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Drew Boyd

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Innovation in Practice tag:typepad.com,2003:weblog-1425731 2018-02-20T13:29:50-05:00 The Corporate Perspective on Innovation Methods TypePad typepad/dboyd/innovationinpracticehttps://feedburner.google.com Innovation Sighting: Task Unification in Cars That Advertise tag:typepad.com,2003:post-6a00e54ef4f376883401bb09f4f2f5970d 2018-02-20T13:29:50-05:00 2018-02-20T13:29:50-05:00 Imagine pulling out of the driveway for your regular jaunt to the grocery store. While turning the corner to exit your neighborhood the car console screen lights up with an ad for the latest laundry detergent. Perhaps the concept seems... Drew Boyd <div xmlns="http://www.w3.org/1999/xhtml"><p><a class="asset-img-link" href="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401bb09f4f2e9970d-popup" onclick="window.open( this.href, '_blank', 'width=640,height=480,scrollbars=no,resizable=no,toolbar=no,directories=no,location=no,menubar=no,status=no,left=0,top=0' ); return false" style="float: right;"><img alt="Console photo" class="asset asset-image at-xid-6a00e54ef4f376883401bb09f4f2e9970d img-responsive" src="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401bb09f4f2e9970d-200wi" style="width: 200px; margin: 0px 0px 5px 5px;" title="Console photo"></img></a>Imagine pulling out of the driveway for your regular jaunt to the grocery store. While turning the corner to exit your neighborhood the car<br>console screen lights up with an ad for the latest laundry detergent. Perhaps the concept seems foreign, but software companies, such as Telenav Inc., are in the process of developing strategies to maximize wireless capabilities in vehicles for advertising purposes.</p> <p>Telenav’s strategy of developing software which utilizes the dashboard console for marketing purposes is a great example of the innovation template known as Task Unification. Task Unification is defined as assigning an additional task to an existing resource. That resource should be in the immediate vicinity of the problem, or what we call The Closed World. In essence, it’s taking something that is already around you and giving an additional job. In this instance, Telenav has taken the console screen and assigned it the additional task of sending ads to the driver which match her lifestyle as documented via their online activity.</p> <p>As <a href="https://www.bloomberg.com/news/articles/2018-02-20/the-car-of-the-future-will-sell-your-data?utm_campaign=news&amp;utm_medium=bd&amp;utm_source=applenews">Bloomberg states</a>,</p> <blockquote> <p>Automakers have been installing wireless connections in vehicles and collecting data for decades. But the sheer volume of software and sensors in new vehicles, combined with artificial intelligence that can sift through data at ever-quickening speeds, means new services and revenue streams are quickly emerging.</p> </blockquote> <p>You can also utilize this technique to innovate helpful products. To get the most out of the Task Unification technique, you follow five basic steps:</p> <ol> <li>List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.</li> <li>Select a component from the list. Assign it an additional task, using one of three methods:</li> </ol> <ul> <li>Choose an external component and use it to perform a task that the product accomplishes already</li> <li>Choose an internal component and make it do something new or extra</li> <li>Choose an internal component and make it perform the function of an external component, effectively “stealing” the external component’s function</li> </ul> <ol start="3"> <li>Visualize the new (or changed) products or services.</li> <li>What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?</li> </ol> <ol start="5"> <li>If you decide the new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it viable?</li> </ol> <p>Innovation opportunities of this type also create the context for broader discussions. In this case, those discussions are related to the customer and privacy issues. For those interested, <a href="https://www.bloomberg.com/news/articles/2018-02-20/the-car-of-the-future-will-sell-your-data?utm_campaign=news&amp;utm_medium=bd&amp;utm_source=applenews">Bloomberg</a> provides a good start to those conversations.</p></div><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=saoMWnbumKE:WmgZGkfjl_Y:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=saoMWnbumKE:WmgZGkfjl_Y:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=saoMWnbumKE:WmgZGkfjl_Y:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=saoMWnbumKE:WmgZGkfjl_Y:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=saoMWnbumKE:WmgZGkfjl_Y:F7zBnMyn0Lo" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=saoMWnbumKE:WmgZGkfjl_Y:I9og5sOYxJI"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=I9og5sOYxJI" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/typepad/dboyd/innovationinpractice/~4/saoMWnbumKE" height="1" width="1" alt=""/> http://www.innovationinpractice.com/innovation_in_practice/2018/02/innovation-sighting-task-unification-in-cars-that-advertise.html 3 Innovation Specialists Busting the Myth About Brainstorming tag:typepad.com,2003:post-6a00e54ef4f376883401b7c944aa62970b 2018-01-12T14:33:00-05:00 2018-01-12T14:35:53-05:00 By Orly Seagull When thinking about creativity in teams, we often imagine a bunch of people in front of a flipchart throwing on the paper whatever comes to their mind – brainstorming. But, what actually is brainstorming? And what is... Drew Boyd <div xmlns="http://www.w3.org/1999/xhtml"><p><a class="asset-img-link" href="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401bb09e7f201970d-popup" onclick="window.open( this.href, '_blank', 'width=640,height=480,scrollbars=no,resizable=no,toolbar=no,directories=no,location=no,menubar=no,status=no,left=0,top=0' ); return false" style="float: left;"><img alt="SIT JPG" class="asset asset-image at-xid-6a00e54ef4f376883401bb09e7f201970d img-responsive" src="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401bb09e7f201970d-320wi" style="margin: 0px 5px 5px 0px;" title="SIT JPG"></img></a>By Orly Seagull</p> <p>When thinking about creativity in teams, we often imagine a bunch of people in front of a flipchart throwing on the paper whatever comes to their mind – brainstorming.</p> <p>But, what actually is brainstorming? And what is it actually useful for?</p> <p>This is how <a href="https://lateralaction.com/articles/brainstorming/">Mark McGuinness </a>defines the term:</p> <p><em>“‘Brainstorming’ is such a common word that it’s often used to describe any meeting or conversation designed to generate ideas. But what the critics are really complaining about are formal brainstorming sessions, governed by a set of rules that originated with advertising manager Alex Faickney Osborn, in his 1963 book Applied Imagination. The basic assumption is that by suspending judgement, people free themselves to come up with unusual and potentially useful ideas. </em><em>The four most important rules are:</em></p> <ul> <li><em>Generate as many ideas as possible – the more ideas you come up with, the better chance you have of coming up with good ones.</em></li> <li><em>Don’t criticise – it will dampen peoples’ enthusiasm and kill their creativity.</em></li> <li><em>Welcome unusual ideas – it’s important to break out of your usual mindset and consider wild and wacky ideas if you want to be really creative.</em></li> <li><em>Combine and improve ideas – instead of criticising ideas, look for way to use them in combination and/or make them better.</em></li> </ul> <p><em>A leader is appointed to facilitate the session, encouraging people and making sure they stick to the rules. The leader is also responsible for collecting the ideas, usually by writing them on a whiteboard, flipchart or post it notes. Once ideas have been generated, they are evaluated at a later stage, to see which are worth implementing.”</em></p> <p>(<a href="https://lateralaction.com/articles/brainstorming/">Mark McGuinness</a>)</p> <p>Even though brainstorming does have value, for the purpose of energizing, team building and alignment around a topic, there is o<strong>ne main drawback to the method: most results are of little practical value.</strong></p> <p>This is why: most ideas produced during brainstorming sessions don’t work in reality, because of a lack of essential filters. Again, McGuiness explains this very clearly:</p> <p><em>“Brainstorming is said to work because critical thinking is banned, allowing for a freer flow of original ideas. But again, the research raises doubts about this. One study compared classic brainstorming sessions with sessions in which brainstormers were told what criteria would be used to evaluate their ideas and encouraged to use this information to guide their idea generation. The ‘criteria cued’ groups produce fewer ideas, but a larger number of high-quality ideas. The danger with brainstorming is that quantity does not equal quality.</em></p> <p><em>A common source of frustration for professionals is having to sit through brainstorming sessions in which other people generate a stream of ideas that ‘simply won’t work’. Sometimes the subject experts have tried the ideas before, sometimes they just have technical knowledge that allows them to see why the ideas will never work. But because of the rules of brainstorming, they aren’t allowed to say so, as they will be labelled ‘idea killers’.”</em></p> <p>(<a href="https://lateralaction.com/articles/brainstorming/">Mark McGuinness</a>)</p> <p>Instead, ideas in brainstorming sessions tend to be vague and abstract. Nick Fransen is quite pointed in his description of the common dynamics. He also translates his critique into a series of useful tips:</p> <p><em>“Far too often (…) teams get stuck in the abstract world of fluff: Buzzword bingo! This is detrimental to innovation. It can destroy an idea’s chances of becoming a reality. Let me help you in your next endeavor.</em></p> <p><em>Here are 8 words that should raise the hairs on the back of your neck: tread carefully!</em></p> <ul> <li><em><strong>Platform</strong>: Yup, That’s right. I wanted to get this one out of the way first. And here’s why: 90% of the time, it’s just a cover up for an idea that you didn’t really think through. Is it a matchmaking marketplace with a supply and demand side? </em><em>Is it a DIY website builder? Is it … ? Seriously.</em></li> <li><em><strong>Fix</strong>: Try and explain your idea without using this word and find out how quickly you realise it’s an empty box</em></li> <li><em><strong>One Stop Shop</strong>: So you want to fix all the existing needs and problems in one go? Maybe that’s a bit much to take onto your plate as a 5-person team…</em></li> <li><em>Instead, try and list all separate features you would need. How about actually nailing one thing at a time?</em></li> <li><em><strong>Disruptive</strong>: Actually, the main pain of this word is that it’s not used for what it really means . Unless you’re offering a service that was previously inaccessible to a certain customer group at a severely lowered price with a drastically improved UX, Don’t call it disruptive.</em></li> <li><em><strong>Community</strong>: How many people do you need before you’re community would be a success? </em><em>Maybe try convincing 3 users first?</em></li> <li><em><strong>Quality Label</strong>: “Oh a community is indeed a lot of work. Let’s go for a quality label.” First off: how many of these labels actually exist already? Do you pay attention to any of them? Nope. Neither does anybody else. Next to that. How many partners would you need to convince to make it credible?</em></li> <li><em><strong>Omnichannel</strong>: Are you living in 2005? In all seriousness: focus! Find your early adopters and validate their preferred channel.</em></li> <li><em><strong>App</strong>: Really, you want to make an app for that? If you said ChatBot, I might’ve been excited. </em><em>But app?</em></li> <li><em><strong>Big Data</strong>: Oh god.</em></li> </ul> <p><a href="https://www.boardofinnovation.com/blog/2017/01/06/8-buzzwords-you-should-never-use/">(Nick Fransen, Board of Innovation)</a></p> <p>So, not only are time and energy wasted on less-than-productive discussions, the process also inherently inhibits the creation of truly very radical ideas, as described by Paul Sloane:</p> <p><em>“Unfortunately for managers, your presence in the room can inhibit people. With you there, it is very hard for your team to switch from normal meeting mode to creative brainstorm mode. You want them to confront the current conventions and generate unorthodox ideas. But some of these hidden factors might be at play:</em></p> <ul> <li><em>Too much deference and respect for authority (you!)</em></li> <li><em>Fear of looking silly</em></li> <li><em>Fear of rejection</em></li> <li><em>Not wanting to look disloyal or insolent</em></li> <li><em>Dislike of conflict or argument</em></li> </ul> <p><em>You tell them that anyone can challenge anything and make any suggestion. They nod in agreement but they are waiting to see what happens. Someone suggests something strange and you immediately point out why that might not work. People read the signals and you are straight back into a conventional meeting with little chance of the wealth of radical ideas you were hoping for.”</em></p> <p>(<a href="http://www.destination-innovation.com/manager-present-brainstorm-meeting/">Paul Sloane</a>)</p> <p><strong>To summarize, Brainstorming can indeed be useful:</strong></p> <ul> <li>For a quick download of existing ideas.</li> <li>To improve existing ideas.</li> <li>For teambuilding.</li> <li>To energize the team (at least until disappointment from results sets in).</li> <li>To break hierarchical boundaries.</li> </ul> <p>It is, therefore, important to consider what brainstorming can and cannot deliver:</p> <p>If you are looking for any of the effects listed above, you might very well be needing brainstorming. If you are looking for innovation or actual idea generation, beware of its limitations.</p> <p>And a last point to consider: if you are using an innovation methodology of any kind, ask yourself whether it is actually a new packaged version of (good) old Brainstorming.</p> <p><em>Orly Seagull, VP Corporate Business Development at SIT. Posted from <a href="http://blog.sitsite.com/brainstorming/">SIT</a>.</em></p></div><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=u8FEs4Bbx-4:FN2gCWRWrgM:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=u8FEs4Bbx-4:FN2gCWRWrgM:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=u8FEs4Bbx-4:FN2gCWRWrgM:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=u8FEs4Bbx-4:FN2gCWRWrgM:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=u8FEs4Bbx-4:FN2gCWRWrgM:F7zBnMyn0Lo" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=u8FEs4Bbx-4:FN2gCWRWrgM:I9og5sOYxJI"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=I9og5sOYxJI" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/typepad/dboyd/innovationinpractice/~4/u8FEs4Bbx-4" height="1" width="1" alt=""/> http://www.innovationinpractice.com/innovation_in_practice/2018/01/3-innovation-specialists-busting-the-myth-about-brainstorming.html Innovation Sighting: Attribute Dependency in Swiss Trains tag:typepad.com,2003:post-6a00e54ef4f376883401bb09e11c08970d 2017-12-18T11:42:12-05:00 2017-12-18T11:42:12-05:00 From a distance this newest railway revolution might look like a string of large barrels tied together. But the Stoos Bahn is now the world’s steepest funicular railway which just opened to the public. Taking over 14 years to build,... Drew Boyd <div xmlns="http://www.w3.org/1999/xhtml"><p><a class="asset-img-link" href="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401bb09e11bf5970d-popup" onclick="window.open( this.href, '_blank', 'width=640,height=480,scrollbars=no,resizable=no,toolbar=no,directories=no,location=no,menubar=no,status=no,left=0,top=0' ); return false" style="float: left;"><img alt="Railway" class="asset asset-image at-xid-6a00e54ef4f376883401bb09e11bf5970d img-responsive" src="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401bb09e11bf5970d-320wi" style="margin: 0px 5px 5px 0px;" title="Railway"></img></a>From a distance this newest railway revolution might look like a string of large barrels tied together. But the Stoos Bahn is now the world’s <br>steepest funicular railway which just opened to the public. Taking over 14 years to build, and climbing at 110% gradient, the Stoos Bahn provides another transportation option for children traveling to school in mountainous Switzerland. And, tourists traveling to car-free Stoos now have another transportation option.</p> <p>This newest innovation was made possible by using the Attribute Dependency Technique. Attribute Dependency is one of the five innovation methods called <a href="http://www.sitsite.com/">Systematic Inventive Thinking</a> (SIT). It works by creating (or breaking) a dependency between two attributes of a product or its environment. The Stoos Bahn utilizes this technique by building rotating cabins which allow the floor of the cabins to tilt as the rail incline increases, leaving the passengers on level footing.</p> <p style="text-align: left;">As <a href="http://www.cnn.com/travel/article/worlds-steepest-funicular-railway/index.html">CNN states</a>,</p> <blockquote> <p>The cabins on the 52 million-Swiss franc ($52.6 million) funicular in the Swiss alpine resort of Stoos resemble rotating drums that keep passengers level as the gradient changes. The 1,720-meter track will run from the valley floor near Schwyz to car-free Stoos, which sits on a lofty plateau beneath the Fronalpstock mountain at 1,300 meters (4,300 feet) near Lake Lucerne. The track, which <a href="http://www.cnn.com/travel">travels</a> through the mountainside for part of its journey, rises 743 meters along gradients as steep as 110%.</p> </blockquote> <p> </p> <p class="asset-video" style="text-align: center;"><iframe allow="encrypted-media" allowfullscreen="" frameborder="0" gesture="media" height="281" src="https://www.youtube.com/embed/aKRI0N6ILos?feature=oembed" width="500"></iframe></p> <p>The Stoos Bahn is just one example of innovating by using a template. It’s true that anyone can learn to create by utilizing the SIT methods. If you would like to get the most out of the Attribute Dependency Technique, follow these steps:</p> <ol> <li>List internal/external variables.</li> <li>Pair variables (using a 2 x 2 matrix)</li> </ol> <ul> <li>Internal/internal</li> <li>Internal/external</li> </ul> <ol start="3"> <li>Create (or break) a dependency between the variables.</li> <li>Visualize the resulting virtual product.</li> <li>Identify potential user needs.</li> <li>Modify the product to improve it.</li> </ol></div><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=rjWe0fNM14s:osth9WBmz44:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=rjWe0fNM14s:osth9WBmz44:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=rjWe0fNM14s:osth9WBmz44:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=rjWe0fNM14s:osth9WBmz44:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=rjWe0fNM14s:osth9WBmz44:F7zBnMyn0Lo" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=rjWe0fNM14s:osth9WBmz44:I9og5sOYxJI"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=I9og5sOYxJI" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/typepad/dboyd/innovationinpractice/~4/rjWe0fNM14s" height="1" width="1" alt=""/> http://www.innovationinpractice.com/innovation_in_practice/2017/12/innovation-sighting-attribute-dependency-in-swiss-trains.html Innovation Sighting: Partial Subtraction for Better Beer Drinking tag:typepad.com,2003:post-6a00e54ef4f376883401bb09d7b4ec970d 2017-11-16T13:03:44-05:00 2017-11-16T13:03:44-05:00 The football season is into full swing. And, no doubt, countless beer drinkers experience the ever so frustrating tension of keeping a clear line of sight for that key play of the game without missing a gulp of their favorite... Drew Boyd <div xmlns="http://www.w3.org/1999/xhtml"><p><a class="asset-img-link" href="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401b8d2beedba970c-popup" onclick="window.open( this.href, '_blank', 'width=640,height=480,scrollbars=no,resizable=no,toolbar=no,directories=no,location=no,menubar=no,status=no,left=0,top=0' ); return false" style="float: right;"><img alt="Beer" class="asset asset-image at-xid-6a00e54ef4f376883401b8d2beedba970c img-responsive" src="http://www.innovationinpractice.com/.a/6a00e54ef4f376883401b8d2beedba970c-320wi" style="margin: 0px 0px 5px 5px;" title="Beer"></img></a>The football season is into full swing. And, no doubt, countless beer drinkers experience the ever so frustrating tension of keeping a clear line of sight for that key play of the game without missing a gulp of their favorite brew. The engineers of the TV Beer Mug saw right through the problem (pun intended) by shaving off one side of the mug. By using the <a href="http://drewboyd.com/category/subtraction/">Subtraction Technique</a>, the makers of the TV Beer Mug have eased the beer drinking, football watching woes of thousands of fans.</p> <p>As <a href="https://gizmodo.com/brilliant-beer-mug-wont-block-the-tv-while-you-chug-1786427465?utm_campaign=socialflow_gizmodo_facebook&amp;utm_source=gizmodo_facebook&amp;utm_medium=socialflow">Gizmodo</a> humorously states,</p> <blockquote> <p>Taking advantage of cutting-edge physics and engineering breakthroughs that are rarely seen outside of aerospace applications, this remarkable $11 mug looks as if one side has been cleaved clean off—which is the secret to how it works. The other side of the mug that usually blocks the view of your TV is gone, leaving you with a clean line of sight every time you take a swig.</p> </blockquote> <p>It’s a perfect example of the Subtraction Technique, one of five in the innovation method, Systematic Inventive Thinking (SIT). It’s also a great example of the Closed World Principle. Here’s how it works:</p> <p>To get the most out of the Subtraction Technique, you follow five steps:</p> <ol> <li>List the product’s or service’s internal components.</li> <li>Select an essential component and imagine removing it. There are two ways: a. Full Subtraction. The entire component is removed. b. Partial Subtraction. Take one of the features or functions of the component away or diminish it in some way.</li> <li>Visualize the resulting concept(no matter how strange it seems).</li> <li>What are the potential benefits, markets, and values? Who would want this new product or service, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge? After you’ve considered the concept“as is” (without that essential component), try replacing the function with something from the Closed World (but not with the original component). You can replace the component with either an internal or external component. What are the potential benefits, markets, and values of the revised concept?</li> <li>If you decide that this new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it more viable?</li> </ol> <p><a href="http://www.insidetheboxinnovation.com/">Learn</a> how all five techniques can help you innovate – on demand.</p></div><div class="feedflare"> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=Xd3MH_mYJdk:ULCKB2aQJ2A:yIl2AUoC8zA"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=yIl2AUoC8zA" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=Xd3MH_mYJdk:ULCKB2aQJ2A:V_sGLiPBpWU"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=Xd3MH_mYJdk:ULCKB2aQJ2A:V_sGLiPBpWU" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=Xd3MH_mYJdk:ULCKB2aQJ2A:F7zBnMyn0Lo"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?i=Xd3MH_mYJdk:ULCKB2aQJ2A:F7zBnMyn0Lo" border="0"></img></a> <a href="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?a=Xd3MH_mYJdk:ULCKB2aQJ2A:I9og5sOYxJI"><img src="http://feeds.feedburner.com/~ff/typepad/dboyd/innovationinpractice?d=I9og5sOYxJI" border="0"></img></a> </div><img src="http://feeds.feedburner.com/~r/typepad/dboyd/innovationinpractice/~4/Xd3MH_mYJdk" height="1" width="1" alt=""/> http://www.innovationinpractice.com/innovation_in_practice/2017/11/innovation-sighting-partial-subtraction-for-better-beer-drinking.html