与雷神科技公司的Kate Maxwell一起培养创新文化

“我们的重点从来不是技术。它总是关于人，因为他们是创新故事的中心。——凯特·马克斯韦尔(kate Maxwell)，雷神技术公司技术总监兼创新负责人

为什么故事对创新过程很重要?哪些价值观可以灌输给分享故事的创新者?创新领导者如何激励创造者讲述和分享他们的成功和失败的故事?

为什么故事对创新过程很重要?哪些价值观可以灌输给分享故事的创新者?创新领导者如何激励创造者讲述和分享他们的成功和失败的故事?我们采访了技术领袖，凯特·麦克斯韦，谁担任技术总监和创新领导者雷神公司技术．我们的谈话解开了在行业中开放创新大门的方法。从供应链到金融，每个团队都能够创新，讲故事是将这些想法带到生活中的关键。

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这一集由Untold内容的创新讲故事供电雷竞技电竞竞猜雷竞技raybet提现．在这个身临其境、互动、故事驱动的体验中，增加你最好的想法的购买。在这里，你的团队为他们最新的项目、原型和宣传改进讲故事的技巧，并从25个具有影响力的创新故事的史诗般的例子中获得灵感。学习更多在//www.hchb688.com/innovationstorytelling雷竞技raybet提现training-2/．

凯蒂:欢迎来到Untold Stories of Innovation，在这里我们将讲述关于洞察力、影响力和创新的故事。由Untold Con雷竞技电竞竞猜tent赞助，我是主持人凯蒂·特鲁斯·泰勒。我们今天的嘉宾是凯特·麦克斯韦。她是雷神情报和空间公司的技术总监和创新领导。她是一位令人难以置信的创新领袖，她的背景是一名工程师，她是一位功成名就的技术领袖。凯特，我很感激你今天能上播客。

凯特：凯蒂，谢谢你邀请我。我喜欢你们向世界发布的内容。我很高兴来到这里。谢谢你。

凯蒂:确实。所以我想从实际上开始你的工程背景，因为我最喜欢的东西之一是技术和科学作家的是与工程师合作和工作。我只是 - 我喜欢工程师的想法。我认为与工程师配对作家是您在宇宙中可以在宇宙中做的最神奇的事情之一。所以告诉我更多关于你的背景作为工程师的背景，现在是Raytheon的工程师领导者。

凯特：确定。所以我的职业是计算机科学家。当我还是个孩子的时候，我就对计算机产生了兴趣。我是一个80年代的孩子，我的父母在早些时候带了一台Commodore 64回家——我知道我在这里和自己约会。但在家里，你知道，很多孩子可能不被鼓励去修补东西，尝试东西，打破东西，特别是当涉及到可能有些昂贵的科技。我父母总是用这种方法，你知道吗?去吧，去享受吧。去尝试新事物。如果你把它弄坏了，也没什么大不了的。我们会一起解决的。 And I think that that instilled in me not only this love of computing, but kind of this fail forward mentality where I wasn’t afraid to try new things. And so —

凯蒂:我喜欢那样的，这是如此挑战 - 我现在是父母。我觉得你也是父母。我们以前联系过。这是一个挑战，作为父母让你的孩子们弄乱，让他们犯错误。但我喜欢你的父母在你身上灌输。他们说，你知道什么，混乱不是问题。这是一种学习和成长的方式。挺酷的。

凯特：绝对地。而且我是一个人格。所以这么混乱的事情也很难。我家里有两个小男孩。我们每天都在争吵。但 -

凯蒂:特别是现在。因为我们都是在家工作。

凯特：哦,男人。是的。但我认为最重要的是过程和尝试。正确的。你不必每次都做对。我只是想让我的孩子试试。我就是带着这种心态长大的，这种心态在我的职业生涯中也发挥了很好的作用。我本科学的是计算机科学。我来到雷神公司时，并不知道作为一名工程师或在航空航天和国防领域工作意味着什么。但我有很多了不起的导师和拥护者，他们一路帮助我。 And, you know, especially as I started to get into the research and development world, maybe halfway through my career — I’m in 16 years now, so, you know, six, seven, eight years into my career — I started working with research and development. And I was surrounded by people who absolutely bought into that fail forward mentality. And they encouraged me to try new things and to bring forward big ideas even when they seemed crazy. And I’m a big believer that creativity is contagious. So it’s just been amazing to work in that environment surrounded by other people that are just big thinkers.

凯蒂:你知道，在你的时间在雷神，你已经做了令人印象深刻的事情。您将创新倡议从真正的一个小实验中延长到全球规模的努力。批准后才获得批准，继续让它成长。你能告诉我们更多关于这一倡议的信息，它看起来像什么，以及那个过程就像被买入并观察那样？

凯特：是的，绝对。所以这真的是我最喜欢的我职业生涯。我们称之为 -

凯蒂:到目前为止。

凯特：到目前为止。但未来还会有更多。是的。所以当我在研发部门工作时，我是我们公司研发部门的流程和执行负责人。这意味着我基本上是研发总监的得力助手。我负责监督我们的项目预算。我的工作是打破任何阻碍研究的障碍，无论是供应链还是流程，或者其他任何可能存在的障碍。我在那里帮助确保主要研究人员在他们的研究中取得成功。所以，当我这样做的时候，我了解到了在研发环境和有利于创新的环境中，什么是有效的，什么是无效的。我们观察到的一件事是，你知道，我们是一家大公司。 The business I was serving had about sixteen thousand people in it. But it seemed like it was the same handful of folks that brought forward ideas for new R&D projects every year. And so we thought, you know, surely in a business of this size, with this many brilliant people — across all functions, not just engineering — there must be other ideas out there. How do we capture those and help people advance them and accelerate them inside of the corporate environment? So we took this idea and we put together kind of a business case or a pitch that we shared internally. And we were looking for like ten thousand dollars to start, just to stand up this virtual organization to help accelerate and inspire and empower innovation. So we got our 10 grand. We started hosting innovation challenges and pitch events and sharing this message of innovation with our people inside the company. And it just caught fire. I mean, truly, I think that it resonated with our workforce in a way that even we didn’t anticipate. So we grew this organization into a multimillion dollar global innovation engine that served not just our business, but really the enterprise. And we hosted international innovation roadshows to share stories and inspire people to innovate, you know, at our landed companies around the globe. It was just amazing. And the organization continues to this day. I’ve transitioned it onto one of my mentees who now leads it. And it’s just been a fabulous experience. And I’ve been so gratified to see how many amazing stories of innovation have come out of it.

凯蒂:And the incredible thing is — and I want to definitely drill down a little more into the messaging and what worked, what was sticky, especially in the beginning — but what’s incredible to me about that is, whatever that messaging was, it transformed the culture. It made individuals who maybe hadn’t been part of the innovation roadmap in the past, it helped them to see themselves as being part of that or having the potential to be part of that. And that’s what I think is so incredible about internal innovation challenges and the storytelling and the messaging that’s so critical to getting that off the ground. And part of it — it sounds to me — is really about transforming how people see themselves so that everyone in an enterprise can say, yes, you know what, my ideas are valued and valuable and I have a medium by which to share them. And innovation is not just something that is siphoned off to the upper echelon or the few inside the company.

凯特：是的，你完全正确。我认为这是 - 我们的大焦点从一开始就是人们，而是在究竟是你所说的，制定创新，使研究和开发能够对公司内部的每个人都能获得。你知道，我常常常见，我认为大公司机构依靠他们的技术组织及其工程人们提出下一个大想法。但好的想法来自各地。所以这是我们从一开始就真正推动的东西。我们不得不弄清楚如何让障碍进入创新真的很低。正确的。您知道，您只需要一个越来越多的白皮书，而不是需要多页的白皮书，这些白皮书陷入了如何实现某种东西的技术杂草，我们只需要一个Penta图表。并告诉我们你的想法是什么。告诉我们它将如何产生差异。 Put together a super high level business case for why the business should care about this and try and quantify or articulate the impacts if you can. But you don’t have to be a deep subject matter expert to put those things on paper. And so by encouraging that rather than, you know, that multi-page white paper, like I said, we saw ideas come in from all functions inside of the company. And some amazing ideas were implemented by folks maybe in, you know, supply chain or contracts or finance, who didn’t necessarily have the technical know-how to go make it a reality. But they had this idea that had business value and could make a difference for our customers. So our job really was to inspire and empower people to innovate no matter where they were in the business. And I think that’s ultimately what made us successful.

凯蒂:最后，最终改变了研发和工程师的人们的心态，你知道，我的工作不仅仅是这里是最好的主意发生器 - 和执行者。我的工作现在是一个强大的合作者。

凯特：哦，绝对是。我认同。我认为，你知道，这是文化变革还是文化转变。在许多技术组织中，您的工程组织有点持有所有权力或所有重量或所有克劳堡，以便说话。但我们知道，以多种功能集成的产品为导向的团队，这就是你真正获得思想的多样性。所以我们汇集了很多IPTS，或综合产品团队，您将在产品周围定位，但您从各地都占据了这些想法。我认为，人们肯定通过这个过程更多地了解他们的同事。正确的。突然间，您开始分解在高批量组织内部存在的那些功能的稳芯。但我们也看到了这些产品团队的更好的想法和更好的结果。 So that was absolutely key to our success.

凯蒂:我喜欢那个。好的。所以我答应了我想在消息传递上钻取，是什么让它坚持下去。有什么帮助的火花在早期购买？也许也是，消息传递是如何以及您将其命名的方式以及您称为人们采取行动的方式，在缩放这项计划时如何变化？

凯特：是的，所以我认为，在这个过程的早期，我有一个小团队的人是惊人的，他们值得所有的荣誉，使这个项目成为现实。但他们可能厌倦了我说，伙计们，我们的首要任务是保持销售。你知道，一旦我们得到了这个创新组织的领导的支持我们就有了资金来加速和孵化新的想法我们有了沟通和运营的预算，我们必须保持它的销售。我们不能一开始就交流一次然后就安静下来专注于这些项目。我们必须不断分享成功的故事。还有失败的故事。你知道，我坚信如果你要在企业环境中创造一种文化，为人们创造冒险和失败前进的空间，你也必须分享失败的故事。所以我们现在正在做的一件事是在雷神科技公司内部建立一个播客我们称之为Face Palm Fridays，在那里我们分享一些不太顺利的事情。无论是一个研发项目，还是一个转型计划，甚至是一个大项目。但关键是，你从中学到什么? Right.

凯蒂:是的。

凯特：我们该如何利用这一经验，回过头去改进，或者做得更好?或者在某些情况下，你知道，也许会走那个出口匝道因为有些事情不太顺利。但关键在于尽早，经常，以不同的方式进行沟通，因为你的受众想要以不同的方式接收他们的内容。所以在整个创新过程中，我们都和我们的交流团队保持着密切的联系。我在公司里的一些最好的朋友是沟通者，因为他们真的掌握着关键，拥有所有保持销售的魔力。所以这一直是我们战略的一个主要部分。我会一直用这种“伙计们，我们要把它卖掉”的心态来烦我的团队。但这很重要。

凯蒂:是的。所以这对我的心来说很重要。在过去的几个月里，我一直在使用跨学科研究团队来研究辉煌的失败。所以是什么失败了史诗般的灾难性失败，是什么让它在创新过程中真正聪明的失败。究竟你所说的是什么，这是一个朝向学习的失败。这实际上是最大限度地减少了由于该失败而投入失败或损失的成本，并尽可能地最大化学习。所以我爱脸上的棕榈星期五。我认为这很棒。这是我听说过的最好的失败叙事倡议之一。所以感谢您与我们分享。

凯特：是的。谢谢你。我们对此感到兴奋。现在，挑战是让人们愿意分享故事。正确的。所以我们会在那个方面工作。我认为可能会有T恤，也许有些品牌赃物参与说服人们。

凯蒂:但是，你知道，听起来比你知道的更好，“周五告诉我们你的失败。”

凯特：正确的。我们得让它变得有趣一点。

凯蒂:是的,没错。那么你用了哪些讲故事的方法呢?是你发的邮件吗?你做过视频吗?你创作了什么样的故事，尤其是在早期?那么它是如何变化的呢?

凯特：是的。所以我们就像我说，我们使用了许多不同的Comms机制来获得故事。所以我们有一个内部内部网 - 非常像大多数大公司环境，你知道，实体。因此，我们经常在那里分享故事，我们常客挑战我们想要遍布群体的想法 - 因为我是一个信徒，你不能在真空中创新。但如果你给人们一个问题或客户痛点，他们突然他们可以开始思考，我们可以解决哪些方法？因此，我们分享了这些故事 - 客户挑战，创新，挑战主题。我们分享了成功的故事 - 关于这些挑战导致的思想和创新 - 也是由于我们的创新者因承担这些风险而导致的职业生长而导致的职业生涯增长。我们有一些人因为参与创新而在兴奋地注射兴奋和加速进入他们的职业生涯。所以我们想确保这些故事被听到，因为那么人们可以说，如果他们能够做到，那么他们看到这种好处，好吧，那么我应该考虑参与。所以我们这样做了。 We went on lots of road shows. Like I said, you know, this was pre-COVID environment, so we could still travel. So I was jumping on planes frequently, giving presentations, trying to share this message of excitement and passion around innovation and really why this makes a difference in the world and why it makes a difference for people, specifically. Our focus here was never about technology. It was always about people because they’re central to that innovation story. And then also, I would say, I think that when we’re communicating as innovators and technologists, I think we’re used to being in transmit mode, but we need to be in receive mode as well. And I’ve heard a few of your guests from prior podcasts talk about design thinking and the importance of leading with empathy and understanding and asking questions. That is so true. I mean, that’s really how you find that product market fit, right? An idea is just an idea unless you can find that transition path to reality and why it’s needed in the world. So we tried to teach stories of design thinking, getting paired with customers so that you can understand their challenges and pain points, because that’s truly where great ideas come from. By solving those sorts of things. So, yeah, lots of communication. And it was bi-directional. Right. We never wanted it to be a one way story.

凯蒂:我认为你刚才所说的一切，都说明了从多个角度思考创新故事的重要性。所以创新的故事叙述并不仅仅围绕创新本身或技术本身。这是在前端讲故事，我将如何通过故事的力量，通过同理心的力量，来阐明客户的痛点或客户的需求。这是一个过程本身，这是一个创新团队的故事以及创造了这个过程的个人的故事，他们面临的挑战，他们做出的好或不好的决定以及原因。最后，当然，在一天结束的时候，我们也想听到关于这项技术的消息，并为它庆祝。但有很多不同的方式来思考故事和沟通在整个过程中所扮演的角色。我很喜欢你所说的技术人员或科学家，我们可以从交易的角度来思考我们的工作。你知道，是时候展示信息了，在我站在那里之前，我必须把一切都弄清楚。但我觉得你说的是一种实验的心态，每个科学家都知道并且喜欢这种心态。但如果你将这种实验思维模式应用到你想要尝试的故事叙述中，我认为你将会看到更好的结果，而不是只是说，这必须是一个被锁定的优化的宣传平台。

凯特：是的。

凯蒂:但是你所说的是，作为对话的方法，确保你有时尝试一些创意动作，看看有什么作用和什么不起作用。也许甚至告诉听众，我在这里尝试。这是故事A和这是这里的故事B.在我们的团队最近，我们已经 - 当我们谈论我们现在正在尝试创造的一些创新产品时，我们一直在互相促销两次球场的机会。所以我们会说，好的，我会第一次尝试。好的，倒带。当我推动这个时，我会尝试一下完全不同的方式。并互相允许在开始时锁定并完美地锁定。它有点让我想起了我们的谈话开始，可以让一点点混乱才能成长和学习。

凯特：这是正确的。是的。你描述的是焦点小组模型，对。在哪里，您将使用您尝试到达的任何组或观众来测试某些消息。我是一个很大的信徒。我是一名工程师，就像我说的那样，我没有大量的设计思维或通信经验，而不是正式的。但最近，每当我创造一些新的东西时，即使它是关于在业务内部的创新，让我们说我们试图实施的新商业模式或流程。我将采取焦点小组方法，我会采访我的成员，无论用户都是谁。我们将使用用户的人物，阐明他们关心的是什么以及他们想要与他们的职业生涯一起去的痛点是什么。然后，如果你能弄清楚如何框架那些用户或这些利益相关者周围的创新和你的通信方法，我认为这是更强大的。 And you’re a heck of a lot more likely to have that message received in the way that you want it to be received. So, yeah, I love the focus group approach.

凯蒂:这是一个很好的建议。我想很多创新团队可能都很熟悉这种方法当他们考虑他们的客户和他们的客户旅程时，但他们不一定习惯在内部这么做，说，好吧，让我们围绕销售团队的某些成员或运营或制造团队的某些成员建立一个人物形象。了解一点如何获得整个组织的认可，我认为这是一个非常强大的应用方式，你知道，人物映射，人物画布。

凯特：哦，是的，我是个信徒。我给你们举个例子。所以现在雷声科技公司正在经历一场数字化转型，就像其他很多公司一样。

凯蒂:是的。

凯特：你知道，我们试图弄清楚如何将敏捷和DevSecOps嵌入到我们的流程中，这不仅仅是你的开发流程。它正在改变你做生意的方式。所以我认为，在过去的几个月里，我们一直在关注如何与我们的领导人沟通，并得到领导层的支持。但是我们没有做好的是如何与我们的员工沟通，这些人的日常生活将会受到这些程序新方法的影响，他们正在开发产品，向我们的客户销售产品。所以我们必须重新思考，弄清楚，这些人关心的是什么?你知道，他们可能不像我们的商业领袖那样，对创造股东价值特别兴奋。但他们来雷神公司是因为他们相信我们的使命。他们中有些人是战士。他们理解我们的客户每天所经历的痛苦，因为在某些情况下，那就是他们。正确的。 So we reframed this story around digital transformation in a way that resonated with our workforce. Whereas, you know, this is about pushing innovation to the field and to the war fighters in cycles of days and weeks and months instead of decades, like we’re used to in the, you know, the defense and intelligence community. And that resonated because our people saw the value that it was going to create for our customers. And they also saw value in the way that they would be doing their jobs at Raytheon. Right. They wouldn’t be encumbered by some of these unwieldy processes of old. But it created a more agile environment where they can really focus on value added capabilities and the things that they and our customers care about. And as soon as we figured out how to reframe that message in a way that wasn’t just dollars and cents, you could see the light bulbs going off because people were like, I am all in on this, absolutely, yes, we need this. So I think that’s important. You have to consider all of the audiences you’re trying to reach, you know, when you put your communication together.

凯蒂:是的。你说得很有说服力不仅要理解什么数据对他们来说是重要的，还要理解他们拥有什么价值观，为什么每天都会出现，是什么激励着他们，并据此进行调整，这样你就能从中得到一段诚实的关系。这真的很强大。你还想和大家分享雷神公司的其他创新故事吗?

凯特：我们的确是。是的。我真的分享我最近经历过的人。所以我旅行了很多工作，或者至少我做了预先进行了成功。所以我们在华盛顿省，D.C.频繁地发现了自己，因为当然，这就是，你知道，到我们的许多客户和他们的运营中心。所以我是 - 我和客户一起度过了漫长的一天。我在Dysons Corner地区进入了我的酒店的电梯，在D.C.之外，我看到一只钟线转动肩部，就像一个衣服上有一个标签的套子。而且，您知道，作为工程师，我喜欢数据。我看着标签，它说哑光。而且我想，我想知道一般哑物是否在建筑物中？ Probably, we’re right outside D.C. And the next thing you know, who rounds the corner and gets on the elevator with me but General James Mattis, the former Secretary of Defense. And so for me, working in the defense community, I thought, I don’t often get opportunities like this. Do I say something or do I not? So he looked at me and said hello. And I thought, well, he seems friendly, what the heck? And so I took that moment — you know, we only had like 10 stories in this elevator that we were traveling. But I gave my elevator speech actually in an elevator for a change. And I said, General Mattis, sir, it’s an honor and a privilege to meet you. You know, I’ve long admired your leadership style and thank you for your service to this nation and everything that you’ve done for the defense and intelligence community. And he asked my name and what I do. And I said, I’m Kate Maxwell, I’m an engineer with Raytheon Technologies. And he said, Raytheon, I can’t tell you how many times you’ve saved my life and the lives of my people out in the field. Thank you for your service. And that was such a powerful moment for me. And I took it back and shared it with my team because that thank you wasn’t for me. That thank you was for our entire workforce. What we do every day makes a difference. And we were able to send some of our troops home to their families because of the work that we do. So we have to remember that. I think it’s easy to get bogged down in the execution and the day-to-day challenges with working programs and process change and all of these things. But we do what we do because we want to make a difference in the world. And it’s those stories that need to be shared. Right. So that was just one example that was really powerful for me personally. And it kind of reset my thinking and made me remember why I go to work every day. We’ve had lots of great stories recently, too, around COVID. I think Raytheon Technologies, like many other big companies, we have manufacturing lines and resources that can be committed to the fight against COVID. And so we’ve seen many of our plants retool their manufacturing line to help create, you know, PPE to help save and support our frontline workers in the fight against COVID. We’ve retooled our manufacturing lines to produce some things that many hospitals and medical facilities need right now, that there’s a gross shortage of and supply chain issues the world over. And we’ve also seen an innovation challenge around the fight against COVID, where some amazing technologies have come out of it related to contact tracing, how to do thermal scanning at scale, you know, for ports and for airports and for workplaces. And these sorts of things make a difference. And they’re not necessarily core to the defense and intelligence work that we do. But it’s the same mission about making the world safer so that we can all enjoy the freedoms that we all have right now. So those sorts of innovation stories are so powerful and we have to share them because, like I said, we need to remember why we go to work every day and tie it to that mission and a greater purpose.

凯蒂:你第一次讲马蒂斯将军的故事让我不寒而栗。谢谢你的分享。能理解你所做的工作的重要性是多么美妙的荣耀和时刻。然后我认为，在组织层面上，建立这种社会使命的责任是非常强大的，我们现在都在致力于帮助。而且，你知道，我认为像雷神公司这样的组织已经站出来说，我们不会像往常一样继续运作，我们不能。我们必须考虑自己的角色，以及在这个时候如何利用我们的资源来帮助他人。我想到的是领导力，以及领导力决定的风险，回报和重要性。我也想到了——你知道，每个在雷神公司工作的人，这真的是一个很简单的解决方案，说，嘿，让我们现在一起建立一个共同的目标，让我们不要让这一刻溜走。你知道,我认为当你瘦到你的员工的激情和他们,你知道,面临的问题,我们都在一起作为一个社会,这将推动更多的能量为其他业务计划你也有因为他们出现与一个更大的目的。你知道，我只是，我觉得这很有力量。 It reminds me of some of the social mission work that our team has been leaning into at Untold. And the way that I’ve seen us, you know, staking a claim in what we believe about racial injustice, for instance. It’s just energized my employees and our teams to give more passion to every project, not just the ones where we’re tackling issues of race. And so that sort of ability to really think about the mission and what motivates people and pull on it so that — I don’t think that business is lost to those moments. I think it can motivate and bring more productivity to every area that actually results in immediate or direct business growth, too.

凯特：我完全同意。就像你说的，这是一个强大的动力。你知道，现在有很多人都在逃避职业倦怠的边缘。正确的。我们正在努力——我们正在耗尽精力。我们要照顾我们的家人，朋友和工作。我们在家里工作，我们在努力支持我们的孩子在网上学习。它是所有这些东西。这实在太多了。它是沉重的。 It’s a heavy burden to carry. But if you remember what your purpose is as a human and why you do what you do every day, you know, it keeps you going. It keeps you moving forward. And I think that companies have an obligation to make sure that they continue communicating their values and their mission and get their people engaged in that. That’s how I combat burnout. You know, if I’m still excited about what I do every single day, at some point, it almost doesn’t even feel like work. So that kind of protects my mental state during tough times like this. And we owe that to our employees to give them something that they care about and make them understand that they are a huge part of that mission.

凯蒂:是的,当然。总结一下，你能不能给创新者，或者我们希望自己是创新者的普通员工提供一些建议，分享他们的想法并在创新过程中发挥作用?

凯特：绝对，是的。所以我经常与工程师和技术人员交谈，你知道，如果你带来了一个想法，你怎么真正以卖给别人的方式沟通并获得买入的方式？我认为有时工程师或高度技术人员争取外行人的术语。正确的。所以我会挑战人，如果你是创新者或那些可能斗争的技术专家，就可以理解的是努力。找到一个伟大的沟通者和与他们的合作伙伴，或者，您知道，将它们作为导师利用，因为他们真的可以帮助您的想法闪耀并获得买入。So it’s just like what we talked about earlier, you know, don’t intentionally stovepipe yourself off from the rest of the world, but create these diverse, integrated teams that have that diversity of thought where you’re using the skills of so many other people to augment yours and your ideas. And I would also say, you know, to those people, don’t hide your passion. Whatever lights you up inside, all that enthusiasm and excitement you have around your idea or around the work that you do, share that with the world. Because that’s what gets more people excited. I think as a STEM professional right now, especially as a woman in STEM, it’s my job to share my excitement about my career path and my career field with the next generation. We have a STEM shortage in this country, which, coming from the defense industry, that creates a national security challenge. Right. We will not have enough STEM professionals in the next generation that can get security clearances unless we act right now. So it is my job as a STEM professional to communicate to the next generation how they can make a difference in the world through a career in engineering or technology or math or science. And we need to communicate that broadly. So to the other STEM professionals out there, you know, get involved in sharing that story, share what inspires you every day. And Katie, to you and your team, thank you for sharing these stories and amplifying stories of innovation across a number of different industries and domains. It makes such a huge difference. And I’m so excited by this messaging.

凯蒂:你知道，我想搭载你的电话，世界的作家，世界的沟通者，不要害羞的科学，技术，工程和数学科目。与工程师合作。与科学家合作。与临床医生合作。和惊人的结果会发生。我用这种信念形成了这家公司，而且我刚刚看着魔法发生。我想，你知道，显然我有一个英国文学背景，我也有很多爱文学的朋友。但是，我们可以使用这么多的方式，我们可以利用我们在研究文学的那些日子里了解的那些激情和同理心建筑，以将其应用于今天世界的任务，包括提升和帮助人们了解科学和技术，或帮助激励人们加入那些字段。所以有很多工作要做。 Kate, this has been such a wonderful conversation. Thank you for sharing these stories and sharing your experiences with all of our listeners. I appreciate you.

凯特：哦，谢谢你让我。这是如此有趣。谢谢，凯蒂。

凯蒂:绝对地。人们在哪里可以找到你，凯特，在社交媒体上？

凯特：是的，在领英上找我，雷神科技公司的凯特·麦克斯韦。我很乐意在那里继续谈话。再次强调，我很欣赏你向世界展示的一切。我喜欢围绕这个话题的能量和激情。我还应该指出，我辅修的是英国文学，所以，英国文学。

凯蒂:哦，我不知道。这是美妙的。哦，你真是个稀有品种。计算机科学和英国文学。这是惊人的。

凯特：是的。你知道有趣的是什么吗?我在学校的一些指导老师问我，你为什么要把这个作为你的辅修课?但我告诉你，交流可能是我最大的辨别能力，甚至超过技术。

凯蒂:是的。

凯特：所以这是件大事。所以现在我们需要让更多英语文学专业或辅修专业的人进入科技领域。它很重要。

凯蒂:是的,当然。是的。我想，你知道，我们倾向于在大学里思考这些线条在主题之间非常分裂，你必须走下左脑或右脑道。但人们是整体和创造性和多方面。所以让我们拥抱那个并模糊线条。

凯特：阿门。欢呼设计思维和多元化的球队。

凯蒂:这是正确的。谢谢你,凯特。下次再聊。

凯特：谢谢你,凯蒂。当心

凯蒂:感谢您在本周的剧集中听。请务必在社交媒体上关注我们，并将您的声音添加到谈话中。您可以在未销售内容中找到我们。雷竞技电竞竞猜

你可以听更多的剧集不为人知的创新播客．

*面试不是对个人或企业的认可。