The document contains a presentation on innovating without authority. It discusses getting curious, networking by standing on the shoulders of giants, and innovating yourself without waiting for management. It emphasizes paying attention and staying eager, as a disruption/innovation revolution is here. The presentation was polished by a network of four people.
The document discusses how to succeed through disruption. It notes that 30% of knowledge workers will be automated in the near future and that the next decade will bring unprecedented change. It recommends creating awareness of disruption, developing disruptive mindsets, helping people leverage their strengths and passions, developing new business models through research and prototyping, facilitating a global community to collaborate on succeeding through disruption, and evolving a framework for succeeding through disruption. The key ideas are to prepare for massive technological changes, develop entrepreneurial spirits, experiment with new business models, and collaborate globally to navigate disruption.
This document discusses collective intelligence and the key elements needed to create a "wise crowd": diversity of opinion, independence, decentralization, and aggregation. It provides examples of collective intelligence in Wikipedia and Google, noting they demonstrate different forms of this principle. The document stresses collective intelligence is an essential concept in contemporary society.
Innovation and creativity often come from unexpected places and accidents rather than strict planning. Many great discoveries and innovations were results of chance, open-mindedness, freedom to experiment and willingness to adapt plans based on unexpected opportunities and insights. Successful organizations encourage informal conversations, diversity of ideas, tolerance for ambiguity and allow people freedom to explore without being limited by rigid structures or plans.
Need a little help to inspire your team? Whether it's your office, your youth group, your classroom, your executive staff or just for yourself - Fun Team Building is here to help. We're providing you with 52 inspirational, and motivational quotes to help you get through the year.
Everyday can be a challenge, but you can get through it. When you're looking for a few words to help inspire you, check back to see what we're featuring for this week. And feel free to share with us, your favorite motivational quote - we'll share it with the rest of our audience and team!
What can market research learn from a tiny house?Kelsy Saulsbury
Living in a tiny house forces one to minimize possessions to only essential items and make use of space in innovative dual-purpose ways. This parallels how market research should synthesize and repackage existing data and insights to optimize space and answer today's questions, focusing on the most important customer needs rather than attempting to provide everything.
The document discusses work-life balance at Microsoft's campus in April 2012. It includes charts comparing the revenue and market capitalization per employee of Microsoft and other tech companies like Yahoo, Google, Facebook, and Intel. It also provides tips for fostering innovation such as not pursuing perfection, encouraging creativity, maintaining high morale, removing weak links, and promoting inter-disciplinary learning.
The document discusses how to succeed through disruption. It notes that 30% of knowledge workers will be automated in the near future and that the next decade will bring unprecedented change. It recommends creating awareness of disruption, developing disruptive mindsets, helping people leverage their strengths and passions, developing new business models through research and prototyping, facilitating a global community to collaborate on succeeding through disruption, and evolving a framework for succeeding through disruption. The key ideas are to prepare for massive technological changes, develop entrepreneurial spirits, experiment with new business models, and collaborate globally to navigate disruption.
This document discusses collective intelligence and the key elements needed to create a "wise crowd": diversity of opinion, independence, decentralization, and aggregation. It provides examples of collective intelligence in Wikipedia and Google, noting they demonstrate different forms of this principle. The document stresses collective intelligence is an essential concept in contemporary society.
Innovation and creativity often come from unexpected places and accidents rather than strict planning. Many great discoveries and innovations were results of chance, open-mindedness, freedom to experiment and willingness to adapt plans based on unexpected opportunities and insights. Successful organizations encourage informal conversations, diversity of ideas, tolerance for ambiguity and allow people freedom to explore without being limited by rigid structures or plans.
Need a little help to inspire your team? Whether it's your office, your youth group, your classroom, your executive staff or just for yourself - Fun Team Building is here to help. We're providing you with 52 inspirational, and motivational quotes to help you get through the year.
Everyday can be a challenge, but you can get through it. When you're looking for a few words to help inspire you, check back to see what we're featuring for this week. And feel free to share with us, your favorite motivational quote - we'll share it with the rest of our audience and team!
What can market research learn from a tiny house?Kelsy Saulsbury
Living in a tiny house forces one to minimize possessions to only essential items and make use of space in innovative dual-purpose ways. This parallels how market research should synthesize and repackage existing data and insights to optimize space and answer today's questions, focusing on the most important customer needs rather than attempting to provide everything.
The document discusses work-life balance at Microsoft's campus in April 2012. It includes charts comparing the revenue and market capitalization per employee of Microsoft and other tech companies like Yahoo, Google, Facebook, and Intel. It also provides tips for fostering innovation such as not pursuing perfection, encouraging creativity, maintaining high morale, removing weak links, and promoting inter-disciplinary learning.
The document discusses how individuals can work to change the world for the better through conscientiousness and self-discipline. It emphasizes using technology and networking to further advocacy efforts and connecting with others. While passion is important, conscientiousness in selecting the right path and behaving ethically is key to avoiding disaster or failure. Facing setbacks requires self-discipline to motivate oneself despite negative emotions. The ability to set goals and plan actions to achieve them is an important factor in making positive change.
The document discusses creativity through various quotes and sayings. It defines creativity as inventing, experimenting, taking risks, and having fun. Several quotes note that creativity involves breaking rules and patterns to look at things in new ways. Creativity is described as a skill that can be learned to improve teamwork, productivity, and profits. The document emphasizes that true creativity comes from having courage, letting go of limitations, and making complex ideas simple.
101: Crowdsourcing vs Wisdom of the Crowdpeter bihr
Crowdsourcing involves outsourcing tasks traditionally performed by employees to a large group of people through an open call. It is a process with the goal of distributing workload. Wisdom of the crowd involves aggregating the collective opinions of individuals rather than experts to answer questions. It aims for higher quality outputs by combining knowledge. Both phenomena involve people working together online and turning consumers into producers. Crowdsourcing can enable the wisdom of the crowd but does not require it.
The document discusses Clay Shirky, an expert on emerging technologies who owns a consulting practice and writes for major publications. It notes that Shirky earned a degree from Yale, owned a theatre company, and now teaches at NYU. The rest of the document discusses how social tools provide new opportunities for group activities and collective action by allowing everyone to contribute and share as both a consumer and creator of content.
This document discusses different types of motivation. It separates motivation into intrinsic motivation which comes from within an individual like curiosity or a desire to succeed, and extrinsic motivation which comes from outside sources like goals or what other people think. The document also mentions affect, achievement, attitude, activities, and agency as factors related to motivation.
Chance and fate in making the connections that ignite the creative spark. At one time or other we all will call on inspiration, support and/or ‘reality checks’ from others with a different perspective, or perhaps wish we had done in hindsight! Some thoughts on how this can happen and how we might help develop an environment to increase the chances of it happening.
This presentation was given at the Northeast Leadership Forum's Heart of Texas Conference on November 4, 2016. The material covers a leadership concept for transformation in the workplace
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
The document is a slide presentation about viewing synagogues as networks rather than traditional hierarchical organizations. Some key points made in the presentation include:
- Jewish tradition is full of networks that connected people and shared resources.
- Modern communication networks allow synagogues to take a more open, transparent and collaborative approach by empowering members and testing new ideas through "micro-planning."
- Synagogues can function as hubs that bring together intrapreneurs and provide support for their efforts.
- The presentation prompts attendees to reflect on how their own congregation can work in more networked ways to engage members and address community needs.
Puzzles and codes have long been used for security, protection, games and fun by stimulating the brain and hiding secrets. They provide pass times and challenge people to crack codes like the Enigma code. Puzzles and codes have served purposes throughout history from security to entertainment.
Andy Denzler is a Swiss artist who works in various media including painting, printing, and sculpture. He graduated with a Master of Fine Arts from Chelsea College of Art and Design in London in 2006. Denzler uses oil paints to depict real events which he then blurs or distorts to create a border between fiction and reality, as seen in his 2010 piece "In To The Blackwoods II" which presents the theme of fear through a blurred and moving image-like distorted work that creates suspense around uncertain figures in a dangerous situation.
This document proposes a new reward and recognition system for DSE that promotes staff development based on DSE values to create a positive workplace. It suggests 5 ideas: 1) Gnome cards to recognize colleagues, 2) a RED toolkit to promote initiatives, 3) an idea submission process, 4) a daily 3-minute reflection activity, and 5) half-day stakeholder shadowing. Implementing these low-cost, easily piloted ideas could empower autonomous staff and help DSE values spread through a "tipping point." Small pilots could test and refine the ideas before broader rollout.
Fairey's artwork follows the styles of previous revolutionary propagandists like Alexander Rodchenko, incorporating graphic motifs, compositions, and techniques from Constructivism and Chinese Communist propaganda. His Obama posters reworked techniques like bright colors, bold lettering, geometric simplicity, and heroic poses to provoke questioning of his work and other information. By using an overt propaganda style for advertising, Fairey aimed to get people to question his work and hopefully everything else.
The document introduces X-Teams, a methodology for defining problems, generating solutions, and refining solutions in a collaborative way. It discusses how stakeholders often jump to solutions before fully understanding the problem. X-Teams helps build capacity for problem definition and solution generation techniques. It then provides an example of how X-Teams was used to design a reward and recognition system for an organization, going through the steps of defining the problem, generating ideas, and delivering a set of solutions. The document highlights benefits of the X-Teams approach such as better solutions, a consistent approach, and being scalable to both big and small problems.
We all have the capability to be innovative. The challenge is how to channel the creativity of both individuals and organisations to deliver exceptional fundraising results. This presentation shares innovation inspiration from the charity and corporate sectors to help you develop a personal attitude for innovation and develop ideas for your fundraising.
This document summarizes Lucy Gower's presentation on generating new fundraising ideas. The presentation discusses why organizations should think differently about fundraising, where good ideas come from such as making connections between unrelated concepts, and ways to generate different ideas such as asking "what if?" and thinking from other perspectives. It encourages attendees to actively seek insights about donors and make connecting information a habit to develop innovative solutions.
The document discusses how individuals can work to change the world for the better through conscientiousness and self-discipline. It emphasizes using technology and networking to further advocacy efforts and connecting with others. While passion is important, conscientiousness in selecting the right path and behaving ethically is key to avoiding disaster or failure. Facing setbacks requires self-discipline to motivate oneself despite negative emotions. The ability to set goals and plan actions to achieve them is an important factor in making positive change.
The document discusses creativity through various quotes and sayings. It defines creativity as inventing, experimenting, taking risks, and having fun. Several quotes note that creativity involves breaking rules and patterns to look at things in new ways. Creativity is described as a skill that can be learned to improve teamwork, productivity, and profits. The document emphasizes that true creativity comes from having courage, letting go of limitations, and making complex ideas simple.
101: Crowdsourcing vs Wisdom of the Crowdpeter bihr
Crowdsourcing involves outsourcing tasks traditionally performed by employees to a large group of people through an open call. It is a process with the goal of distributing workload. Wisdom of the crowd involves aggregating the collective opinions of individuals rather than experts to answer questions. It aims for higher quality outputs by combining knowledge. Both phenomena involve people working together online and turning consumers into producers. Crowdsourcing can enable the wisdom of the crowd but does not require it.
The document discusses Clay Shirky, an expert on emerging technologies who owns a consulting practice and writes for major publications. It notes that Shirky earned a degree from Yale, owned a theatre company, and now teaches at NYU. The rest of the document discusses how social tools provide new opportunities for group activities and collective action by allowing everyone to contribute and share as both a consumer and creator of content.
This document discusses different types of motivation. It separates motivation into intrinsic motivation which comes from within an individual like curiosity or a desire to succeed, and extrinsic motivation which comes from outside sources like goals or what other people think. The document also mentions affect, achievement, attitude, activities, and agency as factors related to motivation.
Chance and fate in making the connections that ignite the creative spark. At one time or other we all will call on inspiration, support and/or ‘reality checks’ from others with a different perspective, or perhaps wish we had done in hindsight! Some thoughts on how this can happen and how we might help develop an environment to increase the chances of it happening.
This presentation was given at the Northeast Leadership Forum's Heart of Texas Conference on November 4, 2016. The material covers a leadership concept for transformation in the workplace
The soft-skills needed for change-leadership are vital to move your organization forward. Learn a step-by-step process for getting buy-in for your next initiative.
The document is a slide presentation about viewing synagogues as networks rather than traditional hierarchical organizations. Some key points made in the presentation include:
- Jewish tradition is full of networks that connected people and shared resources.
- Modern communication networks allow synagogues to take a more open, transparent and collaborative approach by empowering members and testing new ideas through "micro-planning."
- Synagogues can function as hubs that bring together intrapreneurs and provide support for their efforts.
- The presentation prompts attendees to reflect on how their own congregation can work in more networked ways to engage members and address community needs.
Puzzles and codes have long been used for security, protection, games and fun by stimulating the brain and hiding secrets. They provide pass times and challenge people to crack codes like the Enigma code. Puzzles and codes have served purposes throughout history from security to entertainment.
Andy Denzler is a Swiss artist who works in various media including painting, printing, and sculpture. He graduated with a Master of Fine Arts from Chelsea College of Art and Design in London in 2006. Denzler uses oil paints to depict real events which he then blurs or distorts to create a border between fiction and reality, as seen in his 2010 piece "In To The Blackwoods II" which presents the theme of fear through a blurred and moving image-like distorted work that creates suspense around uncertain figures in a dangerous situation.
This document proposes a new reward and recognition system for DSE that promotes staff development based on DSE values to create a positive workplace. It suggests 5 ideas: 1) Gnome cards to recognize colleagues, 2) a RED toolkit to promote initiatives, 3) an idea submission process, 4) a daily 3-minute reflection activity, and 5) half-day stakeholder shadowing. Implementing these low-cost, easily piloted ideas could empower autonomous staff and help DSE values spread through a "tipping point." Small pilots could test and refine the ideas before broader rollout.
Fairey's artwork follows the styles of previous revolutionary propagandists like Alexander Rodchenko, incorporating graphic motifs, compositions, and techniques from Constructivism and Chinese Communist propaganda. His Obama posters reworked techniques like bright colors, bold lettering, geometric simplicity, and heroic poses to provoke questioning of his work and other information. By using an overt propaganda style for advertising, Fairey aimed to get people to question his work and hopefully everything else.
The document introduces X-Teams, a methodology for defining problems, generating solutions, and refining solutions in a collaborative way. It discusses how stakeholders often jump to solutions before fully understanding the problem. X-Teams helps build capacity for problem definition and solution generation techniques. It then provides an example of how X-Teams was used to design a reward and recognition system for an organization, going through the steps of defining the problem, generating ideas, and delivering a set of solutions. The document highlights benefits of the X-Teams approach such as better solutions, a consistent approach, and being scalable to both big and small problems.
We all have the capability to be innovative. The challenge is how to channel the creativity of both individuals and organisations to deliver exceptional fundraising results. This presentation shares innovation inspiration from the charity and corporate sectors to help you develop a personal attitude for innovation and develop ideas for your fundraising.
This document summarizes Lucy Gower's presentation on generating new fundraising ideas. The presentation discusses why organizations should think differently about fundraising, where good ideas come from such as making connections between unrelated concepts, and ways to generate different ideas such as asking "what if?" and thinking from other perspectives. It encourages attendees to actively seek insights about donors and make connecting information a habit to develop innovative solutions.
The document contains a collection of inspirational quotes from various leaders and thinkers. The quotes discuss topics such as the importance of involving others and working together, cultivating curiosity and continuous learning, serving others and creating purpose, and imagining positive futures through collaboration.
The document discusses the Halo Effect and how physical attractiveness impacts how people are perceived and treated. The Halo Effect is the belief that attractive people are viewed as more successful, but the theory has not been proven true in all cases. While attractiveness may help some people get jobs more easily, it can also lead to harder times for less attractive individuals and increased suicide risks among teens. The impact of the Halo Effect is still debated as appearances become increasingly important in society.
This document discusses creativity and innovation. It provides over 40 quotes from famous individuals about concepts like imagination, failure, risk-taking, letting go of old ideas, and creating an environment where creativity can flourish. The quotes encourage stepping outside of one's comfort zone, learning from mistakes, and seeing new connections between ideas.
The document discusses what makes ideas "sticky" or memorable through simplicity, unexpectedness, concreteness, credibility, emotion, and stories. It notes that sticky ideas are both simple and profound, violating expectations while generating interest over time. They are explained concretely in terms of human actions and sensory information. People can test sticky ideas for themselves. They make people feel something and use stories as mental simulations to prepare effective responses.
The document discusses the idea of shifting away from experts and towards embracing diverse perspectives and disagreement. It argues that Wikipedia exemplifies considering multiple viewpoints to gain understanding rather than making definitive decisions. Experts are seen more as fellow investigators rather than authorities, and disagreement can be appreciated rather than something to defeat. The role of experts may change to assembling many elements into new ways of looking at issues, like DJs, rather than making secret judgments. This represents a shift towards weighing opinions dispassionately to understand issues rather than requiring decisions.
This document summarizes a presentation about innovation and creativity for fundraisers. It discusses the importance of innovation, where good ideas come from, and ways to generate new ideas such as asking "what if?" and seeing things from other perspectives. The presentation encourages participants to make connections, take risks with new ideas, and to take action by writing down one new thing they will try.
Raising all the ships on the sea - The future of learning and collaborative workDavid Gurteen
The document discusses several key ideas around learning, collaboration, and motivation. It advocates for contributing to shared knowledge resources to advance learning, having more conversational learning, and giving people more autonomy rather than external rewards. It also promotes the positive deviance approach of communities discovering their own solutions to problems.
This document discusses strategies for managing creativity in organizations. It argues that creativity is not limited to a select few individuals, but can be fostered in groups through diversity of perspectives, open-mindedness, and an environment that encourages risk-taking and new ideas. Certain leadership styles, tools, and constraints can help spur creativity. While original ideas may seem to come in a flash, the document asserts that creativity is actually a process that benefits from exploration, iteration, and sharing ideas with others. The overall message is that creativity can and should be nurtured in everyone through the right organizational culture and management practices.
Exponential Thinking and Collective CreativityMarta Brioschi
The document discusses collective creativity and exponential thinking as ways to survive in exponential times. It emphasizes playing, learning, and being creative as social activities that can trigger creativity but require a willingness to challenge conventional thinking. True innovation means challenging common assumptions and beliefs, which requires a multi-perspective view and new approaches to collaborative work within and across organizations. Thinking outside one's box can be difficult for individuals but expanding boxes through collective interaction is presented as an alternative approach.
The document discusses collective creativity and exponential thinking as ways to survive in exponential times. It emphasizes playing, learning, and being creative as social activities that can trigger creativity but require a willingness to challenge conventional thinking. True innovation means challenging common assumptions and beliefs, which requires a multi-perspective view and new approaches to collaborative work within and across organizations. Thinking outside one's box can be difficult for individuals but expanding boxes through collective interaction is suggested instead.
The document discusses creativity and the factors that influence it. It notes that most children are born with a natural creativity and imagination, but that as they grow up and conform to social pressures, layers of behavior develop that inhibit their creative potential. Specifically, it discusses how a lack of challenging one's creative spark over time can cause that spark to shrink and eventually be extinguished. The document also examines various personal and environmental barriers that can block creative thought and innovative action.
iQ FutureNow: Creative innovation through mobileiQcontent
The document discusses creative innovation through mobile. It argues that marketing is dead and what is needed today is a culture and environment where creativity thrives. It covers how innovation applies to mobile, how to be more innovative through uncovering real insights, having better ideas, and making innovation happen through environment, behaviors, leadership, culture and external input. The key to innovation is the combination of insight, ideas, and implementation.
14. Network
“If I have seen further it is by
standing on the shoulders of giants.”
- Isaac Newton
15. Innovate Yourself
Don’t Wait for Management
“It is better to light one candle than
to curse the darkness.”
- Chinese proverb
16. “Do stuff. Be clenched, curious.
Not waiting for inspiration’s shove
or society’s kiss on your forehead.
Pay attention.
It’s all about paying attention.
Attention is vitality.
It connects you with others.
It makes you eager.
Stay eager.”
- Susan Sontag
18. Image Acknowledgements
All images used under a
Creative Commons license.
Slide 3,16: fialess
Slide 4: Jeff Krause
Slide 5: Michael Porter
Slide 6: Indrarado
Slide 8: Rafcha & Ucumari
Slide 11: Management Innovation Exchange
Editor's Notes
Yes, it’s one of those presentations with less reliance on slides. Why? Because I’m passionate about this and I want your attention. I don’t want you distracted.
So relax. Put down your notebook and pen. Anything you see or hear I can provide as a link for you to follow up after the presentation.
This presentation goes by the cheery title… or if you prefer….
I didn’t call it a ‘journey’ because just about every person on reality TV is on a ‘journey’ and they usually get teary when they talk about it. This is a lot less melodramatic and a lot more fun. So, what have I discovered on my stroll and what gems have I found lurking behind the shrubs.
By occupation I’m a business analyst, which is great because I get to indulge in the curiosity and wonderment of a three year old. ‘Why is the situation like this’ and ‘Why do you do it this way’. ‘What if we do this and what would happen if we did that.’ So being innovative, to any degree, is important to me. But more than that: I want to go beyond my workspace. I want to work on those sexy, multi-disciplinary, innovation projects. I want to raise my profile so people know who I am and join with me for said projects.
I dedicate 30 minutes every day to all things innovation. Didn’t ask, just did it. My thinking was, who’ll notice 30 minutes. Also, I wanted to experiment, before asking permission. Its easier to argue for something when you can point to tangible gains. I wanted time to read, watch and listen to the links attached to posts on ‘VPS Ideas and Innovation’ A TED talk alone is 18 minutes. So now I Trawl websites Read books RSS and email feeds Many were recommended by other members of ‘VPS Ideas and Innovation’ Now I have the time to follow that hyperlink in the article, read that related article highlighted in the sidebar or the bottom of the webpage In time, common themes formed, so I have a better understanding of innovation and how I can have an impact.
I’m better informed. How others are innovating. How tools and techniques are being used to collaborate and develop ideas. But it’s not just innovation theory and practice. I’m networked. Through posting and responding on Yammer, I’ve built a strong network of like-minded people, that I can draw on. The more you share the more you get back. Learning begets learning. I’m visible. I’ve expanded my reach both within DSE and VPS. I now know people I had little chance of meeting. But, maybe counter-intuitively, I’m also more productive. Through sites like The99Percent, FastCompany, OneThousand and One, TED I’ve found tips to improve my organisational, time management and presentation skills. How to reduce ‘reactive work’ and ‘insecurity work’. And I’m happier too, because I’m more aware of what I can do and not hamstrung about what I can’t do. Also, it’s a pleasant break and I return to my day-to-day work more refreshed. The theory sounds great, but give us an example. We all love a story…..
This presentation is a great example. This presentation is a microcosm of what I’ve learnt in the last few months. It encapsulates not only what I’ve learnt but what I’ve come to believe. This is a guerrilla presentation. It wasn’t directed by management. It sprang up as an opportunity (Why don’t you….) from an unrelated conversation with Leonie Newnham.
The format and aesthetic was developed using inspiration, tips and resources drawn from these web-sites. None of which I knew of previously. And this is just about presenting. The content and the message came from sources that are too widespread to be shown on one slide.
It was polished by a network. Marc Fletcher is the only one who physically works anywhere near me.
Want more… Here is Seth Godin (American entrepreneur author and public speaker) on strategies for innovating in a hierarchical organisation.
If I can do it so can you. Thanks to the internet, we live in a information rich world. Information is cheap and available. The internet is massively cross-referenced. Follow that link, open up that sidebar to the article you’re reading. If a post has a link to an article on a new website chances are there are other interesting articles on that website. Hunt around. Knowledge begets knowledge. Insight is the currency today. Curation is the enabler.
Use Yammer, LinkedIn, Tumblr Offline Too – Hub, Collaboratory A network will help you trade in ideas, hone your ideas, and give you the reach you need. Steve jobs put all the bathrooms in a central area in the Pixar complex. Google offers on-site gourmet cafeterias. Why? So people might bump into other people, talk about what they’re developing and cross-pollinate ideas. Not in a regimented way but more a ‘so what do you do?’ way.
The more you practice something, the better you get. Innovation is a skill like any other. Innovate every day. The breakthrough moment probably won’t come immediately, but persevere. Many ‘overnight successes’ are the product of years of quiet toil.
And just to add emphasis. ‘Show up’ every day. Be aware of what and who is around you. Look for the opportunity to connect. Meeting with people in the real-world is just so important. It inspires, reinforces and breathes ever more life into your heart and mind.
Innovation and ‘disruption of business models’ is happening all around us. Because of the internet, cloud computing, the rise of social media and the sophistication of on-line collaboration tools, the barriers to innovation and collaboration are lower than ever before. But it’s the human element that’s important. The technology enables. It enables you to reach people, connect with people, collaborate with people. Trade ideas, improve ideas, put ideas into action. It enables you to better implement the theory and practice of ideas and innovation and more importantly, make it happen. The question is: Now that the revolution is here, do you want to be in the frontline or on the sidelines? Go on, take your own stroll, find your own way.