Hector Silva founded a design education nonprofit called Advanced Design that, since 2016, has exploded. Their programming seeks to disrupt professional development in the field of industrial design, and if you have designers on staff, chances are they’ve heard the name before. It’s working. Hosts Dave Franchino and Stefanie Norvaisas chat with Hector about: - The gap between design education and real-world practice - How design has changed from “form giving” to strategic weapon - Mental health and diversity in the design industry

Delve Talks

Hector Silva, Advanced Design

Lennon Rodgers is an engineer who has worked at the NASA Jet Propulsion Laboratory and the International Design Center at the Massachusetts Institute of Technology. Today he oversees an ecosystem of courses, programs, and more than 40,000 square feet of design and fabrication spaces within the University of Wisconsin College of Engineering. Lennon shared his passion for art, how makerspaces are becoming a catalyst for entrepreneurship and innovation, and what employers can expect when the next generation of engineers and tinkerers start working professionally. - Art and engineering - Engineers are more hands-on today - Makerspaces as interdisciplinary innovation accelerators - Engineers must be user-centered

Lennon Rodgers, UW Makerspace

Growth requires alignmentBrenda’s charge is to lead a growth mindset at Tekni-Plex, of which innovation is a part.Setting the stage for growth begins with alignment across the organization toward a common goal and vision. “The way you inform growth and momentum and get fuel is the tank is to be able to collect, gather and connect insights and thoughts that others can’t see through your unique lens,” she said. “And it’s tough to do that one person at a time, so when you can get the whole organization looking at it and seeing the opportunities and having the reasons to believe and motivation for change, you create an extremely powerful organization.” Growth through acquisition means looking at the bigger pictureTekni-Plex has grown through the acquisition of 14 companies in the last five years. The ability to integrate those acquisitions into the organization has been exceptional, Brenda said. The challenge is looking to the future: how do you leverage all of these capabilities that you’ve acquired? It involves getting the organization aligned not just to looking at those technologies, but the combination of technologies that exists under the Tekni-Plex umbrella. “We have to step back for a second and look at the lens a little differently,” she said. “The muscle that’s required to look at that in totality starts to think about the market needs and what the trends are and how you’re going to take all of those capabilities that are in your toolbox and uniquely bring that forward to the market.”Your brand needs to stay relevant as consumer choices changeConsumers have more choices today. They have more places to shop and access to more brands, and as a result every brand is struggling to stay relevant, she said. In packaging, sustainability is a big topic but it’s not enough to deliver solutions on its own. It’s sustainability plus something else. It might be sustainability and packaging strong enough to withstand e-commerce or protecting food for extended freshness. And the brand experience needs to be included in the mix. In creating packaging solutions, material sciences are a key component in innovating and offering customers better solutions. In a highly competitive and quickly changing environment, taking stock of all the assets you have, knowing what makes you special, understanding your value proposition, and what skills are necessary to address your customers’ needs in the future are critical to survival.   Triangulation helps guide “skating toward the puck”Predicting consumer behavior, which was already undergoing huge changes even before the pandemic, requires what Brenda called triangulation. It’s looking at a number of factors including what will likely be important to consumers moving forward. During the pandemic, the desire for infection control made once-popular items such as reusable cups and shopping bags undesirable. Post-pandemic, will consumers once again place more emphasis on sustainability? Tekni-Plex looks at consumer behavior across an number of drivers and market segments – demographics and geographically -- to try to understand and comprehend what’s going to change.Innovation comes from withinThe idea of a growing organization and delivering on truly world-class innovation comes from within, Brenda said. It comes from a culture of being able to triangulate different capabilities and needs in the market: “It’s at the intersection of how you can truly create a competitive advantage by leveraging your unique understanding of the world around you. It’s not just in the pillar of innovation, it permeates through the whole organization to see opportunities more broadly and everyone participates in it.” Organizations that silo innovation or layer it on top of the rest of the organization typically fail at it, she said. The path to developing a strong level of innovation is a continuous mindset. It’s not a one-point-in-time approach.

Brenda Chamulak, Tekni-Plex

"But I think sometimes we have to look at what is six months to a year out and what can we control. And I think we all have to say, hey, let's make sure we get through this pandemic. Let's make sure we get the people that are around us, that are near us, doing as well as they can be. If we can do anything to change and help them, we're making ourselves available to do that. I think that that's where we as leaders should fall right now and the future will figure itself out. I believe in Americans. I believe in humanity as a whole. And I think right now, like, we all have some really cool things to show our unity. And by way of the pandemic, we've made some really, really strong strides on really difficult conversations such as racism and segregation as far as opportunity and access. So there has been a lot of good stuff that's happened. And yes, truth is, is a question and construct that we all are going to deal with, but that's going to be forever true, unfortunately."

QuHarrison Terry, Mark Cuban Companies

We had the opportunity to talk with Ben Morris, Ben Morris, CEO and Founder of Coaster Cycles, Coaster Outdoor and CC Face Shields. Coaster Cycles develops innovative, eco-friendly transportation solutions for passenger, last-mile, and cargo needs. Coaster Outdoor focuses on pedicab-based marketing solutions. He started both companies in 2004. This year, in light of the needs for PPE at the beginning of the pandemic, he started CC Face Shields.Ben shared how Coaster’s commitment to innovation, nimbleness, and community have helped it weather the challenges of the pandemic. Here are some takeaways:Seize the opportunitiesBen started out as a pedicab driver and saw an opportunity to spread the fun experience he had in San Diego to Boston, where he was going to college. He started with a couple bikes near Fenway Park and it eventually grew to a national business called Coaster Cycles. From there, he quickly saw the opportunities for a new type of outdoor advertising using pedicabs and formed Coaster Outdoor. It was several years later, when they realized that mechanical issues were cutting into profits that they decided to design their own bike (with the help of Delve) and eventually realized they needed to manufacture it, too. Since then, the market has changed and they are looking at last-mile, cargo, and other transportation solutions. In addition, Ben and his team seized upon the Badger Shield open-source face shield design to get his employees (and other community members in Montana where they are headquartered) back to work in the early days of the pandemic.Understanding the user is keyCoaster initially had no interest in designing and manufacturing bikes, but they knew their users and pain points. When they discovered there was no good off-the-shelf solution, they made the decision to design their own pedicab. We didn't know, like how you started, how you think. “We just knew as the operator, ‘OK, this was a pain point. This was an opportunity. Let's gather all those details and let's put those into writing and get up on the drawing board,’” Ben said. Learning about the iterative process of product design has been integral to their continued growth, but it all started with understanding their users.Evolve with your marketWhen Coaster started, pedicab operations were a lot like taxi companies. You basically contracted out with a company to drive a vehicle around and collect fares, but you were your own boss. With the advent of rideshare and scooter companies, pedicab use has evolved into a more event-specific business that’s driven by sports, concerts, and conventions where companies hire them out for sampling and other activities. Even before Covid sidelined these activities, Coaster was seeing a growing market for last-mile transportation and cargo in increasingly congested cities. “We believe the format that we have can be a real asset for these (e-commerce) carriers, not only from an environmental impact, where with many of these instances, we're doing a one for one vehicle swap, one bike on the road, one vehicle off the street,” Ben said. “But we're also, in many cases, able to show cost reductions in terms of efficiencies gained by their ability to operate and bike lanes and not travel around looking for parking and things of that nature.”Support community and let them support youWhen Coaster decided to bring their workers back to make face shields at the beginning of the pandemic, they quickly had an order that outstripped their capacity. They went to the breweries, restaurants, and catering companies they knew in their small city of Missoula, Montana and asked if their workers, many un-or underemployed because of the pandemic, would be willing to build face shields. The response was inspiring. “I think in the height of when we were running, we had 115 people building the face shields,” Ben said. “We were doing about 50,000 a day. A quarter million a week. And about 55 of those 115 were with us (Coaster employees) and the others were in the community and spread across about five or six different businesses. And to this day, though we're not working with them, and the opportunity does arise there they are like ready to go and ready to jump right back in the swing of things and go back to making face shields.” Learn from CovidMoving their operations to a single focus showed Ben and his team the potential of streamlining and focusing their efforts in the future to improve business operations. Emerging from the pandemic, Coaster will be narrowing its product line and looking for efficiencies so they may be doing fewer things, but they will be doing them better. 

Delve Talks: Ben Morris, Coaster Cycles

Dave Franchino and I had the opportunity to talk with Deanna Ballew, who was recently promoted the role of Chief Innovation Office at Widen Enterprises, a Madison-based marketing technology solutions company. We were particularly interested in talking with her about Widen’s evolution over the years and its approach to innovation.Deanna shared how Widen’s commitment to learning is key to their innovation. Below are a few highlights:Take the timeThroughout her 16-year career with Widen, Deanna has identified knowledge gaps in the company and then pursued the knowledge to fill them. From product management to adding UX research to understanding and putting structure around what innovation means for Widen, the first step is making the time and taking the effort to learn new processes, frameworks, and tools. The company took a year to learn about innovation from leading companies and do workshops and sprints to get comfortable with the necessary skills. That sets the stage for later success.Innovation is a processThere’s a myth that innovation is a “Eureka!” moment, but that’s rarely the case. But creativity requires constantly looking at your processes and identifying when things aren’t working anymore and making the necessary changes.“Process is really about the way you work, and you can innovate around that. And so, there's so many different ways that you can innovate. It's not just about a product or a deliverable. It's also about what you do. And when I think of innovation, it's really about changing human behavior. I mean, you have to solve a problem, but that problem has to then be adopted by humans and it changes us.,” Deanna said.There’s a difference between invention and innovationOrganizations often conflate invention with innovation. But to Ballew, innovation is about identifying problems and solving them. It doesn’t necessarily need to be a new mousetrap. The hackathons and other activities that Widen was trying to encourage innovation were falling flat, so they looked at creating a shared definition of what innovation is for Widen and set realistic timelines and goals.Be willing to changeOver time, the needs of your customers will change. Your organization needs to be able to change with them. Widen started out as an engraving company, then print-focused, and now it’s a MarTech company. Where are their customers going next? What adjacent opportunities can they explore in the next 3-5 years? What grounds them enough to keep evolving for 70-plus years are their five core values: be the change, flourish together, challenge today, do what you say you will, and service is our secret sauce.Encourage curiosityInnovation and change are often uncomfortable. Teaching conflict and communication skills to your team can help them navigate from storming to performing. As woman tech leader, Deanna sees the importance of having a diverse team that constantly questions how they can better serve customers’ needs. Her advice to women considering a career in tech? “Just do it.”  Curiosity is one of the qualities that has helped drive her career. She said it’s an invaluable quality that she encourages her team to indulge.

Delve Talks: Deanna Ballew, Widen

We spoke with Winnie Karanja, Founder and Executive Director of Maydm, a Madison-based organization which provides girls and youth of color in grades six to 12 skill- based training in the technology sector. We were interested in talking with her about the need for diversity in tech and how her organization is breaking down barriers.Winnie shared some great insights on the social structures that hold far too many kids back and how concerned whites can play a role in moving the cause of racial justice forward. Below are a few highlights:DeterminationDon’t let others talk you out of doing the tough stuff that matters to you.As a high school student, Winnie had a passion for both math and the social sciences. Her teachers pushed her into the “easier” path of social sciences rather than encourage her interest in STEM subjects. During her undergraduate years, she learned how to code as part of a job she had with an NGO and it ignited her passion for combining both interests into a career and later, a vocation to teach kids from under-represented communities how to code.AdaptabilityBe willing to take a hard look at what works and what doesn’t and adjust.Maydm originally held classes for kids from third to 12th grade and the younger kids loved what they called “STEM Club.” But Winnie realized that to make the impact on the technology industry that she was seeking and gain funding from businesses (who were looking for a hiring pipeline), she needed to focus on skills-based training for older kids.Paint the picturePeople can only picture what they’ve been exposed to, so help them see what’s possible.There’s a need to create environments where children can see that STEM fields are for them, no matter their race or sex. They need people in the industry to show them how they work and the potential careers available. They need to see people like them succeeding in those fields. They need mentors and educators who encourage them to pursue the harder subjects and more ambitious careers. Show empathyWinnie said she’s asked why there aren’t more people of color in STEM fields and it’s a cultural and systemic problem. There’s a culture and norms around STEM that traditionally have been overwhelmingly white and male. It’s difficult to navigate for people outside that group. Changing the approach to teaching STEM classes and creating a more inclusive tech environment are part of what’s needed. Waiting to make those changes at the college-level is too late. Start with yourself, listen, and then partnerWhen asked how white people can help support social justice, Winnie suggested that people continue to work on themselves, understand their biases, and to listen when interacting with communities of color rather than coming in with a preordained solution. From there, it’s about partnering with other organizations to pilot new ideas and help them do the work they’re already doing.    

Delve Talks: Winnie Karanja, Maydm

Dave Franchino and I had the opportunity to catch up with Adam Elsesser, the CEO of Penumbra, a medical device company focused on neurological and vascular conditions. We were interested in talking with him about innovation and how things have changed for him and his company as a result of the uncertainty driven by the Covid epidemic. Adam shared some very interesting insights on culture, prioritization and working with uncertainty. Below are a few highlights:PurposeA strong, clear mission creates efficiency and focusAdam’s career shifted from real estate law to running medical device companies. What drove him then and now is creating a company that had a meaningful purpose and developing it from an abundance mindset. Helping people is doable.ScalingPenumbra has grown to a 2,800-person company. Adam has worked to maintain a start up mentality by hiring people who are entrepreneurial and want to work on something that matters.Finding opportunitiesThe key is listening, trusting your friends and colleagues when they say something is a good idea, it’s worth looking into with an open mind. Adam shared a story about falling down the first time he put on a VR headset and seeing the possibilities for stroke rehab. Not being afraid of being embarrassed by situations where you’re not in control and don’t have all the answers is a key to discovering new opportunities.Prioritizing ideasA sort of strategic opportunism (nimble, focused based on broad mission and business viability) are the philosophies behind Penumbra’s new product development efforts. Adam has created a broad group that is able to decide and prioritize. They are not looking to build their portfolio by extension or competition but by curating things that really matter.Trust-based cultureThe pandemic has forced Penumbra’s leadership to be better communicators. When hiring, they look for certain traits, such as leaders that are self-aware, humble, and are able to be wrong.

Innovation at Penumbra: Adam Elsesser

Co-hosts Dave Franchino and Stefanie Norvaisas talk with Kevin Conroy, President and CEO of Exact Sciences, a Madison-based biotech. Under Kevin’s leadership since 2009, the company has grown from three people to more than 4,200. Their flagship product, Cologuard, is a proprietary multi-marker test for the early detection of colorectal cancer. In this interview, Kevin talks about the challenges his company has faced during the pandemic and how they quickly developed a Covid-19 test and partnered with the state of Wisconsin to make it widely available. He also discusses the opportunities that the growing acceptance of telehealth is opening up directly reaching consumers and increasing the rate of screening.

Innovation at Exact Sciences: Kevin Conroy

Co-hosts Dave Franchino and Stefanie Norvaisas talk with Julie Norvaisas, Senior Director of User Research at LinkedIn, the world's largest professional social network with 675 million members worldwide. Julie talks about how a strong, transparent, and inclusive culture helps her foster creativity and a shared sense of purpose among her team of researchers and writers, who work in disparate locations around the world.

Innovation at LinkedIn: Julie Norvaisas

Hosted by Dave Franchino, a design firm leader and entrepreneur, this podcast digs into the challenges around design, product development, leadership and innovation. In our first season, Dave interviews leaders on what it takes to create a corporate culture of innovation.