The AI Experiment: How Corporate Innovation Will Change in 2025

Speaker A: M

Speaker B: welcome. You're listening to the Innovation Answered podcast. Innovation Answered is the podcast from innolead, the web's most useful resource for corporate innovators and change makers. If that sounds like you, we encourage you to subscribe to the podcast so you'll catch all of our future episodes. I'm Scott Kerzner, CEO and co founder of innolead, and in this episode, we are doing something different. We're leveraging all of the AI tools that can possibly help us create a podcast episode and using them to summarize some of our best content from 2024, and also hone in on some of the important dynamics that will impact corporate innovation work in 2025. Here with me is my colleague, Alex Slosby, Chief Growth Officer of innolead.

Speaker C: Thanks, Scott. I think at this point it'd be good to mention that what you're listening to are AI voice clones of myself and Scott, which we created using a platform from Eleven Labs, a New York City startup that has raised about 100 million DOL dollars in venture capital funding. We shelled out for two of their $11 a month creator subscriptions, which let us create what they call pro level clones of both of our voices. What do you think, Scott?

Speaker B: It sounds like a member of the Slosby family, but not exactly like you. Also, I know you had to do eight or nine different generations of that line to get it to that point. And sometimes the voice would go off the rails in terms of pacing or getting stuck on a word. In a really strange way, if we're

Speaker C: using our real voices as the true measuring stick, I'd say, well, your voice clone doesn't measure up. It's clear that there's something different going on. But if we step back to consider what's actually happening here, that we've given ElevenLabs voice samples and fed it a script to produce this podcast in our voices, all I can say is, wow.

Speaker B: Mine was good enough that I sent it to some family members and reminded them that if they think I'm calling them on the phone to ask for their bank account info or their Social Security number, they should ask me a few challenge questions, stuff that only the real me would know the answer to.

Speaker C: That was wise. What's really cool is that we could output versions of this podcast in basically any language with this. Why don't we ask any Spanish, German and Japanese speakers who are tuned into this episode what they think of these translations? Uh, I love that we can now speak an infinite number of languages.

Speaker B: Me too. So let's continue our experiment by using chatgpt4o to summarize a bunch of content we published this year, including two major research reports, slide decks from our Impact conference and and our occasional LinkedIn live discussions and other materials, and distill it all into five big ideas for how corporate innovation needs to evolve in the year ahead. I also asked Chat GPT to take some data from an ongoing survey and an assessment we have on the site and incorporate that where appropriate.

Speaker C: Here's what we got okay, idea number one AI is the new workplace ally AI is reshaping corporate innovation, but adoption isn't seamless. Nearly 40% of organizations expect significant AI adoption in three years to support internal operations, but concerns about ROI and risks remain. Leaders stress using AI responsibly to augment workflows. With early adopters already reporting improvements in efficiency and decision making. The challenge is striking a balance embracing AI's potential while mitigating risk like cybersecurity and data integrity.

Speaker B: Okay, Idea number two Democratizing innovation within organizations Innovation is moving out of silos. Almost 48% of companies report discussions about decentralizing or distributing innovation in the organization so that everyone is responsible for it. This approach empowers employees with tools and frameworks to experiment, breaking down barriers between departments. Companies that democratize innovation see faster alignment with business goals and better adoption of new ideas. It's not just about creating, it's about collaboration and shared accountability.

Speaker C: Number three Metrics matter more than ever Proving innovations ROI is no longer optional. Only about a quarter of innovation teams can say that more than half of the projects they've launched have produced tangible results or outcomes in the past year. 12% say that none of their projects have hit that target. Companies that succeed focus on aligning innovation metrics with strategic goals such as revenue growth or operational efficiency. Nearly 77% of respondents believe strong leadership support is essential for sustaining innovation. The takeaway? Clear KPIs and leadership buy in are crucial to demonstrate value and secure long term investment.

Speaker B: Idea number four is partnering for progress. No one can innovate in isolation anymore. Companies are teaming up with startups, academic institutions and even competitors to accelerate progress. Partnerships reduce risk, bring fresh perspectives and speed up development. Organizations like CarMax and the Mayo Clinic have found that working with external experts can solve problems faster than trying to go it alone in a fast paced market. Collaboration isn't just smart, it's essential.

Speaker C: Okay, rounding it out with idea number five core over edge refocusing innovation economic uncertainty has shifted priorities. 64% of the people who participated in our assessment about whether their innovation program is at risk. Say that they're either entirely focused on Horizon 1 work, or that their focus has shifted toward it and away from Horizon 2 and 3 work. This doesn't mean innovation is sidelined. It means recalibrating efforts to deliver immediate value. By focusing on solving customer pain points or improving operational workflows, businesses ensure innovation stays relevant and impactful.

Speaker B: Okay, let's do a little constructive criticism and maybe some commentary here. I have to say that I continue to be really underwhelmed by ChatGPT's ability to handle numbers like the data from our research reports, especially when it appears in charts or graphs. I went through all of the data points that it cited in the text we just read and made corrections to just about everyone to make sure it was presenting the right data in the right context. Alex, let's get your take Are the five trends generally right? Um, is there anything you'd add that you think will be important in the year ahead?

Speaker C: I think they're good points to keep in mind, but the devil is always in the details. The one word that keeps coming to my mind is change. It's part of all five Innovation requires change. Adopting AI requires changing an organization. You democratize innovation within an organization to change positively. We hope an organization's innovation roi, the right innovation metrics are those that enable you to tell a compelling story to get your leaders to support the change you're trying to make happen, and so on. And so I would emphasize that to be successful, innovation leaders need to be highly skilled at change management and therefore at selling change to their colleagues and leaders.

Speaker B: I have two issues. First, with idea number two, yes, we are seeing pull to democratize innovation and make it everybody's job. And certainly the wave of generative AI tools, low code tools, and new ways to prototype are helping to drive that. But I still think there's an argument for a central coordinating team to make sure that things aren't falling through the cracks, or potentially to do training work or external sensing and partnering. So I think ChatGPT presented making innovation everyone's job sound positive in a way that it isn't always. Sometimes it's really a cover story for firing the innovation team, which I'm hoping is not a trend for 2025.

Speaker C: That's a great point. Organizations need to think about their innovation investments, like creating the optimal toolkit to achieve profitable growth, which is the goal of innovation. In most organizations, there will be tools for core innovation, some for adjacent innovation and some for transformational innovation. There will be tools for organic innovation and tools for inorganic innovation, and the list goes on. Who ensures the toolkit is optimal and that all tools are used optimally. Again, a great point.

Speaker B: My second issue is I think it missed something that'll be an important conversation to have in 2025 around innovation standards or at least committing to a standardized process that other people in the organization understand and trust. I would call this committing to the recipe. You don't go to a Panera, for example, on two different days and find them using two different chicken soup recipes. I think there's been a lot of float drift, change, whatever you want to call it, in the corporate innovation space. One day they're using this term, then the next day they're using that one. Some of it is driven by consultants who always have their own special new model or methodology to sell. Now, you may not want to embrace the new ISO 56000 standard for innovation management, which was finalized in 2024, but I do think you need a new commitment to consistency and using language that stays the same from year to year. By the way, I did send, uh, Chat GPT at least two things that talked about the new ISO standard, so it could have made this one of the five big ideas. I think one of the best articles we published this year was by Felipe Negrito, a former Disney tech exec who recently earned his doctorate. It's called Marketing Became Indispensable to Corporations Can Innovation follow suit?

Speaker C: I fully agree. As our friend Gina o' Connor often says, senior leadership teams must make consistent and unwavering commitments to supporting and investing in innovation for at least three years to see results, and her data shows that with such commitments, those results will come.

Speaker B: I like that article so much that I thought it'd be fun content to use to try out the latest edition of Suno, one of the music generating AI platforms. They just released version four of their AI songwriting platform in November. So I took that article and first I went to ChatGPT and asked it to read Negrito's article and write song lyrics. This was my first prompt to ChatGPT. I'm going to upload a word document to you and I'd like you to turn it into song lyrics. It needs to summarize this piece accurately and include a chorus that focuses on something like can innovation become as essential as marketing to corporations? Are you ready? I asked it for five verses plus a chorus. ChatGPT got the gist of Negrito's argument, but its rhymes were kind of lame. The chorus included this couplet can innovation stand tall like marketing's might become essential in the corporate fight? So I gave ChatGPT another nudge with this prompt. Let's just do one more version, same number of verses and a catchy chorus. Imagine you are a hit songwriter like Pharrell. Let's avoid basic rhymes and try to be a little bit humorous. You can do it. I got a better result that time, and so I brought the lyrics over to Suno, where I quickly realized that to get access to the latest version of their platform v4, you need to be a paying subscriber. So I coughed up $10 with the Innolead credit card and gave it a whirlwind. With suno, you can either give it a prompt and have it write music and lyrics for you, or in my case, I uploaded the lyrics and asked it to write the music. I had it generate 28 different versions with various prompts, and this one was my favorite. The prompt was pretty simple. Prince Funky Pop. See if you can hear the hat tip to the article's author in there.

Speaker D: Once upon a time, marketing was small Just selling widgets at the local mall now it's a beast runs the corporate show Speaking in data where feelings flow Innovations watching from the cheap seats saying hey, can I play where the big kids meet? Is innovation the next big thing or just a buzzword with a broken wing? Marketing's a kingpin, it's a dynast can innovation rise like it's meant to be? Yeah, boardrooms don't leave it on the shelf Innovation's here to sell itself Dr. Negrito drops a little clue hey, your innovation needs a breakthrough view it's not a side hustle, it's your golden goose Treat it like marketing, cut it loose but execs get nervous they clutch their wallets tight Innovations are oh, I, I keeps them up at night Marketing learned how to spin the tail Turn CRM M into a holy grail from door to door pitches to algorithms Slick innovation Can't you do the same trick? It's not about gadgets or quick pr. It's building resilience, raising the bar. Innovation's got swagger and it's got heat. It just needs to earn its place in the C suite like marketing moved from tactics to art Innovation's ready for its cultural start. They're two sides of a future proof coin. Let's stop debating, just let them join so next time you're crunching those budget lines, think bigger than campaigns and bottom line science Pair marketing's magic with innovations Fire. You'll build a legacy that won't expire. Together, they pivot, they dance, they groove. Corporations evolve and the needle moves. Is innovation the next big thing or a buzzword with a broken wing? The marketing's a kingpin. It's a dynasty. Can innovation rise like it's meant to be? Yeah, there are board rooms. Don't leave it on the shelf. Innovation's here to sell its, um,

Speaker C: Really cool. Suno is one of the few generative AI enabled solutions that really blew my mind when I first tried it. There's a musician who shares videos of him supposedly asking random people for a few words, and then on the spot he comes up with a very catchy song that includes those random words. I watched one of his videos and then put the song's three random words into Suno and it created a very catchy song. Malcolm Gladwell famously wrote in 2008 about how mastering a skill takes 10,000 hours of practice. I feel badly for that musician and others who put in those 10,000 hours only to have people without any musical talent create pretty good music with just a short prompt.

Speaker B: Okay, since we're talking about Suno, I think we have to play your song about jobs to be done theory. You worked with Clay Christensen earlier in your career, so this is a fitting tribute to him. I should mention that this was created with an earlier version of Suno. How did you create the lyrics for it? Just with a prompt?

Speaker C: Yep.

Speaker B: Okay, this is the holes we make.

Speaker D: Listen up people, gather round. I got a message gonna lay down. It's about the way we do business today. It's time to change and do it my way. We focus too much the product we sell but what about the problems? I can tell the customer's needs. That's what we should see. Let's be jobs to be done Let and set them free. It's not about the drill but the hole we make. Let's help our customers for goodness sake, don't be solutionless. That's a mistake. Big jobs to be done. Let's the difference will make.

Speaker B: The last thing I want to do is a little weird.

Speaker C: Let's do it.

Speaker B: We're going to introduce you to two podcast hosts who were created by Google. They don't have names, but they are part of NotebookLM. It's free to use and Google describes it as the ultimate tool for understanding the information that matters most to you. Built on top of Google's Gemini AI platform, let's imagine you had to become an Overnight expert on a specific topic, like Fusion Energy. You can upload PDFs, Google Docs, podcasts, web links, and YouTube videos. And then NotebookLM M provides you with lots of ways to access that content. You can chat with it, see an FAQ document, or look at a timeline of all the key dates mentioned in the content.

Speaker C: You can also hear an audio conversation that summarizes all of that content. Basically an AI podcast.

Speaker B: So here's how I used NotebookLM. Because I was trying to get it to give us something short that we could integrate into the podcast and not 30 minutes of audio, which it sometimes does. I uploaded just one of our most popular articles by our friend Rachel Antaleck. It's called five techniques to get aligned and stay aligned with your C suite. Here's what NotebookLM did with it. This lasts about 10 minutes, and it's worth a listen, though. You'll hear the AI glitch out on a word or two here and there.

Speaker E: All right, so you know how it is. Sometimes it feels like pulling teeth. Getting the C Suite to buy into your innovation ideas.

Speaker A: Yeah, tell me about it.

Speaker E: It could be a real struggle, but today we've got a deep dive that's going to be super helpful.

Speaker A: Oh, I'm, um, all ears.

Speaker E: We're going to be talking about this piece by Rachel Antalek.

Speaker A: Oh, okay.

Speaker E: And she.

Speaker A: Rachel Antelic.

Speaker E: Yeah. So she's got some amazing insights.

Speaker A: All right.

Speaker E: She is currently the global Chief Food Innovation Officer, Pizza Hut.

Speaker A: Wow.

Speaker E: But that's not all. She was doing innovation in Starbucks before.

Speaker A: Really?

Speaker E: And get this. She's also consulted for just a whole bunch of food and beverage companies.

Speaker A: So she's like the innovation guru.

Speaker E: Yeah. I was thinking, like, she's the MacGyver of getting executives to say yes.

Speaker A: I like that.

Speaker E: To new ideas.

Speaker A: The MacGyver of executive yeses.

Speaker E: Exactly. So she lays out these five techniques, and they're surprisingly simple. Really? Oh, yeah. But it's all about understanding C Suite

Speaker A: psychology, which sometimes feels like a whole other language.

Speaker E: Yeah, it really does. It's like they're speaking a different language.

Speaker A: Totally.

Speaker E: Okay, so technique number one is called C Suite Ethnography.

Speaker A: C Suite Ethnography.

Speaker E: I know it sounds a little academic. It does, but stick with me.

Speaker A: Okay. I'm intrigued.

Speaker E: So it's basically becoming like an executive whisperer.

Speaker A: Okay.

Speaker E: But not in a creepy, manipulative way.

Speaker A: Right.

Speaker E: It's about really listening to what your C Suite cares about. What are their fears? What are their pet peeves? What keeps them up at night that makes Sense.

Speaker A: You can't really sell someone on something if you don't know what makes them tick.

Speaker E: Exactly. And Rachel gives this awesome example from her time at Starbucks.

Speaker A: Oh, yeah.

Speaker E: So when she was setting up their Trier center, their innovation hub.

Speaker A: Yeah.

Speaker E: She didn't go in, like, guns blazing, demanding a massive budget and, you know, some, like, fancy Taj Mahal office.

Speaker A: Right. You'd think you would need to make a big splash.

Speaker E: Totally. But she started super Lean. M just focusing on proving the value of the work.

Speaker A: Interesting.

Speaker E: And they even brought the CFO in as an advisor from the very beginning.

Speaker A: Oh, smart.

Speaker E: Which is a pretty savvy move if you ask me.

Speaker A: Yeah, I think so.

Speaker E: And what's even more interesting is that they offered unused budget back to the cfo.

Speaker A: Wait, they offered money back?

Speaker E: Yeah. Who does that? Right.

Speaker A: That's unheard of.

Speaker E: Right.

Speaker A: But it makes sense, though, when you think about it. Like, you're showing that you're responsible. You're not just trying to spend money.

Speaker E: Exactly. And in a world where everyone's always asking for more money.

Speaker A: Yeah.

Speaker E: Someone who's like, hey, I'm going to be careful with your money.

Speaker A: Right.

Speaker E: That builds a lot of trust.

Speaker A: Definitely.

Speaker E: Okay, I'm adding that to my playbook. Offer money back.

Speaker A: Good idea.

Speaker E: All right, so technique number two is all about channeling your inner startup.

Speaker C: Yes.

Speaker E: Even if you're working in a huge company.

Speaker A: Startup mentality.

Speaker E: Exactly. And it ties back to what we were just talking about. Okay, so remember how Rachel started the Trier Center? Super lean. It's that same scrappy, resourceful energy.

Speaker A: You know, like you can make something out of nothing.

Speaker E: Yeah. You don't need all the bells and whistles to prove that you can get stuff done.

Speaker A: And, you know, executives probably appreciate that because they're always under pressure to be both innovative and cost effective.

Speaker E: Oh, absolutely. And it's not just about appearing scrappy.

Speaker A: Right.

Speaker E: It's about actually embracing those core principles of lean methodology.

Speaker A: Right.

Speaker E: You know, rapid prototyping, iterative development. That kind of agility shows you can

Speaker A: handle complexity and uncertainty, which is so

Speaker E: important in today's business world.

Speaker A: For sure.

Speaker E: Okay, so we've got C suite ethnography.

Speaker A: Okay.

Speaker E: Know your audience, speak their language.

Speaker A: Got it.

Speaker E: We've got the startup mentality.

Speaker A: Yep.

Speaker E: Think lean. Be, ah, agile. Show them you can get things done.

Speaker A: Love it.

Speaker E: Now, Rachel's technique number three is something that I think a lot of innovators struggle with.

Speaker A: Oh, really?

Speaker E: Because it forces you to kind of get out of your head into the real world.

Speaker A: Ooh, intriguing. Tell me more. I'M hooked. What's this technique?

Speaker E: So it's called show, don't tell. Which I mean, come on, that's like a lesson from kindergarten, right?

Speaker C: Yeah.

Speaker E: But seriously, when it comes to innovation, you gotta bring those ideas to life in a way that even the most skeptical executive can understand.

Speaker A: Right. Make it tangible.

Speaker E: Exactly. Because even the most brilliant idea can get lost if it's just floating around in the ethereum, you know?

Speaker A: Yeah. It needs to be something they can grasp.

Speaker E: Yeah. You got to give them something they could see, something they could interact with. Something that really sparks that aha. Huh Moment.

Speaker A: Like a prototype or a mock up.

Speaker E: Exactly. Even rough sketches can do the trick.

Speaker A: So you're basically saying, don't just talk about it, show it.

Speaker E: Exactly. And speaking of showing, here's where it gets really interesting. Rachel says you got to show him the money.

Speaker A: Okay.

Speaker E: Even if it's just a rough estimate, start monetizing that initiative from the very beginning.

Speaker A: Makes sense. You got to speak their language.

Speaker E: Right. It's not just about slapping a dollar sign on it.

Speaker C: Sure.

Speaker E: It's about demonstrating that you understand the business.

Speaker D: Mhm.

Speaker E: That you're aligning your innovation with strategic objectives.

Speaker A: You know, it's about roi.

Speaker E: Exactly. Because that's what the C suite understands.

Speaker C: Yeah.

Speaker A: They want to see the bottom line.

Speaker E: Yeah. Okay, so get ready for this one because this is my personal favorite.

Speaker A: Okay.

Speaker E: Rachel calls this technique Ask for tribute.

Speaker A: Ask for tribute.

Speaker B: Ask for.

Speaker E: I know it sounds a little Game of Thrones.

Speaker A: Y. It does a little bit.

Speaker E: But it's all about getting those executives to invest more than just a head nod, you know?

Speaker A: Okay, I'm listening.

Speaker E: It's not just about the budget, although that's always welcome.

Speaker A: Right.

Speaker E: It's about getting them to put some skin in the game.

Speaker A: I like that.

Speaker E: To really show that they're committed.

Speaker A: So it's about creating a sense of ownership.

Speaker E: Exactly. And she gives these brilliant examples like at, ah, Starbucks.

Speaker A: Yeah.

Speaker E: She embedded a finance manager in the innovation team.

Speaker C: Wow.

Speaker A: Talk about getting buy in.

Speaker E: Right.

Speaker A: That's smart though, because then you've got someone who understands the financial implications of every decision right there in the mix.

Speaker E: Totally. And it's not just about finance. She also had like at another company, the sales team was leading the customer testing for a new product.

Speaker A: Oh, interesting.

Speaker E: So it was like saying, hey, if you're so excited about this, jump in and help us make it happen.

Speaker A: Love that. It's like you're building a coalition of support.

Speaker E: Exactly. And it creates these advocates within the organization who are investing in the success of the project because they've been a part of it from the start.

Speaker A: Yeah, that's powerful.

Speaker E: Okay, last but not least, Rachel's technique number five is deceptively simple, but it might be the most important one of all.

Speaker A: Okay, hit me with it.

Speaker E: Be humble.

Speaker A: Be humble.

Speaker E: I know, right?

Speaker A: Break it.

Speaker E: Uh, it's so easy to get caught up in the excitement of your innovation and, you know, start throwing around jargon and buzzwords.

Speaker A: Oh, yeah, we've all been there.

Speaker E: But Rachel's point is, if you really want to connect with the C Suite, you got to ditch the elevator pitch

Speaker A: and just have a real conversation.

Speaker E: Exactly. Ditch the ego. Acknowledge that you don't have all the answers.

Speaker A: That can be hard.

Speaker E: Sometimes it can be, but that kind of vulnerability is actually really powerful.

Speaker A: How so?

Speaker E: Because it invites collaboration.

Speaker A: Oh, I see what you mean. It shows that you're open to feedback, that you're willing to learn.

Speaker E: Yeah. And that you see the C Suite not as gatekeepers, but as potential partners.

Speaker A: That's a really important shift in perspective.

Speaker E: Totally. So what we're seeing here is that aligning the C Suite isn't just about, you know, having a killer presentation or a perfectly crafted pitch.

Speaker A: Right. It's deeper than that.

Speaker E: It's about building genuine relationships, understanding their perspective, and getting them invested in the process.

Speaker A: It's about seeing innovation as a team sport.

Speaker E: Exactly. And the C Suite, with their experience, their resources, their influence, they can be your most valuable buyers.

Speaker A: Totally. And you know what's so great about Rachel's insights?

Speaker E: What's that?

Speaker A: It's not about just getting a, uh, one time. Yes. From the C Suite.

Speaker E: It's about creating a culture of innovation.

Speaker A: Exactly. Where everyone feels empowered to contribute and where those big, audacious ideas actually have a chance to become reality. It's not about just getting a one time. Yes. From the C Suite.

Speaker E: It's about creating a culture of innovation.

Speaker A: Exactly. Where everyone feels, um, empowered to contribute and where those big, audacious ideas actually have a chance to become reality.

Speaker E: And remember that in a leading case, KPMG report we talked about.

Speaker A: Oh, yeah, the one about leadership support.

Speaker E: Yeah. They said leadership support is like the biggest driver of innovation success.

Speaker A: Well, yeah, no surprise there.

Speaker E: Right. But they found something else really interesting, too.

Speaker A: What was that?

Speaker E: They found that when senior leadership is really excited about the vision.

Speaker A: Okay.

Speaker E: It actually leads to more resources for innovation.

Speaker A: Oh, wow. So it's like a self fulfilling prophecy.

Speaker E: Exactly. The more the C Suite believes in it, the more they're willing to invest.

Speaker A: Makes sense.

Speaker E: Like that snowball Effect, you know, except

Speaker A: momentum as it goes.

Speaker E: Exactly.

Speaker A: Yes.

Speaker E: So the more you can get the C Suite excited, the more resources you get, the more you can achieve.

Speaker A: And that's why these five techniques are so valuable. They give you a roadmap for building those strong relationships and getting those executives on board for the long haul.

Speaker E: Okay, so just to recap one last time, okay, we've got C Suite ethnography, okay. Which is all about understanding your executives, their motivations, their priorities.

Speaker A: Like you said, become a C Suite anthropologist.

Speaker E: Exactly.

Speaker A: Yeah.

Speaker E: Then we've got the startup mentality. Being scrappy, resourceful, even within a big company.

Speaker A: Showing them you can do a lot with a little.

Speaker E: Exactly. Then there's show, don't tell.

Speaker A: Make it real.

Speaker E: Bring those ideas to life visually. Show the potential roi. Make it tangible. Make it something they can grasp.

Speaker A: Love it.

Speaker E: Then there's ask for tribute.

Speaker A: Uh, my favorite.

Speaker E: Get those execs to invest more than just lip service. You know, get them involved, get. Get them engaged, make them part of the solution.

Speaker A: Powerful stuff.

Speaker E: And finally, be humble.

Speaker A: So important.

Speaker E: Communicating clearly. Ditching the jargon, meeting them where they

Speaker A: are, being authentic and collaborative.

Speaker E: Exactly. And you know what I think is so cool about Rachel's insights?

Speaker A: What's that?

Speaker E: It's not about slick presentations or trying to manipulate anyone.

Speaker A: Right.

Speaker E: It's not about smoking mirrors or playing politics.

Speaker A: It's about genuine connection.

Speaker E: Exactly. It's about seeing your C Suite not as gatekeepers, but as potential collaborators.

Speaker A: I love that. Because at the end of the day, we all want the same thing, right?

Speaker E: Yeah. To see our companies succeed and to make a positive impact.

Speaker A: Exactly. And when you can align the C Suite with your vision for the future, that's when amazing things can happen.

Speaker E: So for all you innovators out there, remember, building relationships with the C Suite. It's an investment worth making.

Speaker A: It is.

Speaker E: It might feel intimidating, but it doesn't have to be a battle.

Speaker A: Just remember those five techniques exactly.

Speaker E: Understand their world, communicate clearly. Show them the value of innovation.

Speaker A: And who knows, maybe you'll even get that goldfish to tap dance.

Speaker E: You never know. The possibilities are limitless.

Speaker A: Awesome, uh, stuff.

Speaker E: As always, thanks for joining me for this deep dive.

Speaker A: My pleasure.

Speaker C: Without a doubt, it's not perfect, and I think most listeners can tell they're not real people discussing Rachel's thoughts. That being said, you use Notebook LM to get, what, 80% there without any of the cost, Time, money, frustration of planning, recording, and editing a podcast. Talk about disruptive.

Speaker B: I think what I don't like about it is that the woman is basically a sidekick and the guy is the one presenting the ideas. She does a lot of agreeing and elaborating, and that's true with other Notebook LM audio conversations. Um, I've heard I don't know if it was a conscious choice, but I sure would like to see the makeup of the Google team that created this offering and also the vibe of it is so milk toasty, so plain that I have trouble staying focused on it. After a few minutes, it turns into audio wallpaper for me.

Speaker C: Okay, I think the way we should wrap up this episode is by trading our AI voice clones for our actual voices to say thanks to you for listening to this experimental episode of Innovation. Answered thanks to all of our Innolead members and sponsors who support our research and participate in our event.

Speaker B: We're still here for the time being as actual human beings who are really interested in your reactions and also eager to hear about some of the AI tools you're using in your own work. So drop me a note scottnolead.com here's

Speaker C: wishing you an enjoyable, productive and innovative 2020.