PROTOTYPING CULTURE: TALK IS CHEAP

WHO WILL BE THE SMILING FACES?

Ryan LindholmDirector of Digital Experience

Clif Bar

Eric TodaGlobal Head of Social

Marketing and Content

Airbnb

Melissa PainterCreative Director and Innovation Strategist

MAP Design

Sam JosephAssociate Director of Strategy

AnalogFolk

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Talk Is Cheap

PANEL PARTICIPANTS

WHAT IS THE SITUATION?

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Talk Is Cheap

THE SILOED APPROACH TO INNOVATION

Source: Accenture, 2015 Us Innovation Survey

Organizations often try to become more

innovative by hiring someone with a fancy title

to give the occasional trends presentation, or

by sectioning off innovation to a select

number of people focused on a single

innovation. In other words, they are hoping

someone else finds the silver bullet.

WHAT IS THE SOLUTION?

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Talk Is Cheap

CULTURE CREATES SHARED OWNERSHIP

“More important than any of the individual

elements, however, is the role played by

corporate culture — the organization’sself-sustaining patterns of behaving, feeling,

thinking, and believing — in tying them all

together (for the sake of innovation).”

– The Global Innovation 1000:Why Culture Is Key.

But more important than expensive hiresand segmented initiatives is fostering a

company-wide culture of doing, makingand creating. Rather than throwing

money at innovation, success comes

from throwing yourself, your co-workers

and your company into it.

WHAT WILL YOU HEAR?

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Talk Is Cheap

MARKETERS AS CULTURE ADVOCATES

Marketers – being the storytellers rooted in

consumer insight – play a special role in

supporting this culture. Bringing together

their first-hand experience, our panel will

discuss how they crafted and inspired

widespread cultures of innovation through

doing rather than talking.

Prototyping Sprints

World Building

Planning Real-Time

WHAT WILL WE DISCUSS?

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Talk Is Cheap

QUESTIONS TO COVER

In ten years, how do you believe organizations will talk about innovative cultures?

When collaborating with co-workers who are not tech-savvy, what methods do you use to engage them?

How do you avoid the common pitfalls in shifting arisk-adverse culture to a culture of doing and making?

With culture being often undefined and intangible, how do you assess the opportunity for change?

How do you balance being transparent when it can be both an enabler of open education and unneeded bureaucracy?

How do you balance providing value to real-timeconsumer needs with the desire for perfectionism?

Where does learning play a role in keeping pacewith technology and how do you encourage it?

How important is it to hire people willing to think and act differently and is it possible to hire too many of them?

What would be a quick win you would suggest to anyone trying to embrace a doing-and-making culture?

THANK YOU