00:15:01	James Stockmal:	A good resource on the topic of innovation is Clay Christianson's "The Innovator's Dilemma."
00:16:47	James Stockmal:	One big challenge I have run into is the support from leadership to "fail" and "learn" from their innovation experiments. In a "design thinking" process, this is built in as a key step along the path from empathy, define, ideate, prototype, test, and then implement.
00:19:15	Haris Ahmed:	I have been refreshing on Clayton Christensen's ground-breaking work on disruptive innovation since hearing of his passing a few weeks ago. 
00:19:36	James Stockmal:	Good points Pam!
00:21:08	James Stockmal:	Middle management as a barrier. Saw this in the Air Force where the front line came up with new innovative ways to improve the flight line using "rapid improvement events" and their immediate supervisors put the breaks on their innovations.
00:21:17	Deb Peluso:	Honda has a fascinating innovation structure. R&D is a separate company and sells its designs to Manufacturing. Manufacturing produces product and then sells inventory to Sales and Marketing. R&D is intentionally separate. I have opinions about how well this works, but they have operated this way since close the beginning of the company.
00:23:05	James Stockmal:	Not unusual Deb. Ford, HP, Xerox all had separate R&D functions, at least back in the 80s and 90s.
00:23:31	Barry Barresi:	Often the path is to build a product of what your target consumer needs in the guise of what they tell you they want
00:24:29	Barry Barresi:	pam's point to me points out the value of the Jobs to Be Done approach
00:26:14	James Stockmal:	Christianson took the "jobs to be done" approach as well. The "house of quality" approach focuses on what customers already expect so they don't tell you, what they did tell you, and then what they haven't told you. No one told Sony they wanted a Walkman nor Steve Jobs an iPod.
00:32:05	Ernest Hughes:	R&D is often part of the invisible "Innovation Prevention Department"
00:32:48	Bill Gallip:	For innovation, is the goal primary, secondary, or not important?
00:33:03	Ernest Hughes:	I think Pam K is right about this. Tops will say "innovation here is done in R&D." Kills it in other places.
00:33:14	Ernest Hughes:	Innovation Everywhere by Everyone
00:35:12	Ernest Hughes:	To Mark's fund, an Innovation Fund broadly accessible helps with that.
00:36:46	Barry Barresi:	It is not  total R&D spend but where you spend those dollars across your innovation portfolio core - adjacent or transformational look at work of Bansi Nagji and Georff Tuff published in HBR
00:37:42	Ernest Hughes:	Similar design for the buildings at the Bell Labs
00:39:57	Organization Design Forum:	Margaux (on the phone) is asking if there are particular aspects of organizational structure (e.g. line and block diagrams) that foster innovation effectively?
00:41:11	Deb Peluso:	Build, buy, borrow, bounce...talent strategies applied to innovation. 
00:41:50	Bill Gallip:	What can you do when senior leadership just doesn’t get it?
00:42:14	Sean Xiao:	Ha buy borrow, build, same capability strategy we advised our clients in their digital transformation.
00:42:15	Deb Peluso:	Can't want it more than them :-)
00:44:09	Barry Barresi:	strong agreement that the best way to get stakeholders aligned is get them engaged as early as possible - then it is not a buy in process but closer to a co-creation process
00:53:49	Bruce Mabee:	thanks, Barry--"stake-holders" as in all who are affected by what we're dong!
00:54:07	Ernest Hughes:	Thank you!
00:54:19	Elena Pakhomova:	Thank you!
00:54:28	Bruce Mabee:	thanks for experimenting with this format, ODF!
00:54:44	Joe Kopetsky:	Great session - first input = great, deep discussion needs to be longer = 90 minutes?