Corporate Innovation Best Practices

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

I am constantly thinking about how to foster innovation in my product organization. Building teams that are experts at execution is the easy part—when there’s a clear problem, product orgs are great at coming up with smart solutions. But it’s impossible to optimize your way into innovation. You can’t only rely on incremental improvement to keep growing. You need to come up with new problem spaces, rather than just finding better solutions to the same old problems. So, how do we come up with those new spaces? Here are a few things I’m trying at Duolingo: 1. Innovation needs a high-energy environment, and a slow process will kill a great idea. So I always ask myself: Can we remove some of the organizational barriers here? Do managers from seven different teams really need to say yes on every project? Seeking consensus across the company—rather than just keeping everyone informed—can be a major deterrent to innovation. 2. Similarly, beware of defaulting to “following up.” If product meetings are on a weekly cadence, every time you do this, you are allocating seven days to a task that might only need two. We try to avoid this and promote a sense of urgency, which is essential for innovative ideas to turn into successes. 3. Figure out the right incentive. Most product orgs reward team members whose ideas have measurable business impact, which works in most contexts. But once you’ve found product-market fit, it is often easiest to generate impact through smaller wins. So, naturally, if your org tends to only reward impact, you have effectively incentivized constant optimization of existing features instead of innovation. In the short term things will look great, but over time your product becomes stale. I try to show my teams that we value and reward bigger ideas. If someone sticks their neck out on a new concept, we should highlight that—even if it didn’t pan out. Big swings should be celebrated, even if we didn’t win, because there are valuable learnings there. 4. Look for innovative thinkers with a history of zero-to-one feature work. There are lots of amazing product managers out there, but not many focus on new problem domains. If a PM has created something new from scratch and done it well, that’s a good sign. An even better sign: if they show excitement about and gravitate toward that kind of work. If that sounds like you—if you’re a product manager who wants to think big picture and try out big ideas in a fast-paced environment with a stellar mission—we want you on our team. We’re hiring a Director of Product Management: https://lnkd.in/dQnWqmDZ #productthoughts #innovation #productmanagement #zerotoone

𝗪𝗵𝘆 𝗱𝗼 𝘀𝗼𝗺𝗲 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝘁𝗲𝗮𝗺𝘀 𝗱𝗲𝗹𝗶𝘃𝗲𝗿 𝘄𝗵𝗶𝗹𝗲 𝗼𝘁𝗵𝗲𝗿𝘀 𝘀𝘁𝗮𝗹𝗹—𝗱𝗲𝘀𝗽𝗶𝘁𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗷𝘂𝘀𝘁 𝗮𝘀 𝗵𝗮𝗿𝗱? In research conducted with Johnathan Cromwell, Kevin J. Johnson, and Amy Edmondson, we studied more than 160 innovation teams—including those in a Fortune Global 500 company—and found that it's not just how much teams learn that matters, but when and how they learn. We identified four core modes of team learning: 𝗥𝗲𝗳𝗹𝗲𝘅𝗶𝘃𝗲 — assessing goals, roles, and strategies 𝗘𝘅𝗽𝗲𝗿𝗶𝗺𝗲𝗻𝘁𝗮𝗹 — brainstorming, prototyping, testing new ideas 𝗖𝗼𝗻𝘁𝗲𝘅𝘁𝘂𝗮𝗹 — scanning the environment for trends, signals, and shifts 𝗩𝗶𝗰𝗮𝗿𝗶𝗼𝘂𝘀 — drawing lessons from others who’ve done similar work The most effective teams didn’t try to do everything at once. They began and ended with reflexive learning, anchoring their work in shared understanding. They placed exploratory learning (experimental and contextual) in the middle. This rhythm—reflection → exploration → reflection—helped them reduce friction, integrate insights, and build real momentum. We also found that vicarious learning can be combined with reflexive learning in the same project phase with positive results. But when teams mixed reflexive with experimental or contextual learning in the same phase, performance suffered. 𝗧𝗵𝗲 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆: Innovation doesn’t thrive on more learning. It thrives on structured learning. Teams that sequence and separate their learning activities make faster, clearer progress. We’ve summarized the findings from our research, published in Administrative Science Quarterly—a leading journal in organizational research—in this new Harvard Business Review article. Link in comments.

Most MedTech companies treat audits as one-off events. (And it costs a lot more than money) This mindset costs: • Market access • Investor trust • Years of work product • And lots of money    But the biggest cost isn't financial. It's human lives. The ones that depend on life-saving devices that are getting locked out of the market. Not because their technology wasn’t good enough. But because of preventable mistakes. Because they treated compliance as an event. Not a culture. Passing a Notified Body Audit isn’t luck. It’s discipline. It’s daily habits. It’s system-level thinking. Here are 4 ways the best MedTech companies prepare (and how you can too): 1. They build audit-ready systems Your documentation must tell a complete story: • Align QMS to ISO 13485:2016 and MDR Article 10 • Justify risk management with defensible rationales • Show proactive surveillance in PMS reports • Close CAPAs fully with evidence of resolution • Validate claims with clinical performance data 2. They eliminate silent compliance risks Fix problems that quietly undermine audits: • Complete missing risk–benefit rationales • Update and control all key documents • Close gaps in complaint and vigilance logs • Strengthen post-market surveillance • Link CAPAs directly to audit findings 3. They train for audit readiness every day. Turn audit behavior into muscle memory: • Run mock audits and rotate team roles • Train clear, non-speculative auditor responses • Assign scope ownership across all functions • Focus answers — no speculation or improvisation    4. They set up audit execution in advance. Plan logistics that create calm, not chaos: • Prepare a dedicated audit room with indexed files • Assign document fetchers and tech support • Track requests and responses live during audits • Maintain a calm, professional audit environment Here’s the truth: An audit isn’t something you survive. It’s a mirror that reflects how you operate every day. What’s the biggest audit challenge your team is facing right now? ♻️ Find this valuable? Repost for your network. 💡 Follow Bastian Krapinger-Ruether for actionable tips on MedTech compliance and QM.

Breaking Silos, Building Innovation: How SEA Milano Airports 🇮🇹 Transformed with FORTH … When SEA Aeroporti di Milano set out to innovate, they weren’t just looking for new concepts—they wanted to embed innovation into their culture. With 35 million passengers a year and a complex, diverse workforce, SEA faced a challenge familiar to many large organizations: how to break down silos and make change truly happen. Guided by Evidentia , a human-centered innovation boutique in Italy, SEA applied the FORTH Innovation Method to tackle diversity and inclusion in a structured, results-driven way. Instead of vague discussions and stalled initiatives, they focused on measurable impact, rapid implementation, and broad internal involvement. The Power of FORTH in Action • Over 600 employees participated in research, interviews, and testing. • 2,233 ideas were generated, leading to 43 concepts. • Seven innovation projects were selected, three of which were launched immediately. What made this a success? Top-down sponsorship and bottom-up engagement. From shift workers to senior executives, everyone had a voice. The process not only delivered concrete innovation projects but also created a lasting mindset shift—embedding inclusion as a core value at SEA. It was lead by three great skilled facilitators Anna Forciniti, Letizia Migliola (she/her) and Maria Vittoria Colucci. Key Takeaways for Innovating Across Silos 1. Engage all levels—from frontline staff to top leadership. 2. Create psychological safety—so diverse voices are truly heard. 3. Ensure fast implementation—so innovation doesn’t stall. 4. Build strong sponsorship—leaders must actively support change. 5. Use a structured method—like FORTH, to align teams and drive action. By applying FORTH, SEA Milano Airports didn’t just generate new ideas; they built an innovation culture that lasts. Want to see similar results in your organization? Let’s talk about how structured innovation can work for you! #Innovation #FORTHMethod #DesignThinking #DiversityInclusion #SEAInnovation

Most companies are using AI for efficiency. Some are accelerating value creation. A great case study is how Colgate-Palmolive is driving innovation. Here are specific ways they are embedding GenAI across innovation processes to substantlly improve research and product development. These come from an excellent article in MIT Sloan Management Review by Tom Davenport and Randy Bean (link in comments). 💡 AI-Driven Product Concept Generation Accelerates Ideation By linking one AI system that surfaces consumer needs with another that crafts product concepts, Colgate-Palmolive can swiftly generate creative ideas like novel toothpaste flavors. This AI-augmented workflow produces a broader product funnel and allows rapid iteration, enabling more employees to participate in the innovation process under guided human oversight. 🔍 Retrieval-Augmented Generation Enhances Data Reliability The firm’s use of retrieval-augmented generation (RAG) integrates company-specific research, syndicated data, and real-time trends from sources like Google search data. This approach minimizes the risk of hallucinations and ensures that responses are deeply grounded in verified, internal content—delivering more accurate market analysis and trend detection. 🤖 Digital Consumer Twins Validate and Refine Concepts Moving beyond traditional focus groups, the company has developed “digital consumer twins”—virtual representations of real consumer behavior. These digital twins rapidly test hundreds of AI-generated product ideas. Early evaluations show a high level of agreement between virtual feedback and actual consumer responses. This innovation speeds up early-stage concept validation and reduces reliance on slower, more limited human panels. 🔐 Democratizing AI Through a Secure Internal AI Hub Colgate-Palmolive’s AI Hub provides employees with controlled access to advanced AI tools (including models from OpenAI and Google) behind corporate firewalls. Mandatory training on responsible AI use, including guardrails and prompt engineering best practices, ensures that employees harness these tools safely and effectively. Built-in surveys and KPI tracking further enable the company to measure improvements in creativity, productivity, and overall work quality. 🌐 Bridging Traditional Analytics with Next-Gen AI for Measurable Impact By integrating traditional machine learning with cutting-edge generative AI, Colgate-Palmolive is not only boosting operational efficiencies but also driving strategic growth. This seamless blend supports tasks ranging from market research and innovation to marketing content creation—demonstrating a holistic, value-driven approach to adopting AI that is a model for other organizations.

🚀 Wrapped up an exciting workshop with a scaleup. Here's how to deliver killer sessions 👇 1️⃣ Less is more: We focused on quality over quantity. One big, memorable activity beats a dozen forgettable ones. 2️⃣ The main event? A high-stakes egg drop! Teams built landers to protect eggs from a big fall. Talk about a crash course in problem-solving! 🥚💥 3️⃣ The real magic? It happened AFTER the eggs landed (or splattered 😅). The magic is in the the debrief. Debrief is crucial. 𝗪𝗲 𝘂𝘀𝗲𝗱 𝗮 𝘀𝗮𝗶𝗹𝗯𝗼𝗮𝘁 𝗲𝘅𝗲𝗿𝗰𝗶𝘀𝗲 𝘁𝗼 𝗲𝘅𝗽𝗹𝗼𝗿𝗲 𝘁𝗲𝗮𝗺 𝗱𝘆𝗻𝗮𝗺𝗶𝗰𝘀: - What's propelling us forward? 🌬️ - What's holding us back? ⚓ - What hidden rocks (risks) can hinder our progress? 🪨 - What's our island paradise (goal)? 🏝️ This visual metaphor unlocked buried conversations. It's amazing how a simple drawing reveals complex dynamics! 𝗪𝗵𝘆 𝗱𝗼 𝗜 𝗹𝗼𝘃𝗲 𝗿𝘂𝗻𝗻𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽𝘀? Simply put, you can see in real-time teams building trust, gaining clarity, and deepening bonds. In a time where workplace dynamics are spent over endless Zoom calls and Slack threads, there's something irreplaceable about being in the same room, facing the same challenges, and yes, cleaning up the same egg mess together. 🧼 𝗞𝗲𝘆 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀 𝗳𝗼𝗿 𝗿𝘂𝗻𝗻𝗶𝗻𝗴 𝗮 𝗸𝗶𝗹𝗹𝗲𝗿 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽: 1. Focus on depth, not breadth 2. Create a memorable centerpiece activity 3. Dedicate ample time for reflection and debrief 4. Use visual metaphors to unlock deeper insights 5. Balance structure with spontaneity --- 𝗪𝗵𝗮𝘁'𝘀 𝘆𝗼𝘂𝗿 𝘀𝗲𝗰𝗿𝗲𝘁 𝘀𝗮𝘂𝗰𝗲 𝗳𝗼𝗿 𝗶𝗺𝗽𝗮𝗰𝘁𝗳𝘂𝗹 𝗼𝗳𝗳𝘀𝗶𝘁𝗲𝘀? Share in the comments - let's learn from each other! 👇 #TeamBuilding #Leadership #Workshops #ScaleupLife #EggDropSurvivors --- I'm Hugo Pereira. I'm the co-founder of Ritmoo and a fractional growth advisor who has taken businesses from $1m to $100m+. I love building purpose-driven, resilient teams. Follow me to master growth, leadership, and teamwork. My book, "Teamwork Transformed," arrives in 2024.

Most corporate incubators fail. Here's why, and how to beat the odds. After watching countless innovation labs launch with fanfare only to quietly disappear, I've identified patterns that separate winners from the "Innovation Man in tights" disasters. 10 Principles for Building Incubators That Actually Work: 1. Think Like a VC, Not a Planner -- Expect 6 out of 10 projects to fail completely. If everything succeeds, you're not taking enough risk. 2. Build a Portfolio, Not Pet Projects -- Spread bets across multiple ventures. One executive's favorite idea ≠ a diversified innovation strategy. 3. Separate the Budget -- Don't make business units choose between today and tomorrow. The corporation must make that choice. 4. Focus on One Risk at a Time -- Stop trying to solve everything simultaneously. Address the biggest, cheapest-to-test risk first. 5. De-emphasize the Revenue Projections -- As one VC told me: "We look at the revenue picture, then throw it out the window. It's a dream at best." 6. Create Cross-Functional Governance Early -- Waiting until commercialization to involve other departments is a recipe for political disaster. 7. Partner with "Ball Catchers" -- Involve the people who'll eventually scale your venture from day one, even if it's just a small allocation of their time. 8. Measure "Return on Knowledge" -- When ventures are 2+ years from launch, track learnings, not just financials. 9. Awards, Not Rewards -- Entrepreneur-style financial incentives create internal warfare. Recognition works better. 10. Move Fast on Setup -- Spend 4 months max designing your program. Then launch and let real projects set the precedent. The hardest truth is that culture follows systems, not posters or people in costumes. Change your processes first, and the innovative mindset will follow.

The Product Manager's response ended your audit prep before it started. "Why wasn't this SOC 2 requirement mentioned during annual planning?" Your compliance deadline is December. Their roadmap was locked in October. For last year. The timing gap: You share compliance requirements when audits approach. They plan product features 12-18 months in advance. Then, in practice, they work in short sprints where each deliverable is broken down into very small SMART tasks to be completed within weeks. You require a fix that necessitates several sprints and cross-functional collaborations across PM boundaries. The hidden cost of this mismatch: Retrofitting security controls into completed features costs 10x more than building them in from the start. Plus you get compliance theatre instead of actual security with lip service to whatever you wanted. One mindset shift: Stop positioning security as compliance requirements. Start positioning them as product features that happen to meet compliance needs. One technique you can implement this week: Find next year's compliance requirements today. Convert them into product features with business value: Template to use: User story using Product Management wording → Quantified business value → Evidence for the value claims → Compliance side-benefits One example: "Enhancing MFA beyond SMS enables $2.3M financial services pipeline based on our Trust Centre data and contractual obligations while satisfying SOC 2 access control requirements" Present during their next quarterly planning session as a product capability, not a compliance retrofit. Proactive integration beats reactive compliance every time. Secure-by-design integration with Product Managers drops Thursday in the GRC Engineer newsletter. What compliance requirement could become a competitive product feature? #GRCEngineering #ProductManagement #SecureByDesign

Want more productive workshops? Try stopping them sooner. Workshops often lock people in a room for two or three hours and expect them to do their best thinking on demand. Do we really have to hold people hostage to be productive? Lately, I’ve been using a technique I call "Echo Sessions." Instead of forcing deep work to happen in real time, we kickstart an activity, get clarity, but then stop just as people are getting into it. That pause is intentional. It’s based on the same principle as the Pomodoro technique—when you leave something unfinished while still feeling engaged, you'll find it easy to return to it later and give it space to percolate. Instead of dragging out a long workshop, I schedule an Echo Session later—often in the same day—where everyone brings their independent or small group work back for discussion, iteration, and action. Why does this work? ✅ Encourages Deep Work – People get time to think, research, or create in their own way, rather than being forced into artificial collaboration. ✅ Optimizes Meeting Time – Workshops should be for shared understanding, decision-making, and iteration—not for quiet focus time. ✅ Respects Different Work Styles – Some need time to walk and think. Others need to sketch. Some want to research or tap into AI. Echo Sessions give people time and space to work in the way that’s best for them. ✅ Creates Natural Momentum – Stopping at a high-energy moment makes people want to continue later, giving them space to create, rather than leaving them drained from a marathon session. ✅ Reduces Calendar Lockdowns – Instead of monopolizing hours at a time, work is distributed more effectively and meetings are only used when necessary. Most importantly, this approach treats participants like adults. It gives them flexibility and agency while ensuring that meetings serve a clear, valuable purpose. We don’t need long workshops. We need better workshops. Curious—how do you approach workshop fatigue? Would this work in your team?