Innovation’s Role in the Race to Net Zero

Wind turbines going off into the distance.

Developments for a Livable Climate

What is net zero? According to the United Nations Climate Action page, “Put simply, net zero means cutting carbon emissions to a small amount of residual emissions that can be absorbed and durably stored by nature and other carbon dioxide removal measures, leaving zero in the atmosphere.”

The importance of net zero as a goal cannot be overstated. The UN notes, “The science shows clearly that in order to avert the worst impacts of climate change and preserve a livable planet, global temperature increase needs to be limited to 1.5°C above pre-industrial levels. Currently, the Earth is already about 1.1°C warmer than it was in the late 1800s, and emissions continue to rise. To keep global warming to no more than 1.5°C – as called for in the Paris Agreement – emissions need to be reduced by 45% by 2030 and reach net zero by 2050.”

Reaching this goal by 2050 is ambitious. While a range of alliances and treaties have been developed, such as the Paris Agreement, estimates are that governments are falling short of their commitments to Net Zero. “Getting to net zero requires all governments – first and foremost the biggest emitters – to significantly strengthen their Nationally Determined Contributions (NDCs) and take bold, immediate steps towards reducing emissions now,” the UN report states.

So how does this fit in with innovation? Clearly, developed and non-developed countries, governments, and the private sector will all have to do their part to achieve Net Zero goals. It is a global effort, that “calls for nothing less than a complete transformation of how we produce, consume, and move about,” the UN says. According to the report, the energy sector is the source of around three-quarters of greenhouse gas emissions today and holds the key to averting the worst effects of climate change. Replacing polluting coal, gas and oil-fired power with energy from renewable sources, such as wind or solar, would dramatically reduce carbon emissions.

This opens a wide range of opportunities in the energy industry and a wide swath of related sectors, for research, development and innovations in the field of reducing carbon emissions to net zero. Already, this is a burgeoning sector that calls for no less than the transformation of how we consume energy.

Attend FEI 2024

Looking forward to FEI 2024? The conference, which will be held June 10 to 12, will feature the session, “Corporate Changemaker Challenge: Shortening Net Zero Emissions Mandate Deadlines,” presented by Jhansi Kandasamy, Net Zero Program Director, Idaho National Laboratory. Operating an organization that’s almost the size of Rhode Island, with all of the aspects of an operating city, is a tall order. Ensuring that the organization reaches net zero emissions in less than seven years is an even tougher task. That said, Kandasamy has identified the areas of concern and is orchestrating a plan of attack on all fronts to achieve Net Zero by 2031. Take back some lessons learned on how your organization can perhaps beat the deadline for your current net zero emissions mandate. Register for FEI 2024 here.

FEI 2024 Net Zero Emissions Competition Finalists

With innovation so closely connected to cutting carbon emissions, it seemed to be a natural fit this year to recognize innovators in the field. FEI will be holding the final round of its Net Zero Emissions Competition at this year’s innovation event. All Things Innovation is pleased to reveal the 10 finalists of the contest, who will be competing for the first-place prize ($25,000) at this year’s FEI, to be held June 10-12, 2024.


Wastewater treatment is expensive, troublesome, and toxic. The status quo to remediate wastewater typically includes fiscally inexpensive treatment methods that have high environmental costs due to the use of harsh chemicals, which leach into the groundwater and surface streams. However, greener methods are fiscally expensive to set up and operate and require five to ten times the energy and labor compared to standard treatments. To address these points, we are proposing the use of engineered microorganisms to remediate toxic contaminants from water. We have genetically engineered yeast to capture heavy metals, including lead, arsenic, and mercury, from various water sources.

Carbon Negative Solutions

Carbon Negative Solutions is a platform company using proprietary AI to develop and commercialize carbon negative concrete & concrete products, the most produced material in the world. Our leading product is carbon negative supplementary cementitious materials (SCMs) that are up-cycled from zero-value waste streams resulting in a product that is cleaner, cost less to produce, and replaces more cement (>50%) than traditional SCMs.


EcoForge aims to tackle the construction industry’s 39% CO2 emissions with innovative hemp-based ceiling tiles. These tiles are eco-friendly, non-toxic, and improve building safety and comfort. The unique hemp species creates stronger, cost-effective solutions, supporting a greener planet.


The company uses special microorganisms for direct electricity generation in battery and decarbonization.

Ada IQ

According to the company, 40% of new consumer products fail or underperform, with 80% of development costs locked in early, leading to 4B tons of landfill waste, 27M tons of CO2 (only for return transports!), and $810B lost revenue – numbers that have been dramatically rising over the last decades. In response to this pressing challenge, product managers and designers are searching for ways to make better informed design decisions. Ada IQ, an AI research company, improves the product development process with ProductGPT. It provides a holistic perspective on how consumers feel about specific product features, from SKU to market segment. It automatically draws insights from millions of data points across different sources to uniquely identify consumer needs and validate designs, before prototyping. Product managers and designers can leverage insights in real-time for both existing and new designs to make better decisions, faster. ProductGPT uses patent-pending AI models that have been rigorously validated over four years of academic research to analyze and predict consumer needs on current and future products. Our technology is pioneering the first solution to offer a data efficient way to evaluate and validate new design concepts based on customer opinions. It is said to reduce the time for deep product analysis by over 90%.


The global water crisis and the fight against climate change demand transformative solutions. Desalination and reliance on over-stressed water sources are unsustainable, both environmentally and economically. PiKARE’s revolutionary AWEG technology disrupts the status quo. We extract clean water directly from the air and generate surplus energy with our patented system. Imagine a solution that not only produces clean water, but also generates up to 120 kWh of clean electricity per day for a 2-ton unit – all with zero waste and a negative carbon footprint. AWEG empowers off-grid communities or enables industries to achieve both water and sustainability targets. We’re not just creating a new product; we’re transforming how communities, industries, and even governments access water. With PiKARE, the future is decentralized water production, promoting resilience and combating climate change.


Aclymate educates and empowers small and mid-size businesses to measure, reduce, report, and offset their climate footprint at an affordable price and without requiring expertise. We connect to the data systems our customers already have to provide them a full-scope carbon accounting through a SaaS solution. For those that need extra help, we offer an integrated carbon bookkeeping service and for companies that are looking to offset, Aclymate offers the largest selection of offsets available on the web. We’re founded by climate experts who have both led carbon companies previously, advised the U.S. Climate Alliance on policy and markets, and developed the largest offset reforestation project in U.S. history.


Esger’s AI automates the desktop due diligence process for companies’ suppliers. Our AI performs audit reviews against companies’ own code of conducts in under three minutes, assigns sustainability risk scores for suppliers, generates Corrective Action Plans, and presents aggregate trends and granular insights from real audit data. Using our AI, customers have reduced the amount of time spent on desktop due diligence from up to15 hours to 10-15 mins.


HyWatts’ power-plant-in-a-box delivers reliable zero-emission energy anywhere for power-intensive businesses at as low as half the price of electricity from utility companies by combining on-site solar energy production with our breakthrough energy storage technology. We address the needs of the rapidly electrifying economy, with growing demand for EVs, data centers, crypto mining, and other power-intensive industries driving the need for more power.

A Global Effort in the Race to Zero

The UN notes that more than 140 countries, including the biggest polluters – China, the United States, India and the European Union – have set a net-zero target, covering about 88% of global emissions. More than 9,000 companies, over 1,000 cities, more than 1,000 educational institutions, and over 600 financial institutions have joined the Race to Zero, pledging to take rigorous, immediate action to halve global emissions by 2030.

Will it be enough? The race to reduce global warming has started, and to be sure innovators—including the finalists listed here and those not yet recognized—are sure to play a key role in the Race to Zero.

Mapping Out the Data-Innovation Journey

Futuristic city at night with data points of light rising from the bottom.

The goal was to take the pulse of the innovation and research world as they looked at what’s currently on their desk, the evolving world of innovation, the changes happening in the discipline and the job function, technological advancements such as AI, and more.

Download the FEI 2024 Brochure & Key Innovation Perspectives Report

A Data-Driven Innovation World

In terms of changes transforming the research and development discipline, it should be noted that artificial intelligence is not far from the minds of these innovators. With the growth of AI systems and frameworks, innovation is becoming more of a data-driven world, one in which analytics, data science and insights are playing a more important role. AI may be just a new tool being tested and implemented but it’s an important one for innovation and product development.

“AI’s impact on innovation cannot be overstated,” says Gail Martino, VP Partnerships, 387Labs. “It offers capabilities for enhancing efficiency, driving growth, and fostering novel solutions. However, this comes with the need for a nuanced approach to managing risks, particularly in areas concerning confidentiality and intellectual property.”

Michele Sandoval, Director of Innovation, E&J Gallo Winery, notes, “We’re starting to realize that AI and LLMs can be very powerful tools to help boost creativity and increase productivity. AI can be used to synthesize large amounts of information and help to progress things along at a much faster rate than would typically happen previously. Everybody is still learning how to use it.”

Developing Inside-Out Partnerships

Still, other executives point out that AI is still just a new tool and it’s important to learn how to wield it, without overusing it. Having strategic conversations with partners and stakeholders is key, as is building on internal and external partnerships.

“I’m starting to see many of these AI consortiums and collaborative groups pop up within corporations, which is good because it helps the teams focus,” says Lisa Costello, Director and Head of Platform, Prologis Ventures. “But AI is a tool, just like a pencil is a tool. Unless you can figure out your pain points, you can’t figure out how AI will solve them. That’s where it gets important to be talking to customers and internal business units to figure out where there are repetitive processes that are time-consuming or expensive that you think AI can augment.”

In terms of cross collaborative, interdisciplinary teamwork, the executives we interviewed also pointed out that insights is playing a significant role in moving innovation forward. This data-driven emphasis goes hand in hand with the rise of AI, but it’s already a prevalent mode of thought that coincides with innovation’s focus on rapid, agile methodologies, jobs to be done frameworks and multi-departmental teamwork.

Honing the Innovation Strategy

Communication, executives agree, is key. And this may also be a pivotal time for innovators and insights executives alike to take on more leadership roles within the company, as corporate enterprises grapple with both innovation and growth strategies.

“Innovation is becoming a cornerstone of overall strategy, where it ideates and initiates the projects and initiatives, collaborates and partners with the business across multiple functions,” observes Michael Nevski, Director, Global Insights, Visa. “As we move into the second half of 2024, we’ll partner with innovation teams to identify more opportunities where we can create tailored and visible solutions and processes for those segments that are more prone to adopt GenAI in their day-to-day tasks.”

Back to Innovation Basics

Ultimately, while AI can be an advantageous tool in the innovation sector, one must still focus on the foundational elements of innovation frameworks and processes, such as jobs to be done methods, agile technologies and balancing short-term and long-term business goals.

Milan Ivosevic, VP R&D and Innovations, CooperSurgical, points out, “Some fundamentals on what makes a new product innovation successful do not change. Everybody’s talking about AI today, however, it is just a tool although a powerful one. In a big enterprise, we already have a portfolio of different products. Sometimes we are incentivized to innovate on our existing portfolio, build synergies, look at the trends, and stay on top. In another case, a bold move to disrupt ourselves is the best way forward. Nevertheless, the story about innovation from that fundamental point of view of being able to meaningfully differentiate your business and your products, doesn’t change. So last year, this year, and next year, it all obeys the same fundamentals.”

Bridging the Data Gap

Ivosevic and other innovation executives we interviewed also pointed to the reliance on, and reliability of, data in this new AI world. AI is still only as good as the data being put into the system.

“One way or another, we are all facing exponential expansion of AI-driven digital trends. The underlying premise for an effective AI supported outcome is data. No data, no AI,” says Ivosevic.

With the growth of AI, broader issues such as data accessibility, data governance, privacy and transparency all come to the forefront for the corporate enterprise and the startup alike to contend with. In a sense, this time period could be about bridging the communication gap between technical and non-technical businesspeople, and to broaden the conversation around what AI can do for innovation and insights.

“In every corporation, we have this unintentional air gap between the people who understand the business and the people who manage the structured data. The advent of large language models and natural language processing enables the air gap to be closed because the people who understand the business challenges can now query the data using their own words. That’s the first big development,” says Leslie Shannon, Head of Trend & Innovation Scouting, Nokia.

It’s that integration of data, of bridging the gaps in the business, that AI can help bring to the table as innovation deals with the disruption and transformation of this technology.

For Kate Carruthers, Chief Data & Insights Officer, UNSW Planning & Performance, UNSW Sydney, the time for innovation and data is now—and it’s already happening, every day.

“The nexus between innovation and data is an important thing to understand now. This is what’s different from last century when I did innovation in a special group. Now, every innovation will be data-driven. Every innovation will be built on data, and it’ll be built on AI going forward. If you’re not ready to manage your resources in an essentially data-driven world, then you’re going to get left behind and you probably need to start thinking about living in a data-driven world,” says Carruthers.

AI, of course, is top of mind for many as this new tool is being tested and implemented. But these innovation leaders also spoke about resilience in the face of change, and adaptation in the face of ambiguity in the market. They also touched on the many changes taking place in the corporate discipline, while still striving to remain focused on agile methodologies, “jobs to be done” philosophies, the fundamentals of innovation and its core principles in both their short-term and long-term operations.

Download the FEI 2024 Brochure & Key Innovation Perspectives Report

The Partnership Playbook: Opening Internal & External Innovation

Graphic showing lasers, interweaving into the center.

Embracing Both Internal & External Change

Innovation can be both internal and external, and which one you choose can depend upon your company’s goals, the systems in place, and the resources that are available. There are advantages and disadvantages to both concepts. In “The Role of Internal and External Innovation,” from digital consultancy Netguru, both options are examined through the lens of innovation experts from several brands and companies.

For some brands, embracing external innovation might be the way to test emerging trends, technologies or ideas. This could be through partnerships with startups or other innovation incubator programs. This might involve the outside-in approach, which gives companies a far greater understanding of what’s happening around them, and what’s happening in the competitive space of their products, notes Netguru.

Of course, the advantages of taking an internal innovation approach include that it may be backed by key decision-makers who can unlock the company’s expert knowledge and resources, observes Netguru. Other pros include clear objectives and access to innovation training, coaching, processes, and methods.

Ultimately, Netguru points out that a mix of both internal and external initiatives, which could be termed a hybrid model, might be the key to successful innovation. For example, forging external partnerships or investing in startups might be an avenue to quickly acquire a new digital technology or tool to help the business grow. Meanwhile, building a robust internal capability that focuses on collaboration might support the development of external partnerships down the line.

The Agility to Move Partnerships Forward

All Things Innovation further looked at this topic in, “Creating the Right Innovation Partnership.” Corporations often face many challenges when it comes to developing innovation in a fast, evolving market. They can face barriers such as inertia, the silo mentality, a large bureaucracy, and even risk aversion can permeate the company culture. That’s where partnerships with startups can come into play, as these firms tend to be smaller and more flexible, creative, agile and disruptive. The partnership between an established corporation and startup can benefit both parties, as they leverage shared resources and a singular vision, whether it be rolling out an innovation or expanding into new markets.

Looking forward to FEI 2024? The conference, which will be held June 10 to 12, will feature the session, “Corporate Innovation: Internal & External Best Practice,” presented by Carley Hart, Director of Corporate Partnerships, Runway Startups, Cornell Tech. One of the reasons that good corporate startup partnerships succeed is due to a clear division of responsibilities based on what each party brings to the table. Corporates traditionally don’t move quickly due to refined and efficient processes. Startups, by definition, need to focus on finding scale. Dive into successful corporate innovation through corporate start-up partnerships. Register for FEI 2024 here.

Creating Innovation Partnership Synergies

Combining the best practices of internal and external corporate innovation offers numerous benefits that leverage the strengths of both approaches and mitigate their respective limitations. We asked ChatGPT to highlight the key benefits of a combined, hybrid approach:

  1. Synergy and Complementarity: By combining internal and external innovation practices, organizations can leverage the strengths of each approach to create synergies and complementarity. Internal capabilities, such as deep domain expertise and understanding of organizational context, can be combined with external perspectives, technologies, and resources to drive more impactful innovation outcomes.
  2. Accelerated Innovation: External partnerships enable organizations to access external expertise, technologies, and market insights, accelerating the pace of innovation. By complementing internal R&D efforts with external collaborations, organizations can bring new products, services, and solutions to market more quickly and efficiently.
  3. Risk Mitigation: Combining internal and external innovation practices helps organizations mitigate the risks associated with innovation investments and initiatives. Internal innovation provides a degree of control and ownership over the innovation process, while external partnerships allow organizations to share risks and costs with external partners, reducing the financial and operational risks of innovation.
  4. Access to Diverse Perspectives: Integrating internal and external innovation practices exposes organizations to a diverse range of perspectives, expertise, and ideas. Internal teams bring deep domain knowledge and understanding of organizational context, while external partners offer fresh perspectives, alternative approaches, and novel technologies, enriching the innovation process and enhancing the quality of outcomes.
  5. Enhanced Flexibility and Adaptability: Combining both ways provides organizations with greater flexibility and adaptability to respond to changing market dynamics, customer preferences, and competitive pressures. By leveraging internal resources and external partnerships strategically, organizations can pivot quickly, seize new opportunities, and navigate uncertainties more effectively.
  6. Expanded Network and Ecosystem: External innovation partnerships enable organizations to expand their network and ecosystem of collaborators, stakeholders, and influencers. By cultivating strategic relationships with external partners, including startups, research institutions, and industry associations, organizations can access new markets, technologies, and talent pools, driving innovation and growth.
  7. Maximized Value Creation: Integrating internal and external innovation practices enables organizations to maximize value creation by leveraging the complementary strengths of each approach. Internal innovation provides a foundation of organizational knowledge and capabilities, while external partnerships offer access to external expertise, resources, and opportunities, enhancing the overall value proposition for the organization.
  8. Cultural Transformation: Combining internal and external innovation practices can catalyze a cultural transformation within the organization, fostering a mindset of openness, collaboration, and continuous learning. By embracing both sources of innovation, organizations can cultivate a culture that values creativity, agility, and adaptability, driving long-term success and resilience in today’s dynamic business environment.

Championing Innovation

The best of both internal and external worlds can unite various parties and their innovation efforts. Netguru points out that internal innovation can come in the shape of senior executives or groups of executives, a corporate innovation board, chief innovation officer, innovation labs, intrapreneurs, and R&D units. On the other hand, external innovation can range anywhere from startup acquisitions, incubators, accelerators, and funding/VC to the more mainstream external innovation partners or consultancies.

Overall, combining the best practices of internal and external corporate innovation enables organizations to harness the full potential of innovation, drive growth, and maintain a competitive edge. By integrating internal capabilities with external partnerships strategically, organizations can accelerate innovation, mitigate risks, access diverse perspectives, and maximize value creation, positioning themselves for long-term success.

Video courtesy of McKinsey & Company

Managing Productive Innovation

Bulletin board with post it notes. One in center says Make Things Happen.

Over the years, I’ve refined a meeting template for use with my innovation teams, ensuring that our collective energy is channeled toward creating impact instead of getting bogged down in unproductive discussions. This template has gained popularity among team members because it clearly defines responsibilities and deadlines. Senior leaders have found it beneficial as well, as it outlines the support the team requires and provides all the necessary information for decision-making ahead of the meeting.

Let’s delve into how this agenda can streamline your meetings and enhance your innovation process. First and foremost, bring people together only when the topics benefit from group input, insight, or awareness. If a topic doesn’t benefit from this input, then why hold a meeting? It should simply be conveyed through an email.

Secondly, aim to keep meetings within a 30-minute timeframe. Nobody has the time for hour-long meetings, particularly leaders.

Master the Agenda

The key elements of this agenda are as follows:

  • Topic: Clearly define the focus of the discussion and allocate an appropriate amount of time to it. Topics should be selected carefully; only those that drive the project forward and require input from the team or a leader should be discussed. Be ruthless in your selection process. Prioritize decisions over updates, unless those updates are critical for project progress. Avoid using meeting time for a round-robin of updates.
  • Time Allocation: Limit discussions on any topic to a maximum of 20 minutes. If a topic necessitates more time, consider scheduling a separate meeting dedicated to that specific topic.
  • Lead: Clearly designate the person responsible for leading the discussion for each agenda item. Typically, a lead is also accountable for that part of the project.
  • Expected Outcome: Specify why each item is on the agenda and what is expected from the group or a leader – whether it’s a decision, alignment, or an update.
  • Pre-read Material: Emphasize that pre-read materials should be reviewed before the meeting. In-meeting review is a time-wasting practice and it disincentivizes people to prepare; treat the pre-read as homework.
  • Next Steps: During the meeting, fill out the next steps section live to ensure everyone is aligned on the decisions made and the actions to be taken, including deadlines.

Identify Next Steps

I recommend sending out the agenda at least two days before the meeting, allowing ample time for all attendees to prepare.

Following the meeting, redistribute the agenda with the attendees and the identified next steps included. Review these actions at the beginning of your next meeting to ensure they have been completed.

By adhering to this template, you will quickly identify any obstacles that require attention and pinpoint who needs support. If you would like to obtain a copy of this template in either PPT or Word format, please feel free to contact me on LinkedIn.

Click here for more columns by Gail Martino; if you enjoy this content, please consider connecting with Gail Martino on LinkedIn.

Taking Flight with Data-Driven Drone Development

A flying drone.

Drones: Working Smarter

Like leveraging AI, chatbots, robotics and other new technology, using drones is becoming a big business—along with the increasing need to capture data, and then manage that data influx as well as deriving actionable insights for human and machine use, which could translate to increased innovation. Reality capture—as it is known in the drone industry—is becoming more advanced and precise, and the barriers to entry are lowering. Market trends include that drone reality capture is becoming more unified, automated and intelligent.

In “5 Trends that are Shaping the Future of Reality Capture,” Conner Jones of DroneDeploy looks at some of the key developing trends in the field, including:

  1. Commoditization reducing the barriers of entry: Once upon a time drones and 360 cameras were incredibly expensive. Times have changed. With the proliferation of smartphones, the technology behind high-quality cameras and sensors has become commoditized. Now this technology is fairly inexpensive, giving both consumers and organizations affordable ways to capture.
  2. The growing demand for unified tools: The market has seen an influx of apps and software platforms. Over the past decade, there’s been a transition from having practically zero industry tech to a dazzling array of tools, each promising to revolutionize workflow. The need for a single unified platform for all reality capture workflows has never been higher, with the overabundance of variety today turning into a tighter field with only a handful of key players.
  3. The era of artificial intelligence and machine learning: Open-source movements have democratized access to advanced machine learning models. Platforms like ChatGPT showcase how AI is no longer just a futuristic concept but an integral part of our daily digital interactions. Beyond chatbots, industries are harnessing AI in reality capture to streamline workflows and enhance efficiencies. AI is helping industries find actionable insights from their captures, unify their data, and optimize the way they work.
  4. Automating time-consuming tasks: If you’ve ever wondered where the most substantial costs lie in reality capture, it’s not the fancy software or the cutting-edge hardware. It’s the cost of human labor. Organizations can track a significant amount of their spending on having personnel manually gather data and perform site inspections. With hardware capable of automated capture and intelligent software platforms driving these tools, some companies are beginning to inspect and uncover actionable insights from their site on a daily or even hourly basis.

Bots, Drones & Insights

All Things Innovation looked at other innovative technologies in “How Bots Can Support Innovation.” As innovation becomes more of a central focus, bots have become more prevalent in business. These bots can automate tasks and processes, thereby improving services and freeing up employees to focus on the more important tasks of research and development. Bots can also be used to automate data science and insights tasks, compiling data much faster than a human could alone. Certainly, on a basic level, bots can increase these efficiencies and increase customer engagement.

Looking forward to FEI 2024? The conference, which will be held June 10 to 12, will feature the session, “Capturing Actionable Insights And Ultimately Saving Lives,” presented by Omar Eleryan, Founder and CEO, Cleo Robotics. Drones are fun. They also provide breathtaking imagery. There’s now an entire diaspora of drone-inspired markets, including health and safety. But to really understand how, Eleryan takes us through a few case studies that showcase the navigation of dangerous places in our world utilizing computer vision and machine learning. Register for FEI 2024 here.

In addition, check out the keynote session, “Brunch with Bots,” at FEI 2024. This session provides a mix of Autonomous Mobile Robots (AMRs), Automated Guided Vehicles (AGVs), Articulated Robots, Humanoids, Cobots, Hybrids and of course dogs greeting the delegation in a Bot Commencement Ceremony with handler’s giving dashboard information about each bot. Each bot and handler is then available for networking at various stations throughout the main hall. Register for FEI 2024 here.

Gaining a Competitive Advantage

The evolving capabilities of drones in capturing data and providing actionable insights offer numerous benefits for innovation and decision-making across various industries. We asked ChatGPT to identify some of these benefits:

  1. Enhanced Data Collection: Drones can access remote or hard-to-reach areas, enabling comprehensive data collection in various environments such as construction sites, agricultural fields, and disaster zones. This enhanced capability provides a more detailed and holistic understanding of the target area or subject.
  2. Improved Efficiency: Drones can rapidly survey large areas and collect vast amounts of data in a relatively short time compared to traditional methods. This efficiency in data collection streamlines processes, reduces time and labor costs, and enables real-time monitoring of dynamic situations.
  3. High-Resolution Imaging: Advanced drone technology allows for high-resolution imaging, including aerial photography, photogrammetry, and LiDAR scanning. These imaging techniques provide detailed spatial data that can be used for mapping, 3D modeling, and terrain analysis, facilitating better decision-making in urban planning, infrastructure development, and environmental monitoring.
  4. Precision Agriculture: Drones equipped with sensors and cameras can capture multispectral and thermal imagery of agricultural fields. This data can be analyzed to monitor crop health, detect pests and diseases, optimize irrigation and fertilization, and improve crop yields through precision agriculture techniques.
  5. Safety and Risk Management: Drones reduce the need for human operators to enter hazardous or dangerous environments, such as industrial facilities, disaster sites, or infrastructure inspections. By minimizing human exposure to risks, drones improve safety outcomes and reduce the likelihood of accidents or injuries.
  6. Real-Time Monitoring and Surveillance: Drones equipped with live video streaming capabilities enable real-time monitoring and surveillance of critical infrastructure, public events, and emergency situations. This real-time situational awareness allows for proactive decision-making, rapid response to incidents, and better coordination of emergency services.
  7. Environmental Monitoring and Conservation: Drones play a crucial role in environmental monitoring and conservation efforts by collecting data on ecosystems, wildlife populations, and habitat changes. This data helps researchers, conservationists, and policymakers assess the impact of human activities, track endangered species, and implement effective conservation strategies.
  8. Infrastructure Inspection and Maintenance: Drones can perform visual inspections of infrastructure such as bridges, buildings, and power lines, identifying defects, corrosion, or structural damage. This proactive approach to maintenance enables early detection of issues, reduces downtime, and prolongs the lifespan of critical infrastructure assets.
  9. Disaster Response and Recovery: In the event of natural disasters or humanitarian crises, drones can rapidly assess damage, identify survivors, and deliver aid to affected areas. This capability facilitates more efficient disaster response efforts, enhances search and rescue operations, and improves coordination among relief agencies.
  10. Innovation Catalyst: The continuous evolution of drone technology stimulates innovation in various fields, including artificial intelligence, robotics, sensors, and data analytics. As drones become more sophisticated and versatile, they unlock new possibilities for data-driven insights, automation, and decision support, driving further innovation across industries.

The Future Growth of Drone Technology

Overall, the increasing capabilities of drones in capturing data and providing actionable insights empower organizations to make more informed decisions, optimize operations, and drive innovation in diverse applications ranging from agriculture and infrastructure to emergency response and environmental conservation.

The future of drones and reality capture seems bright, especially as technology behind these processes becomes more unified, automated and intelligent. Of course, the future of these tools is not just technology but advanced tools that will work smarter. As DroneDeploy puts it, “Just like when drones changed the game for aerial site capture, AI, unified data, automation and a lower bar of entry are going to amplify reality capture to help organizations realize far greater insights and returns.”

Video courtesy of Hammer Missions

Accelerating a Data-Driven Approach

An accelerating speedometer.

Driving the Necessary Data Steps

Sisense, in the company’s blog on “5 Steps to Data-Driven Business Decisions,” makes the case that this new world of expanding data has given innovation efforts an increased pace of agility. No longer is this just the realm of the data scientist. “With technology underlying almost every aspect of your business, you can use the data it generates to see exactly what’s happening in your organization and use the information to make your business more agile by testing out different scenarios and their success,” observes Sisense.

Forward-thinking, data-driven companies ultimately can be more competitive, customer focused, cost effective, opportunistic, and become more agile. Of course, the value also comes from identifying what data to use and generating insights from it. Sisense further outlines five steps to focus an organization’s data-driven business decisions:

  • Step 1: Strategy: Data-driven decision making starts with the all-important strategy. This helps focus your attention by weeding out all the data that’s not helpful for your business and your objectives.
  • Step 2: Identify Key Areas: It’s essential to manage the multiple sources of data and identify which areas will bring the most benefit. Which area is key to achieving your overarching business strategy?
  • Step 3: Data Targeting: Now that you’ve identified which areas of your business will benefit the most from analytics and what issues you want to address, it’s time to target which datasets will be most helpful. This involves looking at the data that you already have and finding out which data sources provide the most valuable information. This will help streamline data.
  • Step 4: Collecting and Analyzing Data: Identify the key players who will be managing the data. To analyze the data effectively, you may need integrated systems to connect all the different data sources.
  • Step 5: Turning Insights into Action: The way you present the insights you’ve gleaned from the data will determine how much you stand to gain from them. It’s about visualizing the insights in a way that’s relatable, making it easier to see what actions need to be taken and ultimately how this information can be used in the business.

Finding Best Data Practices

All Things Innovation’s “Finding Best Practices for Data Management” recently looked at aspects of data management and how it can support innovation. Indeed, data management is critical in today’s innovation and overall business environment. This ensures that data is collected, cleansed, analyzed and stored properly, and compliantly. Sound data management practices also lead to generating valuable business insights, leveraging data to make decisions and to identify and use actionable data. Proper data management also ultimately leads to business improvements, efficiencies and cost savings.

Looking forward to FEI 2024? The conference, which will be held June 10 to 12, will feature the session, “Test & Learn For Data-Driven Decision-Making,” presented by Serena Huang, Chief Data Officer, Huang will explore innovation from the lens of large companies as well understanding startups; providing context through data and finding ways to fail fast; ensuring feedback tools are scalable; taking risk internally when it comes to asking for investment needed for experimentation; and realizing when it comes to talent, RTO offers a perfect testing ground. Register for FEI 2024 here.

It’s Best to Test & Learn

The Test & Learn approach for data-driven decision-making offers numerous benefits for businesses seeking to optimize their strategies and processes. Per ChatGPT, here’s an outline of the top benefits:

  1. Evidence-Based Decision-Making: The Test & Learn approach relies on empirical evidence and data analysis rather than intuition or anecdotal evidence. This ensures that decisions are based on concrete results and insights derived from controlled experiments.
  2. Minimized Risk: By conducting controlled experiments on a smaller scale before implementing changes company-wide, the Test & Learn approach helps mitigate the risk associated with large-scale changes or investments. This allows businesses to identify potential pitfalls and refine their strategies before committing significant resources.
  3. Continuous Improvement: The iterative nature of the Test & Learn approach encourages continuous improvement. By testing different strategies, hypotheses, or product features and analyzing the results, businesses can incrementally optimize their processes and outcomes over time.
  4. Efficient Resource Allocation: Test & Learn allows businesses to allocate resources more efficiently by focusing investments on initiatives that have been proven to yield positive results. By prioritizing initiatives based on data-driven insights, businesses can maximize the return on investment and minimize wasted resources.
  5. Customer-Centric Innovation: Test & Learn enables businesses to experiment with new ideas, products, or features in a controlled environment and gather feedback from customers. This customer-centric approach ensures that innovations are tailored to meet the needs and preferences of the target audience.
  6. Faster Time-to-Market: The iterative and agile nature of this tactic enables businesses to quickly test hypotheses, iterate on ideas, and implement changes. This accelerated decision-making process reduces the time-to-market for new initiatives, giving businesses a competitive edge in rapidly evolving markets.
  7. Improved Performance Measurement: By rigorously testing hypotheses and tracking key performance indicators (KPIs), businesses gain a deeper understanding of what drives success and can more accurately measure the impact of their decisions. This enables informed decision-making and facilitates accountability.
  8. Cultural Shift Towards Experimentation: Embracing the Test & Learn approach fosters a culture of experimentation and learning within the organization. By encouraging employees to test new ideas, take calculated risks, and learn from both successes and failures, businesses can foster innovation and adaptability.
  9. Data-Driven Culture: Implementing the Test & Learn approach requires businesses to collect, analyze, and act on data effectively. This promotes a data-driven culture where decisions are based on empirical evidence, leading to more informed and effective decision-making across the organization.
  10. Competitive Advantage: Businesses that adopt the Test & Learn approach gain a competitive advantage by continuously optimizing their strategies, processes, and products based on data-driven insights. This agility and responsiveness to market dynamics enable businesses to stay ahead of the competition and drive long-term success.

The Value of Data

Overall, the Test & Learn approach, coupled with data-driven insights and strategies, empowers businesses to make better decisions, innovate more effectively, and drive sustainable growth by harnessing the power of data and experimentation.

Sisense points out in its blog that it’s not just having the data technology or infrastructure in place. It’s about embedding data into the culture of the corporation, a culture based on data-driven decision-making. “It’s about realigning your organization’s culture to make sure that everyone knows the value of the data —and how to make the most of it.”

Video courtesy of Jelvix

Innovation Principles, 7/7

A blueprint with a pencil and ruler.

“If you do not know where you are going, any road will take you there.”

—Alice in Wonderland

Even though assembling a superstar team with competent members who have great attitude, drive, and learning agility is an obvious desire for all leaders, it still might not be sufficient to ensure a team’s effective performance. My personal experience regarding conditions for enabling high-performance teams is consistent with reported research [1] that builds on the seminal work of J. Richard Hackman on organizational behavior [2]. It has been found that beyond team dynamics, including member personalities, work styles, and attitudes, what deeply impacts team effectiveness are mission-related enablers such as direction, structure, and context. They are further elaborated here through the lens of the three pillars of a high-performance team: vision, strategy, and delivery.

Essential enablers of a high-performance team.

Purposeful VISION: The foundation of every successful transformational mission is clear direction associated with a purposeful destination that inspires and motivates team members. In other words, one of the most effective explicit goal definitions is the one that induces intrinsic satisfaction for each team member due to a sense of belonging to a mission with a compelling purpose. That is also an approach used by a number of companies today to attract and recruit top talent by offering not only competitive compensation but also the opportunity to be part of an initiative with an inspiring purpose (e.g., SpaceX Corp.). Incentivized goals that provide extrinsic rewards such as recognition, pay, and promotion could also be an effective motivator in a number of circumstances.

Development STRATEGY: Strategy could be defined as an integrated set of choices that position us on a select playing field such that we are in a position to win. Team alignment and shared understanding of the logic behind strategic choices, including the specific approach regarding how the team intends to achieve its goal, are an essential “trade secret” of the high-performance team. There are many ways to carve a pumpkin, and if every team member is on the same page in terms of what, why, and how they are going to jointly succeed, then that arms the entire team with the confidence to deal with unforeseen challenges and improvise on the go in order to prevail.

Predictable DELIVERY: Order and clarity are critical when it comes to execution. There are three key elements of effective project planning that drive a predictable and focused execution: (i) development strategy—game plan, (ii) master plan—blueprint, and (iii) daily task management—sprints. Note that the project master plan (blueprint) is a live document that is constantly self-adjusting based on the implementation reality, the focus being on management of the critical path (“plans are nothing, planning is everything”). With an effective blueprint in place and a clearly defined RACI matrix, daily task management with clarity on who, what, and when is what makes or breaks a successful execution.

Promote Learning

We can stimulate people’s learning by recognizing specific moments of excellence that lead to a desirable outcome. It is an effective way to promote learning because it nourishes the brain’s comfort zone while triggering its creative desire to further refine, grow, and excel.

“To attain knowledge, add things every day.

To attain wisdom, remove things every day.”

—Lao Tzu

Some of the common qualities that most successful entrepreneurs share are perseverance (grit), curiosity, and a desire to learn new things. Given the ambiguous nature of entrepreneurship that continuously questions the status quo and challenges unexplored spaces, learning agility becomes an essential success factor. The question becomes this: “How can learning be effectively stimulated and growth and improvement augmented when team members are deployed on a challenging, new product innovation that often requires them to go above and beyond their comfort zone?”

Marcus Buckingham and Ashley Goodall [3] shared some non-obvious insights from their research on how to give feedback that stimulates learning and helps team members excel. They concluded that a common misconception is that learning is analogous to filling up an empty container. If you lack certain abilities, the best way to help you is to point out what others can see better than you can. Because great performance is universal and transferable, you just need to fill in what is missing. It is up to your colleagues or boss to tell you directly and plainly what you’re lacking to aid in your awareness about where your greatest improvement opportunities lie.

Apparently, it is not as simple as filling an empty container and even less about going to the desert to dig a new well to fill your vessel. Learning with true understanding is less a function of adding something that is not there and more a function of recognition, reinforcement, and refinement of what is already there. We learn when we realize how to do something better by adding nuance to what we already know.

Desert – Oasis learning and competency growth model.

Our strengths are our most opportune development areas because we tend to grow more in the areas of our greatest ability. The brain also grows the most where it is already the strongest, and adding new neural connections to existing branches is the preferred growth mode versus a new branch. When moments of excellence are praised and recognized, our brain is stimulated to trigger a creative desire to further refine and perfect what it already has and to add new learning. It is easier for our brain to expand around our active “ability oasis” by leveraging existing assets than to go into a “hostile desert” and search for what is perceived to be missing from someone else’s point of view. Our “constructive” feedback to others is too often more about our own extrinsically driven perceptions than their unique abilities.

According to Buckingham and Goodall, the recommended approach to help people excel is to look at successful outcomes when a team member contributed in an effective way. In such situations, stop and recognize that specific point of excellence.

This approach is also consistent with Simon Sinek’s thesis that the human brain cannot comprehend the negative [4]. We cannot tell the brain not to think about something. In other words, if we focus on avoiding obstacles, all we will see are the obstacles. Alternatively, progress can be better achieved by focusing on solutions between the obstacles—find the path versus avoid the obstacle. This principle could be further extrapolated to foster an achievement-based team culture via a precise outcome-focused communication on all project execution levels (see table below). Differences between an action-oriented achiever and a process consumed facilitator might be subtle and not obvious on a first look because they both come across deceptively positive. Yet, the difference in the project outcome could be substantial to the extent of success vs failure/delay. The goal is to ensure that all project related communications (plans, dashboards, updates, etc.) are defined as unambiguous outcomes rather than process related activities that are continuously open for interpretation of the expected process endings.


[1] Haas, M., et al. (2016).The secrets of great teamwork. Harvard Business Review, 94(6), 70–76.

[2] Hackman, J. R. (2002). Leading teams: Setting the stage for great performances (1st ed.). Harvard Business Review Press.

[3] Buckingham, M., & Goodall, A. (2019).The feedback fallacy. Harvard Business Review, 97(2), 92–101.

[4] Sinek, S. (2016). How to stop holding yourself back. Simon S. [Video]. YouTube.

Editor’s Note: Selected topics from Milan Ivosevic’s book, Eureka to Wealth, will be featured as part of this Innovation Principles series in the following months:

  1. Introduction (Oct. ’23)
  2. Entrepreneurial Perspective: Human-Centered Design Entrepreneurship(Nov. ’23)
  3. Entrepreneurial Perspective: End to End Product Innovation Framework(Dec. ’23)
  4. Opportunity Incubation: The Innovation Spiral(Jan. ’24)
  5. Opportunity Incubation: Business Case (Sizing the Opportunity and Go / No Go check) (Feb. ’24)
  6. Product Delivery: Development Strategy(Mar. ’24)
  7. Product Delivery: Delivery Effectiveness (May ’24)

The Road to FEI24: Implementing An AI-Driven Innovation Discovery Process

Street signs, one saying Impossible and the other saying Possible.

You both are speaking together at FEI 2024, and we are so thrilled. In part, interdisciplinary interactivity is a key theme at this year’s show, and you’re going to be talking about it. How are you working together to drive innovation forward?

Helmer says, “Well, first off, let me tell you a little bit about Clorox. We have a vision to be exceptional innovators who win people’s enduring loyalty, and we’ve transformed our company along three different principles of being faster and leveraging AI. And we created a digital core that helps support the interdisciplinary activity.”

“What I would add to that is this idea of interdisciplinary innovation is not new,” notes Sobol. “That’s probably the only way to do innovation. You need brands. You need R&D. You need insights. You need the supply chain, finance, the list goes on. What is new is that we are now adopting systems thinking and systems design at corporations such that we design a process and a toolkit where a variety of people can come in and collaborate in a team fashion. So you’re no longer dependent on a pre-structured team with predefined roles, but the system enables people with varied backgrounds to come together and collaborate on a project with a consistent result.”

System syncing is not only featured in this session. Christian Saclier from PepsiCo will also be touching on that. What I love about the session is the fact that you call out the fact that you’re putting together humans and AI at the center of what you’re doing. Can you expand on that?

“I would qualify that as we are putting humans at the center,” says Sobol. “We are a consumer-centered company. AI is a tool. It is an enabler. But here’s how it unlocks new things for us. I work in insights, and in a given year, we are speaking with hundreds of thousands of consumers via surveys directly, face to face, by our consumers affairs group. That seems like a lot, but that pales in comparison to the hundreds of millions of conversations that are available in the digital space. This is where AI comes in and casts a vastly broader net faster, more efficiently, so that enables us to listen to a much greater array of more diverse voices.”

Helmer adds, “And I’ll bring it back to the innovation process. So let me take you back in time. We used to go into eight consumers’ homes and watch them and build all of our plans on that. Now I have millions of data points that we could bring together because they’re expressing themselves online, and they’re searching for things, and they’re reviewing products. And I’d rather have the million data points as my foundation than eight.”

What are the actual key takeaways that attendees should kind of expect from this session?

“If you aren’t using AI in your innovation process, you should be. And I want you to leave and immediately start doing that,” says Helmer.

Sobol relates, “I hope people walk away with an updated mindset about what it means to collaborate in innovation going right back to your first question, Seth. So with the tools that are available now, we no longer have to hold this for a highly specialized small group of people within the company. At Clorox, we are opening up this collaboration to a much broader network of people because the tools enable that now. And what that gives you is more ideas, more diverse perspectives, more build. We are democratizing innovation, you could say, and look forward to seeing everyone in our session.”

Attend FEI 2024

Looking forward to FEI 2024? The conference, which will be held June 10 to 12, will feature “Implementing An AI-Driven Innovation Discovery Process,” presented by Miranda Helmer, VP, Innovation Discovery, The Clorox Co., and Oksana Sobol, Senior Director, Insights Lead, The Clorox Co. No matter how it’s informed, the traditional innovation discovery process is simultaneously messy and beautiful. The messiness is provided by humans knocking their heads together to generate ideas that provide the groundwork for the growth and resilience of an organization. What’s beautiful is when that “fuzzy front-end of innovation,” works. But it works slowly. At this moment, the innovation discovery process simply needs to be AI-driven. Dive into this session and experience what’s already working, at the modern pace of business. Register for FEI 2024 here.

More Innovation Resources

Powering AI-Driven Innovation

The advancements in artificial intelligence have rapidly impacted and transformed the business world around us. For insights and innovation, it has increased the reliability and accessibility of data-driven functions, as well as augmented the automation of some tasks. Automating processes, developing new products and services, increasing business and competitive intelligence are all benefits of AI. But let’s take a closer look at implementing an AI-driven innovation discovery process and the advantages of adopting that approach.

The Impact of AI on Innovation

Artificial Intelligence (AI) is having a profound impact and influence on a broad range of industries. From healthcare to publishing to industrial fields and manufacturing, the effects of AI on systems and the workforce are just starting. Already there has been cause for celebration of automating some tasks, to consternation over what could be perceived as the negative effects of AI on a given field. Just where does one draw the line on the advantages versus the drawbacks? The technological developments of AI, and the rapid speed of adoption, are generating plenty of questions in the market. Just what are some of the pitfalls and potential of AI when it comes to innovation?

The Road to FEI24: Business Transformation in a World of Technological Blast

hands holding a rubick's cube, trying to solve the puzzle.

Let’s dive into the session that you’re giving at FEI, and then we’ll talk about maybe some of the extracurricular stuff that you’re helping with, which we appreciate. You are going big here with a focus on business transformation. What will you be sharing with us at FEI in June?

“Basically, I’m going to talk about the way we are innovating, not just at PepsiCo, but more generally into any large-scale corporation,” says Saclier. “And I’m going to talk about the fact that we have all been embracing design thinking for the past decade. It’s been implemented in most of the companies that I’ve been working for, but also the companies that I know are with my peers and colleagues in this room or in this conference. Actually, I think we have reached a stage where we all now became masters of design thinking, masters of the implementation of this cross-functional approach that is helping teams work together towards a goal, mostly navigating through the double diamond or the triple diamond of innovation.”

Artificial intelligence has certainly ramped up the pace of change in innovation as well.

“We know that artificial intelligence has now significantly accelerated the work that we can do with the front end and particularly along those double or triple diamonds,” says Saclier. “And now it’s time to look a bit deeper or to look into what actually scales. So not just what we can take to market by identifying some opportunities for innovation from insights, but really what is going to scale and what is going to be a game changer. Because I think we’ve all passed the ambition of getting to market. We all know how to do that. We know it’s difficult, and congratulations to all of my peers and colleagues who are doing this because it’s really hard. But getting on the market is not enough in the sense of it needs to scale. And this is really where we are in need of embracing new approaches, where artificial intelligence can help in some way.”

Saclier continues, “But most importantly, it’s about being right and making sure that you have the right to win in the space that you want to focus on. And design thinking, yes. Systems thinking probably is an approach that we can embrace now moving forward. What matters really is how are we going to scale this? And this goes along the fusion, and the artful fusion, of branding and innovation. Because very often, I’ve seen in my past life that two agendas working in parallel, the branding agenda on one side and the innovation agenda on the other side. I think it’s time to really reunite the two and actually get into something that is more systemic in the way we are looking at innovation.”

That fits rights with our tagline, which is corporate changemakers unite—uniting two different areas so that we are all stronger together. You’re also the music director for FEI 2024. This is something that you and I created, but we’re getting somewhere now. We’ve got a partnership with Berkeley School of Music.

Saclier adds, “It is awesome. Yes, super excited, and a lot of surprises are going to come on the way.”

Attend FEI 2024

Looking forward to FEI 2024? The conference, which will be held June 10 to 12, will feature a session called “Business Transformation in a World of Technological Blast: Design Thinking, Systems thinking, Change Management & Cultural Evolution To Drive Growth,” presented by Christian Saclier, VP Design Innovation, PepsiCo. Everything, everywhere, all at once. We know that how we do what we do is evolving. The goal is to be the progenitor of that change. When design thinking is coursing through the veins of an organization, anything is possible and evolution becomes certain. Join us as we discuss creating a design thinking culture to drive growth. Register for FEI 2024 here.

More Innovation Resources

Finding the Way to Business Transformation

The concept of business transformation can be defined with a broad range of meanings depending upon the business and the different stakeholders that play a role in it. Even the forces of the marketplace, in terms of disruption, can define what type of transformation is necessary. One concept that many companies tout is that of digital transformation, but transformation can also be one of culture, talent, communication, strategy and more. In today’s environment, business transformation must also generate new value, whether that’s through new growth or other opportunities.

Transforming the Business Through Design Thinking

Disruption is here. The evolution of change is here. Digitization is here and impacting the way we live and work and affecting industries from hospitality to healthcare. Different business models are being used and the customer experience is being transformed. Adding to that is the speed of change and the broader macroeconomic trends such as globalization. But these changes also afford opportunities, especially in terms of business transformation with a focus on design thinking.

Leveraging AI in B2B Respondent Insights

a surface of black cubes rising from floor, varying heights, one stands out in yellow above the rest.

OvationMR Webinar Emphasizes B2B While Navigating AI

OvationMR has scheduled its latest webinar for June 5, 2024. “People, not Datapoints: How to Maximize B2B Respondent Insights While Leveraging AI Tools,” will be presented by Bart Borkosky, Chief Research Officer, and Jennifer Whaley, Chief Commercial Officer & Head of Client Services. The webinar is slated for 12 p.m. EST, and is approximately one hour.

Register for the OvationMR webinar here.

 The webinar is designed to provide a comprehensive overview of the nuances and complexities involved in how B2B market research is best leveraged for specific business needs. The session will offer valuable insights on the best practices for data collection, analysis, and how to effectively turn these insights into actionable business strategies. Most importantly, it will take a deep dive into how to best identify a recruitment methodology that will bring the right business professionals to your research, engage with them in a meaningful way, and examine how to best navigate where/when/how to use AI tools to bolster your research outcomes.

Whether you are a professional in the field of market research or an end user looking to better understand how to reach your B2B customers, this webinar will equip you with the knowledge and tools necessary to excel in your specific B2B research needs.

Webinar Key Takeaways:

  1. Understanding Your B2B Audience: Learn the significance of accurately identifying and understanding your B2B target audience, including segmentation techniques based on behavioral and demographic factors. This is crucial for tailoring your market research and subsequent business strategies effectively. 
  2. Choosing the Right Research Recruit Methodology: Understand the importance of selecting the most suitable method based on your specific research objectives and the characteristics of your target audience. 
  3. Choosing the Right Partner: Gain understanding of how B2B audience providers can provide pragmatic and impactful solutions for your insights needs.
  4. Know When to Leverage AI: With all the questions surrounding the emergence of AI, learn how to identify what tools will best fit your research needs. Understand some of the pros and cons, and gain insight on how data collected by large language models is utilized in the public sphere. Have the opportunity to see a live demo of Qualibee OE, a proprietary AI tool designed to give qual-like insights in quantitative surveys quickly, at scale, at an affordable cost.

Register for the OvationMR webinar here.