Diversity Drives Innovation Quotes

It’s through diverse opinions and perspectives that a dynamic organisation can drive innovation and create its competitive advantage.

The Blue Mind Rx Statement Our wild waters provide vast cognitive, emotional, physical, psychological, social, and spiritual values for people from birth, through adolescence, adulthood, older age, and in death; wild waters provide a useful, widely available, and affordable range of treatments healthcare practitioners can incorporate into treatment plans. The world ocean and all waterways, including lakes, rivers, and wetlands (collectively, blue space), cover over 71% of our planet. Keeping them healthy, clean, accessible, and biodiverse is critical to human health and well-being. In addition to fostering more widely documented ecological, economic, and cultural diversities, our mental well-being, emotional diversity, and resiliency also rely on the global ecological integrity of our waters. Blue space gives us half of our oxygen, provides billions of people with jobs and food, holds the majority of Earth's biodiversity including species and ecosystems, drives climate and weather, regulates temperature, and is the sole source of hydration and hygiene for humanity throughout history. Neuroscientists and psychologists add that the ocean and wild waterways are a wellspring of happiness and relaxation, sociality and romance, peace and freedom, play and creativity, learning and memory, innovation and insight, elation and nostalgia, confidence and solitude, wonder and awe, empathy and compassion, reverence and beauty — and help manage trauma, anxiety, sleep, autism, addiction, fitness, attention/focus, stress, grief, PTSD, build personal resilience, and much more. Chronic stress and anxiety cause or intensify a range of physical and mental afflictions, including depression, ulcers, colitis, heart disease, and more. Being on, in, and near water can be among the most cost-effective ways of reducing stress and anxiety. We encourage healthcare professionals and advocates for the ocean, seas, lakes, and rivers to go deeper and incorporate the latest findings, research, and insights into their treatment plans, communications, reports, mission statements, strategies, grant proposals, media, exhibits, keynotes, and educational programs and to consider the following simple talking points: •Water is the essence of life: The ocean, healthy rivers, lakes, and wetlands are good for our minds and bodies. •Research shows that nature is therapeutic, promotes general health and well-being, and blue space in both urban and rural settings further enhances and broadens cognitive, emotional, psychological, social, physical, and spiritual benefits. •All people should have safe access to salubrious, wild, biodiverse waters for well-being, healing, and therapy. •Aquatic biodiversity has been directly correlated with the therapeutic potency of blue space. Immersive human interactions with healthy aquatic ecosystems can benefit both. •Wild waters can serve as medicine for caregivers, patient families, and all who are part of patients’ circles of support. •Realization of the full range and potential magnitude of ecological, economic, physical, intrinsic, and emotional values of wild places requires us to understand, appreciate, maintain, and improve the integrity and purity of one of our most vital of medicines — water.

Children displaced from their families, unconnected to their teachers, and not yet mature enough to relate to one another as separate beings, automatically regroup to satisfy their instinctive drive for attachment. The culture of the group is either invented or borrowed from the peer culture at large. It does not take children very long to know what tribe they belong to, what the rules are, whom they can talk to, and whom they must keep at a distance. Despite our attempts to teach our children respect for individual differences and to instill in them a sense of belonging to a cohesive civilization, we are fragmenting at an alarming rate into tribal chaos. Our very own children are leading the way. The time we as parents and educators spend trying to teach our children social tolerance, acceptance, and etiquette would be much better invested in cultivating a connection with them. Children nurtured in traditional hierarchies of attachment are not nearly as susceptible to the spontaneous forces of tribalization. The social values we wish to inculcate can be transmitted only across existing lines of attachment. The culture created by peer orientation does not mix well with other cultures. Because peer orientation exists unto itself, so does the culture it creates. It operates much more like a cult than a culture. Immature beings who embrace the culture generated by peer orientation become cut off from people of other cultures. Peer-oriented youth actually glory in excluding traditional values and historical connections. People from differing cultures that have been transmitted vertically retain the capacity to relate to one another respectfully, even if in practice that capacity is often overwhelmed by the historical or political conflicts in which human beings become caught up. Beneath the particular cultural expressions they can mutually recognize the universality of human values and cherish the richness of diversity. Peer-oriented kids are, however, inclined to hang out with one another exclusively. They set themselves apart from those not like them. As our peer-oriented children reach adolescence, many parents find themselves feeling as if their very own children are barely recognizable with their tribal music, clothing, language, rituals, and body decorations. “Tattooing and piercing, once shocking, are now merely generational signposts in a culture that constantly redraws the line between acceptable and disallowed behavior,” a Canadian journalist pointed out in 2003. Many of our children are growing up bereft of the universal culture that produced the timeless creations of humankind: The Bhagavad Gita; the writings of Rumi and Dante, Shakespeare and Cervantes and Faulkner, or of the best and most innovative of living authors; the music of Beethoven and Mahler; or even the great translations of the Bible. They know only what is current and popular, appreciate only what they can share with their peers. True universality in the positive sense of mutual respect, curiosity, and shared human values does not require a globalized culture created by peer-orientation. It requires psychological maturity — a maturity that cannot result from didactic education, only from healthy development. Only adults can help children grow up in this way. And only in healthy relationships with adult mentors — parents, teachers, elders, artistic, musical and intellectual creators — can children receive their birthright, the universal and age-honored cultural legacy of humankind. Only in such relationships can they fully develop their own capacities for free and individual and fresh cultural expression.

The network effect is often thought of as a demand side phenomenon. There is a corresponding effect on the supply side in driving innovation when a critical mass of people with diverse backgrounds and opinions work toward a common goal. - Tom Golway

Leeanna identifies as Quechuan‐American, which makes her Native‐American, not Native American (there’s a difference). She would like to see a change in the wording of these groups to be something more like LNSCA (Latinx, Native South and Central Americans). Much like the LGBTQ community, the Latinx community is extremely diverse in how people identify. The words “Latina” and “Hispanic,” in Leeanna’s view, have too many ties to colonialism. Leeanna thinks this acronym would include more people, and establish a foundation on which to build more mentorship programs that will lead to academic and career success.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

Innovation can be messy, unstructured, and difficult, yet can lead to good and sometimes extraordinary results. The network effect is often thought of as a demand side phenomenon. There is a corresponding effect on the supply side in driving innovation when a critical mass of people with diverse backgrounds work toward a common goal.

As I tell the young women and men I speak to daily: When you are blessed with many gifts, you must use your multi-faceted personality to drive progress in a diverse, ever-evolving society that thrives on fresh vision and dynamic, innovative ideas. It is important to reach people where they are, to stimulate their senses, make them laugh whenever possible and let them know they matter.

The composition of the team itself is another task that falls to the leader. The principle here is diversity—not in the sense of affirmative action, though a range of ethnic and social backgrounds can certainly be useful. The more important kind of diversity is intellectual, to draw in people with different ways of thinking. This needs to be done strategically. Throwing a bunch of people from different backgrounds into a room and calling it diversity misses the point, which is to bring varying kinds of expertise to bear that are related to the problem at hand. The team that reinvented Febreze started with just five people; in a video explaining their experience, they described themselves this way: an artist, an archaeologist, a scientist, a philosopher, and the head honcho. All were acknowledged experts in their fields; they brought a self-confidence and mutual respect to the endeavor that allowed the creative juices to flow.

There also needs to be risk diversity. Some people tend to see barriers and assume this can’t work. They are blocked; their brain architecture is linear and intensely practical. High rollers do not worry so much about whether something can be done; they conceive impossible things and work backward. They may not know how to do it, and sometimes it can’t be done—but the journey toward finding that out can be valuable in itself. An innovation project needs both types of people. In the early stages, the wild things are particularly valuable; later, the practical folks come into their own.

Diversity is not, however, a virtue in itself. Heterogeneous teams, by definition, are less tight knit and can be more difficult to motivate because the bonds that tie them are looser. Trust, mutual respect, and open debate have to be encouraged right from the start—an essential element of the social process of innovation. Done right, the advantage of diversity is that there are many different kinds of minds crackling all around a subject. A team of people who think alike may, in fact, be more cohesive and report less friction—but it is also less apt to come up with answers that move the needle.

An example that brings these elements to life comes from P&G Asia, where the leadership team has made creating an innovation culture a fundamental organizational strategy. They use the concept of “IDEAS” to emphasize the need for out-of-the-box ideas as a source of game-changing innovation, as well as a reminder of the behaviors required to create a more innovative culture. Inclusive: Reaping benefits of diverse thinking and ideas needed to foster game-changing innovation Decisive: Eliminating organizational swirl, debate, and overanalysis to enable faster innovation development, qualification, and commercialization External: Externally focused to get and stay in touch with consumers, customers, suppliers, and the need for honest and objective benchmarking versus external competition Agile: Quickly reacting to changing consumer and marketplace conditions, being forward-thinking, becoming more comfortable with taking (calculated) risks Simple: Ongoing streamlining and simplification of work structures/processes to free up more time for innovation

Obviously, we want to have a lot of winners; but we also want to encourage a set of what I call “connecting behaviors”: If we get the behavior, the winners will follow. An innovation culture fosters openness, curiosity, networking with suppliers and customers, and the ability to say, “I have a problem I can’t solve. Can someone help?” That is the attitude that both describes an innovation culture and helps to create one. It is one in which people want to go above and beyond the norm because they have a sense of mission. To do that, you need the social mechanisms and tools to mold diverse experts into highly functioning teams.

The fairly extreme example of Clay Street is a useful template for thinking about teamwork more broadly. It is a proven human phenomenon, from Edison’s New Jersey lab to SAMSUNG’s innovation center, that when you have a clear goal and you put together a team (ideally six to ten people) with the right blend of intellectual diversity and real expertise for an extended period, you create conditions that can lead to breakthrough ideas. Given the right social processes, such as trust, time, deep concentration, and total immersion in a well-defined problem, finding the right insights becomes likelier. This is something that can be done, improved, done again, and improved again. It is replicable.

Molding diverse experts into a functioning team, through total immersion in an innovation project, is a unique experience, substantially different from the way people participate in other types of teams. Total immersion involves every member of the team listening, often simultaneously, to different viewpoints about topics outside the expertise of any one individual, then going further and connecting and integrating those viewpoints to push forward imagination and thinking to create new insights until the whole team has a breakthrough.

When working on innovation, you can’t rely on numbers alone as most innovations have never been done before. Innovation leadership requires relying more on personal instinct and developing experienced judgment. The more diverse the experiences, the better the instincts and judgment of the innovation leader. It is important to include an element that ensures an individual continues to build experience across a variety of innovation situations with increased complexity, increased uncertainty, and increased risk.

India’s Highway Revolution: Exploring the Nation’s Finest Infrastructure Driving along India’s #besthighwayinfrstructure is an experience that seamlessly blends innovation with nature. These highways are redefining travel, offering a perfect combination of comfort, efficiency, and breathtaking beauty. The first thing that captivates you is the flawless road quality. Gone are the days of bumpy, pothole-filled journeys—today’s highways feature smooth, meticulously paved surfaces. Wide, clearly demarcated lanes ensure organized traffic flow, accommodating everything from two-wheelers to heavy trucks. Strategically placed signage enhances navigation, making every journey effortless. Beyond functionality, these highways offer stunning visuals. As you travel, the landscape transforms—from rolling hills to vast plains—showcasing some of India’s most scenic views. Thoughtfully designed noise barriers and landscaped medians not only preserve the environment but also enhance the aesthetic appeal of the journey. The supporting infrastructure is just as remarkable. Rest stops go beyond basic amenities, serving as welcoming hubs for relaxation and refreshment. Thanks to #Modernroadmakers, travelers have access to clean facilities, diverse dining options, and even play areas for children—ensuring a comfortable journey for all. Technology plays a crucial role in elevating the highway experience. Automated toll plazas minimize delays, while well-lit roads provide optimal visibility for night travel. Bridges and flyovers, constructed using cutting-edge techniques, are not just functional but also architectural wonders that reflect India’s infrastructural prowess. India’s highways symbolize the nation’s unwavering commitment to progress. They represent a country that is advancing with style while maintaining a deep respect for its natural surroundings. Traveling on these roads isn’t just about reaching a destination—it’s about experiencing a journey that leaves a lasting impression.

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