Innovation Challenge Response

There are three types of organizations I’ve work with: 1️⃣ Those that consist of homogeneous groups. These teams share similar backgrounds, perspectives, and approaches, which can result in groupthink and limited innovation. 2️⃣ Those that consist of diverse teams. They have diversity on paper but struggle to unlock its full potential due to the absence of true inclusivity. 3️⃣ The rarest: those that consist of diverse and inclusive teams. These organizations know how to leverage their diversity through intentional inclusion, creating an environment where everyone contributes to a shared success. Here’s how I help organizations move from the first two types to the third: 🧠 Mindset In many diverse groups, diversity is seen as a challenge rather than an advantage. I help teams embrace a Diversity-Sum Mindset™, where varied perspectives are combined to fuel creativity, drive innovation, and amplify results. 🧡 Psychological Safety Diverse groups often lack the conditions needed for all voices to be heard, leading to disengagement or missed opportunities. I work to build Psychological Safety, where trust flourishes, and team members feel empowered to contribute their boldest ideas without fear. 🎯 Decision-Making Decision-making in diverse groups can be dominated by a few voices, stifling collective insight. Through Inclusive Decision-Making, I help teams integrate different viewpoints into cohesive strategies that lead to more balanced, innovative outcomes. 🕸 Collective Intelligence When teams can’t synergize their diverse ideas, they miss out on true innovation. I guide teams toward harnessing Collective & Collaborative Intelligence, unlocking their full potential to solve complex problems and adapt to new challenges. I designed this blueprint because I saw it from practice: the teams that thrive are those that embed diverse perspectives into their everyday actions, supported by a strong mindset, trust, and inclusive decisions. 🤔 P.S.: What kind of team have you been part of—homogeneous, diverse, or truly diverse & inclusive?

From my new Harvard Business Review article, here’s how to create the second of four pillars that innovative organizations need – capability to forge strategic partnerships: You don’t have to contain yourself to your team or the organization when it comes to innovation. Great innovations can come from collaborations with suppliers, customers, universities, startups, or companies using relevant technology in a totally different way. For example, the jeans company Levi Strauss has been collaborating with Google to figure out what “smart” clothing might accomplish for users like truckers. But doing so needs focused and dedicated work. That means you need to find people within the team to do the long-term work of building those relationships, having speculative conversations, and hunting for partner capabilities which may not be immediately apparent. You don’t want to be Yahoo, which declined to engage with an ambitious early-stage company boasting a different business model: Google. What to do instead? Put specialists in strategic technology partnerships on the lookout. Have them work in collaboration with core business teams who can use these partnerships to make innovation happen. For example, many pharma companies have these types of partnership offices near MIT, and it’s an approach that can be replicated by a broad range of industries. Johnson & Johnson’s university collaborations not only facilitate investments and research partnerships, but through JLabs they also provide lab space and support services for promising start-ups without requiring an equity stake. This can give Johnson & Johnson an inside track with the start-up when the timing is ripe. The fruits of the program have been substantial — as of 2023, 840 incubations of companies in this network had yielded more than 290 deals or partnerships with J&J. (Have you used other methods to forge strategic partnerships? Please add them in the comments!)

💜 How Small Conversations Lead to Big Impact Transformation is never just about processes and models—it’s about people. As we embark on the journey to introduce the Harmonized Product Operating Model. Leading a unit of 800+ talented colleagues, I am reminded daily that the heartbeat of change is dialogue. To truly understand the pulse of our organization, we’ve launched a series of intimate breakfast sessions ☕ 🥐 — small groups, open conversations, and honest reflections. These moments are not just about sharing croissants and coffee; they are about listening, learning, and growing together. Today’s session surfaced important concerns: the need for clearer documentation of our standards, protecting agility, ensuring team cohesion amidst structural changes, and managing the balance between new responsibilities and existing workloads. These concerns are real, and it is our responsibility as leaders to address them with intention and integrity. Here are just some ideas how to move forward: ✅ Build Transparency & Clarity: We will co-create unified guidelines for our discovery phase, ensuring everyone has access to the knowledge they need. ✅ Safeguard Agility: By reviewing our processes, we’ll look to streamline discovery without compromising our agile spirit—focusing on outcomes, not just activities. ✅ Foster Team Unity: We’ll design scrum routines that bridge heterogeneous teams, while respecting the unique strengths of each group, minimizing unnecessary meetings. ✅ Empower with Purpose: Clear role definitions and smart delegation will help developers stay focused on innovation, while management responsibilities are distributed thoughtfully. ✅ Prioritize Well-being: We will monitor workloads and provide support, ensuring that parallel initiatives don’t overwhelm our teams or managers. ✅ Encourage Open Dialogue: Breakfast sessions will continue, empowering every voice and surfacing challenges early—because the best solutions come from within our community. Change is not easy, but when we walk this path together—with empathy, transparency, and courage — I am confident we will emerge stronger and more united. Thank you to everyone who has shared their perspective so far. Let’s keep the conversation going and shape our future, one breakfast at a time. #Leadership #Transformation #HarmonizedOperatingModel #Teamwork #ContinuousImprovement #ListenToLead

As a brand marketing leader on the hook for Innovation and growth, you likely aren't short on ideas, but picking the "best" ones can be a conundrum. Innovation agencies often focus on idea generation, and because they're good at what they do, the output can be overwhelming.  What’s more, you know it's a survival of the fittest for your finite money and focus. I've learned that 𝙖𝙣 𝙪𝙣𝙨𝙪𝙣𝙜 𝙖𝙧𝙩 𝙛𝙤𝙧𝙢 𝙤𝙛 𝙞𝙣𝙣𝙤𝙫𝙖𝙩𝙞𝙤𝙣 𝙡𝙞𝙚𝙨 𝙞𝙣 𝙙𝙞𝙨𝙘𝙚𝙧𝙣𝙞𝙣𝙜 𝙬𝙝𝙞𝙘𝙝 𝙞𝙙𝙚𝙖𝙨 𝙝𝙖𝙫𝙚 𝙩𝙝𝙚 𝙜𝙧𝙚𝙖𝙩𝙚𝙨𝙩 𝙥𝙤𝙩𝙚𝙣𝙩𝙞𝙖𝙡 𝙛𝙤𝙧 𝙨𝙪𝙘𝙘𝙚𝙨𝙨. You've got your no brainers 👍, and your clear Heck to the No's 👎. Then, you’re left with the rest: the stretch ideas, the exciting ones you want to nurture, but that you can foresee will be HARD. So, how to move forward? Suit up in your armor of 𝗩𝗲𝘁𝘁𝗶𝗻𝗴 & 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻. Every company does it differently, but it doesn't have to be complicated. Here's a Checklist of criteria to help you and your team Focus and Stick to your Strategic Guns as things get hairy (which they will). If you use this list consistently, you're winning way before you launch! ☑️𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘈𝘭𝘪𝘨𝘯𝘮𝘦𝘯𝘵: Ideas that fit your company's mission and goals are more likely to get internal momentum 👏and succeed in the long run. ☑️𝘔𝘢𝘳𝘬𝘦𝘵 𝘍𝘪𝘵: my drum to beat! Conduct whatever degree of research fits your risk profile and budget to understand trends, consumer, and customer needs. Ideas that address real pain points make the story easier to tell...for ALL your stakeholders. ☑️𝘊𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘷𝘦 𝘋𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵𝘪𝘢𝘵𝘪𝘰𝘯: Ask whether it fills a gap to stand out in a crowded space--i.e., most markets today! If not, is it 'a better mousetrap'? ☑️𝘊𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘐𝘯𝘱𝘶𝘵: If you're going to retail, early feedback from top accounts will give you points for partnership AND help refine your ideas before going too far down the path. ☑️𝘌𝘹𝘦𝘤𝘶𝘵𝘪𝘰𝘯𝘢𝘭 𝘍𝘦𝘢𝘴𝘪𝘣𝘪𝘭𝘪𝘵𝘺: Ask the experts what it will take to deliver, then assess the likelihood you can overcome the obstacles--financial, technical, or human. ☑️𝘙𝘪𝘴𝘬 & 𝘚𝘤𝘦𝘯𝘢𝘳𝘪𝘰 𝘱𝘭𝘢𝘯𝘯𝘪𝘯𝘨: Think ahead to the potential pitfalls and how you’d handle them, to try to head off issues before they turn to roadblocks🚧. ☑️𝘉𝘢𝘤𝘬-𝘰𝘧-𝘵𝘩𝘦-𝘌𝘯𝘷𝘦𝘭𝘰𝘱𝘦 𝘍𝘪𝘯𝘢𝘯𝘤𝘪𝘢𝘭𝘴:  the sooner you can gauge the potential to make💰, the faster you can move on the ideas that have a prayer. Innovators know the winding road ϟ from idea to launch is not for the faint of ♥...there will be blood, sweat 😬and even😢. But if you've pressure tested & prioritized, the winners 🏆will be primed to make the 🎆 you and your stakeholders are counting on. GO GET EM! 𝗪𝗵𝗮𝘁 𝗥𝘂𝗹𝗲𝘀 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝘆𝗼𝘂𝗿 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀? #innovation #strategy #brandgrowth

Almost every Product leader I speak to shares about being interested in having an impact. It's fascinating to note that impactful changes don't always necessitate grand visions. They can be achieved through incremental steps, one customer at a time, by fostering inclusivity in our product development processes. Annie Jean-Baptiste shares "Product Inclusion is the practice of applying an inclusive lens throughout the entire product design and development process to create better products and accelerate business growth." In my journey, I've found that significant enhancements often result from incremental adjustments: 💡 Inclusive Research: Ensure our research is inclusive and we are learning from diverse customers. Even incorporating one additional dimension of diversity into our research approach can render our products a tad more inclusive. 💡 Harms Modelling: Prior to commencing product development, conducting a pre-mortem exercise focused on mitigating potential harm to our customers can significantly enhance inclusivity in our products. 💡 Diverse teams: Cultivating diverse teams fosters a rich diverse set of perspectives, thereby enriching our product development process and ensuring inclusivity is woven into the fabric of our product development. 💡 Testing with diverse customers: Leveraging diverse customer cohorts for testing enables us to identify and rectify potential biases or exclusions, resulting in products that cater to a broader audience. 💡 Building with diverse customers: Involving diverse customers in the co-creation process empowers us to tailor our products to their unique needs and preferences, fostering a sense of ownership and inclusivity. 💡 Accessibility Integration: Incorporating features such as screen reader compatibility, keyboard navigation, and adjustable font sizes can significantly improve accessibility and inclusivity. I found that testing accessibility before launching is a great way to minimize negative impact. #productinclusion #productmanagement #productleadership

NATO Innovation Challenge: Countering Fiber-Optic-Controlled FPV Drones 📢 NATO’s Allied Command Transformation (#ACT) has launched a Request for Innovative Participation (RFIP-ACT-SACT-25-48) focused on one of the most urgent battlefield threats: fiber-optic-controlled FPV drones. 🔍 Background Since late 2024, the Russian military has increasingly deployed fiber-tethered FPV drones—immune to jamming and boasting low radar/visual signatures. Traditional EW-based C-UAS solutions are ineffective. NATO seeks innovative, rapid-to-field countermeasures that can be integrated into frontline operations, with a key operational focus on supporting Ukrainian forces. ⚙️ System Characteristics Proposed solutions should ideally be: • Lightweight (≤100kg) • Mobile & modular (tripod or vehicle-mounted) • Power autonomous (battery/solar/generator) • Open architecture for C2 integration (STANAG preferred) • Cost-effective (€50K–€100K/unit for scale production) • Vehicle-mountable, operable on-the-move (40–50 km/h) • Include safety logic (arming/disarming, human-in-loop engagement) 🛠️ Technical & Operational Parameters Solutions should support one or more mission phases: • Detection: Drones as small as 300×300×100 mm, speeds up to 100 m/s, within 300–500m • Tracking: 360° azimuth x 80°+ elevation via hybrid sensors • Neutralization: Kinetic, directed energy (if feasible), or non-kinetic systems 📅 Timeline • Submission Deadline: 30 May 2025 • Pitch Day: 20 June 2025 (Tallinn / Online) • Prototyping Phase: July–October 2025 🏷️ Eligible Entities: Industry and academia headquartered in NATO member states 💡 Evaluation Criteria: Innovation, operational relevance for Ukraine, scalability, integration readiness, and cost-benefit ratio 📥 Submit your abstract via: https://lnkd.in/dZzvAywf This challenge is a non-procurement, discovery-phase initiative—but winning solutions may inform NATO capability development and future acquisition paths. #NATO #InnovationChallenge #CounterUAS #FPVdrone #DefenseTech #MilitaryInnovation #C4ISR #DirectedEnergy #SituationalAwareness #Ukraine, #EW

You can lead innovation from wherever you are. But you need to know how to setup an innovation capability. This is the innovation model I coached that produced 957% return on the initial investment of $2.47M. I envisioned and coached the process, model, and approach for a global and scalable innovation capability from what I learned leading innovation at Microsoft. Part of what makes innovation so tough is the lack of shared mental models. Here are some of the key components of leading innovation: INNOVATION BOARD An Innovation Board is people working together to manage innovation as a capability. An internal Innovation Board can help you prioritize, get funding, channel resources, and escalate as necessary. It's also a way to integrate innovation back to the core. INNOVATION HUBs An Innovation Hub is a center of gravity for innovation efforts. I like the "Hub" model because it's the idea of Hubs and Spokes. You can have a Hub of Hubs, and it's a way to embed and spread innovation around the world. It's a federated model for innovation. INNOVATION PORTFOLIO Creating a shared view of your innovation projects helps leaders see the dashboard. It gets people thinking in "portfolios" vs. "one offs". An Innovation Portfolio gives you the balcony view to invest better. BUSINESS MODEL INNOVATION This is where you create new value. I learned a lot as head coach for Microsoft Satya Nadella's innovation team, but one of the most important things is to focus on business model innovation. As Satya put it to me: "Bring me new business models!" Just this one shift in focus can completely transform the success of innovation efforts. CULTURE OF INNOVATION You can inspire innovation at multiple levels. Satya asked me to share with him directly stories of innovation and trends & insights. When you share stories of success, smart people want to play, too. And, they have a fear of missing out. Every leader wants growth.  And innovation is the lever. EMPOWERING EMPLOYEES Innovation happens at the edge. It's the intersection of customer pains, needs, and desired outcomes and your solution. Innovation takes empathy. Swarming on customer challenges is where breakthroughs happen. Everyone can innovate, but they need the mindsets, skill sets, and toolsets. DREAM BIG, START SMALL Too many people play small, out of fear and risk. But that sets the stage for failure. Small things don't accrue to any big things unless there's a guiding vision. The vision is the scaffolding for success. And the vision is what will inspire the team and get support. When you dream big, you figure out better solutions. And these constrain your strategies, and that's a good thing. The right answer is Dream Big, Start Small. This way you can work forwards and work backwards. Dream big, start small.

𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻: IMEC's Business Model and IP Strategy 🧐 IMEC, a leading research institute in nano-electronics, has undergone a significant business model transformation, 𝗽𝗶𝘃𝗼𝘁𝗶𝗻𝗴 𝘁𝗼𝘄𝗮𝗿𝗱𝘀 𝗮𝗻 𝗜𝗣-𝗯𝗮𝘀𝗲𝗱 𝗼𝗿𝗰𝗵𝗲𝘀𝘁𝗿𝗮𝘁𝗶𝗼𝗻 𝗺𝗼𝗱𝗲𝗹 𝘁𝗵𝗮𝘁 𝗿𝗲𝘃𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝗶𝘇𝗲𝗱 𝗶𝘁𝘀 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺 😮. Here are the key insights from their journey: IMEC's shift to an IP-centric business model has enabled it to 𝗳𝗼𝘀𝘁𝗲𝗿 𝗿𝗼𝗯𝘂𝘀𝘁 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺𝘀 through multi-party research collaborations. This model ensures value appropriation for all partners, addressing common concerns about knowledge appropriation that often hinder collaboration. By negotiating upfront bilateral IP agreements, 𝗜𝗠𝗘𝗖 𝗵𝗮𝘀 𝗰𝗿𝗲𝗮𝘁𝗲𝗱 𝗮 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝘄𝗵𝗲𝗿𝗲 𝗯𝗼𝘁𝗵 𝘀𝗵𝗮𝗿𝗲𝗱 𝗮𝗻𝗱 𝗲𝘅𝗰𝗹𝘂𝘀𝗶𝘃𝗲𝗹𝘆 𝗼𝘄𝗻𝗲𝗱 𝗜𝗣 𝗰𝗼𝗲𝘅𝗶𝘀𝘁 🤔, allowing partners to build unique IP portfolios efficiently. 1️⃣ 𝗜𝗣 𝗽𝗹𝗮𝘆𝘀 𝗮 𝗽𝗶𝘃𝗼𝘁𝗮𝗹 𝗿𝗼𝗹𝗲 𝗶𝗻 𝗜𝗠𝗘𝗖'𝘀 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 by acting as the cornerstone of its innovation ecosystem. The IP model not only protects IMEC's technological advancements but also facilitates collaboration by ensuring that all partners benefit from the shared research outcomes. This strategic use of IP has enabled IMEC to attract and retain partners, driving continuous innovation and growth. 2️⃣ 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗳𝗼𝗿 𝗢𝘁𝗵𝗲𝗿 𝗖𝗼𝗺𝗽𝗮𝗻𝗶𝗲𝘀 📌 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝘃𝗲 𝗜𝗣 𝗠𝗼𝗱𝗲𝗹𝘀: Establishing clear IP agreements can mitigate concerns about knowledge appropriation and encourage collaboration. 📌 𝗩𝗮𝗹𝘂𝗲 𝗔𝗽𝗽𝗿𝗼𝗽𝗿𝗶𝗮𝘁𝗶𝗼𝗻: Ensuring that all partners can appropriate value from shared IP can enhance the attractiveness of collaborative projects. 📌 𝗙𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝗻 𝗜𝗣 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: Offering a mix of shared and exclusive IP rights can cater to diverse partner needs and foster innovation. 3️⃣ While IMEC's model is tailored to the nano-electronics sector, 𝘁𝗵𝗲 𝗽𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀 𝗼𝗳 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝘃𝗲 𝗜𝗣 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝘃𝗮𝗹𝘂𝗲 𝗮𝗽𝗽𝗿𝗼𝗽𝗿𝗶𝗮𝘁𝗶𝗼𝗻 𝗮𝗿𝗲 𝗯𝗿𝗼𝗮𝗱𝗹𝘆 𝗮𝗽𝗽𝗹𝗶𝗰𝗮𝗯𝗹𝗲. Industries facing high R&D costs and risks, such as pharmaceuticals and biotechnology, can particularly benefit from adopting similar IP strategies. 📢 𝗜𝗠𝗘𝗖'𝘀 𝗷𝗼𝘂𝗿𝗻𝗲𝘆 𝘂𝗻𝗱𝗲𝗿𝘀𝗰𝗼𝗿𝗲𝘀 𝘁𝗵𝗲 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝗰𝗲 𝗼𝗳 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗜𝗣 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝗻 𝗱𝗿𝗶𝘃𝗶𝗻𝗴 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻. 𝗛𝗼𝘄 𝗰𝗮𝗻 𝗼𝘁𝗵𝗲𝗿 𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝗶𝗲𝘀 𝗹𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝗜𝗣 𝘁𝗼 𝗳𝗼𝘀𝘁𝗲𝗿 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗲𝗰𝗼𝘀𝘆𝘀𝘁𝗲𝗺𝘀? 𝗪𝗵𝗮𝘁 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀 𝗮𝗻𝗱 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗱𝗼 𝘆𝗼𝘂 𝗳𝗼𝗿𝗲𝘀𝗲𝗲 𝗶𝗻 𝗮𝗱𝗼𝗽𝘁𝗶𝗻𝗴 𝘀𝗶𝗺𝗶𝗹𝗮𝗿 𝗜𝗣 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗳𝗶𝗲𝗹𝗱?

"If we don't have women participating in the innovation ecosystems, literally the future will be built by people who don't look like us and don't experience the same challenges and opportunities that we do." I shared this thought a few weeks ago at the The National Academies of Sciences, Engineering, and Medicine's Government-University-Industry-Philanthropy Research Roundtable, where I joined remarkable leaders to discuss #womeninSTEM entrepreneurship. Here are a few insights from our discussion: ➡️ On Driving Change -We need both entrepreneurs AND intrapreneurs -It takes being a (good) troublemaker to drive transformation -Success is rarely about the tech - it's about people and process -Everyone needs the courage and deserves the space to contribute unique ideas ➡️ On Creating Inclusive Innovation -Use your privilege and influence intentionally -Be willing to step aside to create space for others -Consider intersectionality in all programs and initiatives -Build environments where diverse talents can thrive ➡️ On Networks & Community -Invest in your network before you need it -Find groups that align with your values and push you (H/T to Punks & Pinstripes for being there at a critical time) -Build both local and national connections -Give more than you take ➡️ On Personal Growth as an Intra/Entrepreneur: -It takes confidence (perhaps a little arrogance even) to see something others don't see and the opportunity in it -While sponsorship is important, don't wait for it, invest in yourself Thank you to my fellow panelists Shelli Brunswick, Julie Collins, Pamela Norris, and Jacqueline Olich, PhD and Sierra Jackson, Ph.D. Karin Scarpinato for bringing us all together for the powerful conversation. Finally, if we make the innovation ecosystem work better for women, we'll make it work better for everyone. Let's build that future together. 🫶🏼 #Innovation #Entrepreneurship #Inclusion 💅🏼PS - My nail color is OPI Complimentary Wine, if you're curious 😜 🥂PPS - Happy New Year's Eve. Bring on 2025.