From the stage
When the panel discussion turned to risk, I shared two stories. Amsted Rail in St. Louis set up what they called a Google Room: young staff, all the latest technology, and a mandate to figure out what it meant for the next generation of rail cars. Then a trucking company in Winnipeg did something similar:
"They have an Xbox Room"
The attitude of management in both cases was the same: we don't know what it means, but go figure it out.
"we are innovating not to win, but we are innovating to learn."
Why it matters
Not every experiment needs to produce a product. Some of the most valuable innovation simply builds knowledge, so that when a technology matters you're ready. Giving a small team permission to explore, without demanding immediate results, is one of the cheapest insurance policies a leader can buy.
The takeaway
- Create a small space, physical or virtual, where people can explore new technology.
- Measure it by what you learn, not what you launch.
- Innovate to learn, not just to win.
Related: Case Study: Amsted Industries: Heavy Industry Was Running On Data, Resilience And Speed. · Event Highlight: Amsted Rail, St. Louis, MO - Additive, Materials, IOT and Manufacturing · Earlier: Daily Inspiration: Serendipity & Innovation - ""Great leaders encourage people to waste more time on uncertain projects with unknown goals that have unsure payback and indeterminate timelines" (2023) · Automotive & Transportation
From the Stage is a weekday series of short clips from more than 30 years of keynotes, and the leadership lessons that still matter.
