Mike Raker

You can't force innovation. It's a cultural mindset. What are some of the aspects of that? I'm curious to know, you know, if you have a company who say isn't really happy with their level of innovation, where are some of the first places that you look or, or some of the first actions you suggest?

You can't force innovation. It's a cultural mindset. What are some of the aspects of that? I'm curious to know, you know, if you have a company who say isn't really happy with their level of innovation, where are some of the first places that you look or, or some of the first actions you suggest?

You can't force innovation. It's a cultural mindset. What are some of the aspects of that? I'm curious to know, you know, if you have a company who say isn't really happy with their level of innovation, where are some of the first places that you look or, or some of the first actions you suggest?

One of the things I've found in my career that often happens in organizations is you may already be innovating in areas that you don't realize. And so one of the places I often look is what are those flagship customers and programs that have been successful for the company up to this point, right? And what's made them successful?

One of the things I've found in my career that often happens in organizations is you may already be innovating in areas that you don't realize. And so one of the places I often look is what are those flagship customers and programs that have been successful for the company up to this point, right? And what's made them successful?

One of the things I've found in my career that often happens in organizations is you may already be innovating in areas that you don't realize. And so one of the places I often look is what are those flagship customers and programs that have been successful for the company up to this point, right? And what's made them successful?

You often identify really innovative things that are already going on. And even if you don't, you get a really good mindset for what is the real problem you're trying to solve. So you get the understanding that you can then say, all right, these are the types of problems we're truly trying to solve for key customers.

You often identify really innovative things that are already going on. And even if you don't, you get a really good mindset for what is the real problem you're trying to solve. So you get the understanding that you can then say, all right, these are the types of problems we're truly trying to solve for key customers.

You often identify really innovative things that are already going on. And even if you don't, you get a really good mindset for what is the real problem you're trying to solve. So you get the understanding that you can then say, all right, these are the types of problems we're truly trying to solve for key customers.

All innovation needs to start and end with solving a problem for these types of things. And when you set an organization around that construct, I think you're much more likely to innovate in the right areas. I think then there are other normal things that you do organizationally.

All innovation needs to start and end with solving a problem for these types of things. And when you set an organization around that construct, I think you're much more likely to innovate in the right areas. I think then there are other normal things that you do organizationally.

All innovation needs to start and end with solving a problem for these types of things. And when you set an organization around that construct, I think you're much more likely to innovate in the right areas. I think then there are other normal things that you do organizationally.

Make sure that communication and collaboration are primary, that people can speak up, that vision and the strategy and where you're going forward, that people collaborate on it and it's clear and concise and that people know what good looks like all the way from the customer to the corporate level. And that way you're setting an ecosystem to drive continuous innovation.

Make sure that communication and collaboration are primary, that people can speak up, that vision and the strategy and where you're going forward, that people collaborate on it and it's clear and concise and that people know what good looks like all the way from the customer to the corporate level. And that way you're setting an ecosystem to drive continuous innovation.

Make sure that communication and collaboration are primary, that people can speak up, that vision and the strategy and where you're going forward, that people collaborate on it and it's clear and concise and that people know what good looks like all the way from the customer to the corporate level. And that way you're setting an ecosystem to drive continuous innovation.

I always think of it as kind of like grease the wheels. And it's so often, it's like if communication isn't flowing, if there isn't clear lines of cross-functional communication or clear ownership of different roles, that's just like, it's like rust on your wheels that just prevents everyone from moving smoothly and being able to think innovatively about what it is that they need to do.

I always think of it as kind of like grease the wheels. And it's so often, it's like if communication isn't flowing, if there isn't clear lines of cross-functional communication or clear ownership of different roles, that's just like, it's like rust on your wheels that just prevents everyone from moving smoothly and being able to think innovatively about what it is that they need to do.

I always think of it as kind of like grease the wheels. And it's so often, it's like if communication isn't flowing, if there isn't clear lines of cross-functional communication or clear ownership of different roles, that's just like, it's like rust on your wheels that just prevents everyone from moving smoothly and being able to think innovatively about what it is that they need to do.

Or you end up with the same innovation being done different ways in three parts of the organization. Right.

Or you end up with the same innovation being done different ways in three parts of the organization. Right.