« InnoMetrics: The Environment under state of
emergency ».
Based on these three collections of ideas, this
operational plan uses « Human centricity and systemic
innovation » management tools to define an intelligent
scope for the digital economy through « The Diversity
Scope ». To complement those findings with operational
thinking on the digital economy, I have selected three
expert comments: « The human questions behind AI
business models », « Does innovation have borders ?»
and « Emerging digital strategies ».
Finally, the plan tracks and identifies an intelligent
framework for digital tools through the human values,
thinking framework and action plan for smart change
makers defined through our initial « Tell Your Own
Stories »: « How can you build human values for
innovation? », and « How can you become the next
exponential catalyst? ».
The result combines a set of guidelines to build user
centric digital solutions that enhance human
creativity and problem solving skills with
technological connectivity.
weareinnovation.org

5. Author’s comment
The risks and skills associated to the digital era may
scare small organizations to use globally connected
communication platforms. Recent security concerns
and sharing economy discussions have highlighted
potential threats that even major companies are still
learning to cope with. Developing their own social
and strategic connections, smaller businesses
and associations may tend to favor human,
offline ways of sharing information targeting
local, non-digital savvy customers and users.
Disrupted organizations and businesses potentially
have had to replace appetite for growth by a
necessity to survive under high economic pressure,
restricting innovation and change potentials in
places where it remains critically needed. This is
rapidly becoming a source of lack of engagement
within teams with little capacity (e.g. budget, skills or
time) to develop or adapt to processes that would
increase their operational efficiency. Intelligent
models can be defined though, respecting the
human, social and cultural requirements that are
specific to expert and knowledge communities.
They can help improve communication and
information flows within teams and partnerships
without invading social and natural ecosystems.
Time consumption, irrelevance in a biodiversity or
human driven context, costs and infrastructure are
some of the key constraints to consider when
addressing specific, local players. They have a key
role to maintain the overall economic and social
system. A long tail of small organizations with
specific needs and requirements are looking to
fully benefit from meaningful, humanly and
environmentally respectful innovations, including
digital solutions.
Tiny, local retailers are limitedly addressed by
complex, global and rapidly evolving platforms.
Flexible and naturally agile organizations such as
small citizen associations require a pragmatic and
sustainable approach. They seek to enhance the
connections and networks they have built to
succeed, maintaining them intelligently so they
can grow specific value from their expertise and
partnerships.
weareinnovation.org

6. Scoping the digital economy
environment
weareinnovation.org

7. Management view
As societies, economies and policies struggle to define models and
strategies that efficiently answer challenges faced on a global basis,
social innovation led in limited yet impactful initiatives showcase the
talents and skills needed to drive intelligent change.
By outlining the shortcomings and opportunities identified in our current
business, economic and social models, experts call on organizations to be
inspired by social innovation and replicate attitudes that can lead to
measurable benefits for all.
As key players, companies and businesses partner and initiate new programs
as a way to better include social impact in their objectives. They are yet to be
supported by a political willingness to drastically invest in social changes.
weareinnovation.org https://weareinnovation.org/2015/11/18/how-social-knowledge-shapes-new-models

8. Operational view
Although AI brings a strong appetite to market, the dependencies surrounding
the delivery of adequate services and solutions seem to outweigh the
business model maturity.
With an on-going debate on long term value add of such services with regards
to the economic changes AI may generate, and questions on human place in
technology, experts and analysts provide a dynamic market overview of
automation, machine learning and neural network researches, with the
Internet of Things and Big Data as key enabler for future AI services.
weareinnovation.org https://weareinnovation.org/2015/09/04/the-human-questions-behind-ai-business-models/

9. Experts view
Individuals are being given the ability to learn, to know and to share
more.
By developing their inner and outer diversity and skills, they can
enrich the level and variety of information they compute to make
their own decision while aligning stories with their personal beliefs.
They contribute both to their communities and their ecosystems.
The capability of developing vertical and horizontal diversity to
optimize inner and outer diversity in organizations and project
teams is a critical component to make innovation smarter,
systemic.
weareinnovation.org https://gumroad.com/l/rppH

10. Scoping the environment
This set of information leads to showcase
the efforts driven to build a project, which
includes contacting sponsors and
customers, directing and engaging
business conversations that benefit in
both ways.
It also helps to build experience by
favoring a human approach to project
management and objective settings.
Last but not least, it introduces the team
with a specific expertise while orienting
presentation and setting expectations on
the work to be delivered.
https://gumroad.com/l/rppH

11. Valuing social experience
Showcase
efforts to
contact internal
and external
sponsors
« a new approach,
including better
planning »
Social Innovation
Legal 2.0
Climate emergency
Human questions
« identifying barrier to
future growth »
« checking veracity of
green claim »
« raising awareness
on critical areas that
could harm »
Customer
democracy
Change
Define and lead change from scratch
through engaging missions
Digital as a
knowledge
continuity to human
expertise (vs.
replacement)
Digital as a
tool to create
transparency
(vs.
inequality)
Digital as a
tool to engage
(vs. to sell)
Human values
Thinking Framework
Action Plan
LEARN
Constant thinking
and knowledge
sharing
Framing ideas within
knowledge
communities
weareinnovation.org

12. Driving stakeholder engagement
Engage
business
conversations
that benefit in
both ways
« weak political
willingness »
Social Innovation
Legal 2.0
Climate emergency
Human questions
« contrast with cities »
« leaders need to
show their
commitment »
« need to rethink
models and prepare
for a cross sector
revolution »
Change as
a culture
Innovation
Develop a unique innovation value from
open conversations
Digital as a
knowledge
connector (vs.
expansion)
Digital as a
tool to learn
from other
cultures (vs.
echo
chamber)
Digital as an open
communication
platform (vs.
channel)
Human values
Thinking Framework
Action Plan
CREATE
Open
conversations to
refine sense and
purpose
Multiply reading angles
to better scope
complexity
weareinnovation.org

13. Technology meaningfulness
Build human
experience
and
objectives
« Building
communities »
Social Innovation
Legal 2.0
Climate emergency
Human questions
« Hitting nerves of
conversations »
« People back at
heart »
« Polarized
conversations »
User as a
coach
Care
Craft a roadmap to transparency
and open information
Digital as an
emotional
connector (vs.
driver)
Digital as a
user-centric
experience
(vs.
commercial
centric)
Digital as an open
initiative enabler
(vs. advertiser)
Human values
Thinking Framework
Action Plan
DEVELOP
Define, review
and adapt stories
with customers
Define, review and adapt
stories within
communities
weareinnovation.org

14. Diverse expertise
Introduce
expertise and
set
expectations
« in search of new
models »
Social Innovation
Legal 2.0
Climate emergency
Human questions
« proactively go
ahead of regulators »
« starting to show
repercussions »
« other digital components
will need to
generate substantial
benefits »
Global
learning
communities
Happines
Develop a shared added value through and for
your ecosystem
Digital as tool
to share
expertise (vs.
to showcase)
Digital as a
learning
platform (vs.
information
platform)
Digital as a way to assess
multiple results with
identified biased (vs. siloed
approach)
Human values
Thinking Framework
Action Plan
SH
A
RE
Re-creating
processes
around
customer
knowledge
Breaking knowledge
silos for higher
efficiency
weareinnovation.org

15. Continuity to
human
expertise (vs.
replacement)
Create
equality (vs.
inequality)
Engage (vs. to
exploit)
Seeking mutual
knowledge
enhancement
Connecting to new
cultures
Knowledge
connector (vs.
expansion)
Learn from
other cultures
(vs. echo
chamber)
Open
communication
platform (vs.
channel)
Enabling human
success stories
emotional
connector (vs.
driver)
user-centric
experience
(vs.
commercial
centric)
open initiative
enabler (vs.
advertiser)
Developing unique
information
expertise
share
expertise (vs.
to showcase)
learning
platform (vs.
information
platform)
multiple results with
identified bias (vs. siloed
approach)
weareinnovation.org

16. Optimizing human and
technological synergies
weareinnovation.org

17. Management view
As they question the “green promises” of new business models, experts
and analysts list the more or less successful initiatives that show a
tangible willingness to drive environmental friendly policies and
strategies.
By doing so, they also remind the lack of political actions to follow such
discourses for change. In the meantime, renewable energies can now
showcase pragmatic and positive results to inspire a global turn in this battle
to lower the impact of climate change.
Time is now counted for such changes to happen, and the amount of pollution
generated so far shows how difficult the task remains for both developed and
developing countries.
weareinnovation.org https://weareinnovation.org/2016/01/24/innometrics-the-environment-under-state-of-emergency/

18. Operational view
While questioning the social, political and economic drivers that could
help assemble smart ideas from differences and synergies, experts
highlight a necessity to rethink our priorities, and among them, the
collaborative direction which should support our common sense of
shared meaningfulness.
There is no question about the digital turn our innovation developments are
taking. In this highly pressured environment, change makers would be
inspired to concentrate on one key question: do we fully understand the limits
of our innovation capabilities , and if so, how can we innovate beyond those
borders to make the most of the “exponential everything” ahead of us?
weareinnovation.org https://weareinnovation.org/2017/02/14/does-innovation-have-borders/

19. Experts view
Creativity and idea generation are not only supported by social, economic and
technological drivers: in this connected and information rich era, is it also
demanded by customers that are aware of the level of customer satisfaction
they are allowed to require.
As competences and information will cross barriers and job description to
gradually create diverse communities of knowledge and skills addressing
common issues, entrepreneurs and employees will need to develop
diversity skills to understand where they fit in the new economy and
what their individual and group value they can deliver.
weareinnovation.org
https://gumroad.com/l/rppH

20. Optimizing existing synergies
This information enables project leaders
to highlight benefits extending expected
revenues and gross margin.
It positions projects as enablers of internal
and external improvements by closely
linking ideas and trends in a systemic
analysis. Such plans anticipate change.
Because they are given a purpose
combining values with commercial,
strategic and organizational objectives,
most realistic dreams heighten impact
in the eyes of business stakeholders
and decision-makers.
https://gumroad.com/l/rppH

21. Driving breakthroughs
Highlight
non
commercial
benefits
« renew our skills and
learn to better adapt »
Social Innovation
Legal 2.0
Climate emergency
Emerging
strategies
« Identified and
validated benefits for
all stakeholders »
« lack of political
aggressiveness »
« risks of reducing
diversity to statistics and
political tag lines »
Digital to share
human values (vs.
commercial values)
Digital to
inspire new
emotions (vs.
to echo
existing
emotions)
Digital to create
through iterations
(vs. through linear
models)
Storytelling
experience
Innovation
Develop a unique innovation value from
open conversations
Human values
Thinking Framework
Action Plan
CELEBRATE
Re-assess
known answers and
definitions to update
common languages
Build multi-
dimensional views of
change
weareinnovation.org

22. Data-informed decision making
Link ideas
and trends in
systemic
analyses
« dependent on
change policies »
Social Innovation
Legal 2.0
Climate emergency
Innovation
borders?
« discuss the
reforms »
« translate that
willingness »
shaping a more
diverse workforce and
society
Digital to link diverse
ideas (vs. similar
ideas)
Digital to open
conversations
(vs. to direct
conversations)
Digital to create synergies
between actions (vs. to
optimize costs and
benefits)
Customer
democracy
Change
Define and lead change from scratch
through engaging missions
Human values
Thinking Framework
Action Plan
weareinnovation.org
CREATE
Open
conversations to
refine sense and
purpose
Multiply reading angles
to better scope
complexity

23. Critical human values
Bind values to
commercial,
strategic and
organizational
objectives
« evolve in complex
matrixes »
« reinforcing
consumer
confidence »
« world wide people
led movement »
« need to better coordinate
innovation from people, by
people and to people »
Care
Craft a roadmap to transparency
and open information
Digital to read from
user to strategy
(vs. the other way
around)
Digital to
practice
social
listening (vs.
social talking)
Digital to open knowledge
(vs. to protect knowledge)
Social
debate
Human values
Thinking Framework
Action Plan
weareinnovation.org
Social Innovation
Legal 2.0
Climate emergency
Innovation
borders?
SH
A
RE
Re-creating
processes
around
customer
knowledge
Breaking knowledge
silos for higher
efficiency

24. Global thinking
Enable
internal and
external
improvements
« contribute to saving
lives »
« efforts to drive
relations prove
difficult »
« global industrial players
remain an economic and
political hurdle »
« lack of critical
thinking and logical
reasoning »
Happines
Develop a shared added value through and for
your ecosystem
Digital to develop
thinking and reasoning
(vs. to replace)
Digital to
share best
practices (vs.
to seek
recognition)
Digital to reason at the
ecosystem level (vs. at the
individual level)
Global
learning
communities
Human values
Thinking Framework
Action Plan
weareinnovation.org
DEVELOP
Define, review
and adapt stories
with customers
Define, review and adapt
stories within
communities
Social Innovation
Legal 2.0
Climate emergency
Innovation
borders?

25. Opening creative
conversations
Seeking creative
solutions
Understanding
customer context
Seeking
collaborative
expertise
development
share human
values (vs.
commercial
values)
inspire new
emotions (vs.
to echo
existing
emotions)
create through
iterations (vs.
through linear
models)
link diverse
ideas (vs.
similar ideas)
open
conversations
(vs. to direct
conversations)
synergies between
actions (vs. optimized
costs)
from user to
strategy (vs.
the other way
around)
social
listening (vs.
social talking)
open knowledge (vs. to
protect knowledge)
develop
thinking and
reasoning (vs.
to replace)
share best
practices (vs.
to seek
recognition)
reason at the ecosystem
level (vs. at the individual
level)
weareinnovation.org

26. Systemic impact of digital tools

27. Management view
The Internet has thrown us in an virtual environment of virtual freedom,
opinion variety and sometimes conflicts. Information and data that can be
used either for good or bad purposes. It leaves us with the responsibility of
judgement, which is a great, if not the most important one.
How do we, as one global community interacting on one global platform,
draw the line between good and bad, that is sharing freely and
protecting our freedom of privacy?
weareinnovation.org
https://weareinnovation.org/2014/10/16/privacy-sharing-2-0-and-synergies-that-save-more-than-money/

28. Operational view
While a vast majority of analysts and experts agree on the growth
opportunities brought by the digital era, it seems undeniable on the
operational side that remaining hurdles restrain companies from
achieving the full potential of newly developed tools and approaches to
market.
The level of information and connectivity implied by the digital economy is
generating a need to better collaborate with new partners while developing
new skills and organizations able to adapt to change. With all those
challenges in mind, companies and society are jointly defining new ways of
thinking business that give birth to “augmented innovation”.
weareinnovation.org https://weareinnovation.org/2016/01/16/emerging-digital-strategies/

29. Experts view
Diversity tends to be envisaged as a regulatory compliance in current talks
and analysis when it should be considered as a core competence for change.
While it clearly drives business, organizational, economic and social benefits,
it is first and foremost a natural and common human tool to generate ideas
and solutions that not only helps a community and projects, but also
participates to develop individuals and teams that support shared purpose and
values.
As such, diversity is a critical competence that any change agent and
knowledge transmitter within communities, teams and organization
should develop to make sure they connect their competencies to the
rightly scoped issue.
weareinnovation.org
https://gumroad.com/l/rppH

30. Assessing systemic impact
By adding further project details in this last part,
this informations enables the audience to better
understand the drivers and reasons behind
investments, which will facilitate their decision-
making.
This closing part adds a technical dimension
that shows that all possible other solutions
have been explored and only this one fits the
customer, systemic and organizational
challenge faced.
Those different levels of diversity into a single
story enables to showcase benefits that
specifically drives the project but also spread
within the organization internally as well as
externally through its network and partners.
Eventually, those projects have the ability to
optimize the ecosystem built around the
company, from customers to suppliers.
weareinnovation.org
https://gumroad.com/l/rppH

31. Address the wider society
Highlight
drivers and
core reasons
to facilitate
decision-
making
« changes that need to occur
in the economic sphere
where social innovation could
contribute »
Digital Strategies
« Protecting general
public, employees and
employers »
« favor renewable
power »
« transform towards
smarter strategy
thinking and
execution »
Digital to break
knowledge silos (vs.
to build silos)
Digital to
work toward
systemic
goals (vs.
individual
objectives)
Digital to reach
systemic impact (vs.
market impact)
Change as
a culture
Change
Define and lead change from scratch
through engaging missions
Human values
Thinking Framework
Action Plan
Social Innovation
Legal 2.0
Climate emergency
SH
A
RE
Re-creating
processes
around
customer
knowledge
Breaking knowledge
silos for higher
efficiency
weareinnovation.org

32. Culturally adaptive tools
Show how
benefits
spread
internally and
externally
« Engage talent for
purpose »
« blurring limits of
legal and economic
difficulties »
« divesting in polluting
assets »
« working closer to
customer »
Digital to describe
reality (vs. to re-
create)
Digital to
learn from
others (vs.
from like
minded peers)
Digital to deliver
systemic value
(vs. business
value)
User as a
coach
Happiness
Develop a shared added value through and for
your ecosystem
Human values
Thinking Framework
Action Plan
Digital StrategiesSocial Innovation
Legal 2.0
Climate emergency
DEVELOP
Define, review
and adapt stories
with customers
Define, review and adapt
stories within
communities
weareinnovation.org

33. Realistic approach to success
Show all other
technical
solutions
were explored
« Expertise for
change »
« Building trust and
more transparency »
« Protecting planet
and resources as core
priority »
« Hard time defining
framework and
priorities for digital
growth »
Digital to build
common languages
(vs. to split
discussions)
Digital to
work on
engaging
goals (vs.
commercial
goals)
Digital to accelerate results
(vs. to grow revenues)
Global
learning
communities
Change
Define and lead change from scratch
through engaging missions
Human values
Thinking Framework
Action Plan
weareinnovation.org
CREATE
Open
conversations to
refine sense and
purpose
Multiply reading angles
to better scope
complexity
Digital StrategiesSocial Innovation
Legal 2.0
Climate emergency

34. Search for evidence
Define
benefits for
internal and
external
ecosystems
« Combining expertise
through partnerships »
« Borderless activities
and globalized
actions »
« Change is too slow
and quiet »
« Digital turn already
affecting business and
development models »
Digital to inspire new
business models (vs.
to disrupt them)
Digital to
combine
expertise (vs.
to advertise
them)
Digital to share open
information (vs. to increase
information ownership)
Customer
democracy
Care
Craft a roadmap to transparency
and open information
Human values
Thinking Framework
Action Plan
weareinnovation.org
Digital StrategiesSocial Innovation
Legal 2.0
Climate emergency
DEVELOP
Define, review
and adapt stories
with customers
Define, review and adapt
stories within
communities

35. Focus on essentials
Demonstrate
how solution
fits customer,
business, and
systemic
requirements
« Requires political
willingness »
« Universal set of
principles »
« Growing awareness
of human impact »
« Shaping framework
for systemic benefits »
Digital to define
project specific
requirements (vs.
global requirements)
Digital to
learn from
details (vs.
global views)
Digital to combine specific expertise
for optimized results (vs. best
expertise for business results)
Storytelling
experience
Innovation
Develop a unique innovation value from
open conversations
Human values
Thinking Framework
Action Plan
weareinnovation.org
Digital StrategiesSocial Innovation
Legal 2.0
Climate emergency
LEARN
Constant thinking
and knowledge
sharing
Framing ideas within
knowledge
communities

36. Driving change
within ecosystems
Developing
customer knowledge
Focusing on
meaningful projects
and results
Optimizing results
Defining the right
expertise for the
right need
break
knowledge
silos (vs. to
build silos)
systemic
goals (vs.
individual
objectives)
reach systemic impact
(vs. market impact)
describe
reality (vs. to
re-create)
learn from
others (vs.
from like
minded peers)
systemic value
(vs. business
value)
build common
languages
(vs. split
discussions)
engaging
goals (vs.
commercial
goals)
accelerate results (vs. to
grow revenues)
inspire new
business
models (vs. to
disrupt them)
combine
expertise (vs.
to advertise
them)
open information (vs. to
increased ownership)
specific
requirements
(vs. global
requirements)
learn from
details (vs.
global views)
specific
expertise (vs.
best expertise)
weareinnovation.org

37. Unique and
systemic value
to solve global
challenges
Interactive
creativity and
customer
centricity
Human links
between expert
solutions and
expert customers
weareinnovation.org
Opening creative
conversations
Understanding
customer context
Seeking creative
solutions
Seeking collaborative
expertise development
Connecting to
new cultures
Enabling human
success stories
Seeking mutual
knowledge enhancement
Developing unique
information expertise
Intelligent framework for digital initiatives
Driving change within
ecosystems
Developing customer
knowledge
Focusing on
meaningfulness
Optimizing results
The right expertise
for the right need

38. Further reading and understanding
Please do read more:
« How Social Innovation Shapes New
Models», WAI November 2015 (https://
weareinnovation.org/2015/11/18/how-social-
knowledge-shapes-new-models/)
« Privacy, Sharing 2.0 and synergies that
could save more than money», WAI October
2014 (https://weareinnovation.org/2014/10/16/
privacy-sharing-2-0-and-synergies-that-save-
more-than-money/)
« InnoMetrics: The Environment under state
of emergency », WAI January 2016 (https://
weareinnovation.org/2016/01/24/innometrics-
the-environment-under-state-of-emergency/)
« H u m a n c e n t r i c i t y a n d s y s t e m i c
innovation», WAI 2017(https://gumroad.com/l/
rppH)
« The human questions behind AI business
models», WAI September 2015 (https://
weareinnovation.org/2015/09/04/the-human-
questions-behind-ai-business-models/)
« Does innovation have borders ?», WAI
February 2017 (https://weareinnovation.org/
2017/02/14/does-innovation-have-borders/)
« Emerging digital strategies», WAI January
2016 (https://weareinnovation.org/2016/01/16/
emerging-digital-strategies/)
« How can you build human values for
i n n o v a t i o n ? » , WA I 2 0 1 7 ( h t t p s : / /
gumroad.com/l/hkguY)
« How can you become the next exponential
catalyst? », WAI 2017 (https://gumroad.com/l/
CczAI)
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39. Make sure you get your own copy of
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40. Thank you
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