We’ve done the work: defined our problems, identified opportunities, and even started building an innovation process. But here’s the issue: my team still holds back.
We’ve been through so many changes over the past few years—new strategies, new systems, new leadership. Now, every time we propose something new, my team’s energy crashes.
My team is constantly asked to “show” our innovation ideas before we gain buy-in, but we struggle with how to illustrate our concepts effectively.
There’s no clear path to move forward, and we’re starting to lose momentum. How do we decide which ideas are worth investing in without overthinking it?
I’m used to seeing a return on investment. Revenue. Margins. Operational efficiency. What’s the innovation equivalent of a P&L? How do I explain this to my board or justify it to myself?
Our executive team is under pressure to “do something with AI,” but no one agrees on what that means.
We know defining the right problem is essential to designing a successful solution. How do we know we’ve identified the true root problem, rather than symptoms?
I’m feeling the pressure to “innovate or die.” Investors want to see modernization, customers want customization, and my leadership team keeps asking what our “innovation strategy” is.
Can Design Thinking actually help us solve real problems, or is it just a creative placebo?
Our leadership team keeps talking about “being more innovative,” but no one knows what that actually means.
How a Room Full of Entrepreneurs Rediscovered Their Creative Confidence at SBDC's ELEVATE 2025
THE IDEA GUY®
