杜邦公司的斯科特·科利克和林赛·卡波维奇的《失败叙事带来创新解决方案》

“我对从事研究和开发工作的人有一个说法:研究是有原因的。如果我们总是知道我们在做什么，并且不会失败，我们就把它叫做‘搜索’。’”——scott Collick，运输和工业全球研发副总裁论失败的叙事

我们说话斯科特柯里克和林赛Karpowich从杜邦公司。斯科特是全球研发副总裁，运输和工业，林赛是新产品开发敏捷教练。我们深入研究了杜邦的死亡项目日，他们专门分享并通过失败叙述的死亡项目进行了专门分享和工作。杜邦知道，由于已知错误，从错误中学习并确保其他人可以学习和枢转他们的创新项目是如此乐于助人。但必须有一种文化，庆祝或从地毯下扫过的辉煌失败并嘲笑。创新，尝试新想法，是一个失败的游戏;它很自然，有用，公司应该为共享创新斗争和失败创造一个安全的空间，以便人们可以出色，因为他们实际上携手并进。

一定要检查他们的动作，# TyvekTogether，为我们的一线员工创造新的材料和新的服装解决方案，并关注来自《辉煌的失败》的文章iri.这是在复习!

听播客

成绩单

本集由Untold Content 's赞助播出雷竞技电竞竞猜创新讲故事雷竞技raybet提现。在这种沉浸式和互动的故事驱动的经验中增加购买。您的团队在哪个讲故事技术的最新项目，原型和投票 - 并通过25个史诗般的创新故事的史诗例子来启发。

凯蒂Trauth泰勒:(00:00:04)欢迎来到《不为人知的创新故事》，在这里，我们将通过不为人知的内容放大不为人知的见解、影响和创新故事。雷竞技电竞竞猜我是主持人，凯蒂·特劳斯·泰勒。

凯蒂Trauth泰勒:(00:00:19)我们的客人今天是Scott Collick和Lindsey Karpowich，斯科特是杜邦的运输和工业的全球研发副总裁，Lindsey是杜邦的新产品开发敏捷教练。他们在这里与我们分享他们的敏捷方法的创新，以及他们通过死亡项目日从失败中迅速拥抱和学习的经历。非常感谢你们在播客上。

斯科特柯里克：(00:00:44)谢谢你,凯蒂。

林赛Karpowich:(00:00:45)谢谢你邀请我们。很高兴来到这里。

凯蒂Trauth泰勒:(00:00:48)你知道，我喜欢开始更深入地了解每一位客人了解你的旅程和创新。你们能分享一下你们个人的创新故事吗?

斯科特柯里克：(00:00:58)当然。所以我会告诉你，我是一个化学工程师，我一年前加入了Dow Chemical，我做了各种不同的角色和过程研发。我就像铁杆化学工程师一样。我说，我戴着一件蓝色外套，这是一个让他们的手肮脏的人。我走过世界推出新的环保创新。但是，我有这种激情在商业技术界面。所以我去了夜校，得到了一个mba。那真的很令人兴奋。执行MBA不是一件事的时候，这是一个不同的时期。所以我直截了当地去了夜校，12年进入职业生涯我跳了起来。 I went from process R&D and I jumped into marketing and holy cow, I was out of my element. But I went from distillation and separating materials to pricing products and then I ended up, after that, into technical service. But I will tell you, that was super critical in my growth and development. So then I spent a few years launching and developing new plastic products and then Dow and DuPont merged in the largest, most complicated corporate transaction that ever happened. And now I have responsibility for leading R&D and TS&D in DuPont’s transportation industrial division, which makes up engineering, plastics, adhesives, parts for auto, parts for airplanes. Really amazing stuff, really complex stuff that really makes the world run.

凯蒂Trauth泰勒:(00:02:14)非常感谢您分享那段旅程。对于具有科学背景的人来说是独一无二的，进入营销，然后再次退回技术方面。所以我迫不及待地想要更多地挖掘讲故事的观点以及如何在这些时刻最初结晶。林赛呢？你的个人的创新故事是什么？是什么导致你敏捷？

失败叙述:死亡项目的开始日

林赛Karpowich:[00:02:34]我是一名材料雷竞技raybet提现科学家，我的背景是研究和开发。我在实验室里工作了很多年，创造新材料和新产品，从增材制造到手机组件到太阳能电池。我非常非常喜欢实验室的工作以及随之而来的技术问题的解决。正确的。这非常令人兴奋。但是有一些事情开始困扰我关于创新。所以任何科学家都可以告诉你，任何好的实验都有10个坏的实验事先发生。正确的。但我只会收到一封电子邮件，它进行了类似本垒打的实验，结果非常好。我没有听说其他的工作。 And I thought, why aren’t we learning from mistakes that we keep making? Right. And our leadership team is always asking us for the big picture plans and timelines and [unclear wording] charts. But oftentimes we didn’t even know what we were going to do tomorrow until we saw the results of today’s experiment. So why are we asked to make a prediction about something that’s inherently unpredictable? So these sort of disconnects between our need to be right versus the inherent empirical nature of our work and the need to find some sort of stability or predictability in a very complex and uncertain scenario was a big challenge for all of us. And I thought it was … There’s got to be a better way to do this. Right. So I started researching different ways of working and I sort of stumbled upon the world of Agile. And the more I learned about it, the more it sounded a whole lot like what we were already doing. So I thought, why not try this in the context of research and development? I mean, at its heart, Scrum is really a framework for the scientific method. So I read a bunch of books and took some training and certification and rolled out this great Scrum framework for our research and development organization, and it was an epic failure. But I learned a lot. Right. And that’s the point. I learned what works and what doesn’t work. And slowly we were able to adapt it into something that really helped the R&D team collaborate, connect with customers and accelerate our work. And I joined DuPont in 2019 with the goal of helping to leverage Agile principles, practices, frameworks for innovation and growth. And I’ve been in that role within safety and construction since then.

凯蒂Trauth泰勒:[00:05:09]所以让我们更倾向于这种失败的想法，因为这在创新社区中的人们中获得了更多的牵引力，当然，人们在人们中的知名度和舒适性，“是的，失败是创新的一个组成部分。”所以我的魅力，当然，与我的团队在解脱中，无法包装的创新和失败的讲故事方面 - 而且谈论失败是如此痛苦。So I’d love for you to share with us, before we dive into Dead Projects Day and get an introduction to what it is you’re doing about failure – first, can you just share why on earth is it so hard to talk about failure? Why was it that you only saw the glorious emails in your inbox, Lindsey?

林赛Karpowich:(00:05:56)从我的角度来看，失败是件坏事或者是你应该受到责备的事情这一概念在我们很早就形成了。正确的。你把牛奶洒了吗?正确的。妈妈会为此责怪你的。但即使你打翻牛奶的原因不是出于恶意，对吧?也许对某些孩子来说是这样，但也可能只是无心之过。正确的。或者你不确定杯子里能装多少牛奶，或者你在试验重力的概念。正确的。 A lot of these failures aren’t blameworthy, but they get associated with blame and we connect the two. And so then we try to avoid it at all costs the older we get and then that kind of translates itself into the workplace of avoiding those scenarios where we are afraid we might get blamed for something.

将失败叙述作为创新过程的一部分

斯科特柯里克：(00:06:46)是的，在一个重视成功的文化和公司里谈论失败是非常困难的，人们只是害怕自己看起来很糟糕。但我对从事研究和开发的人有个说法:研究是有原因的。如果我们总是知道自己在做什么并且不会失败，我们就称之为“搜索”。" Re- "代表重做，从头开始。所以这是研究，不是搜索。所以我经常谈论失败。我认为接受它是很重要的，因为，你知道，一个商业上的成功需要三千种想法。所以，创新是一场失败的游戏。你脑子里有3000个原始的想法，然后你要鼓励人们把这些原始的想法从他们的头脑中剔除。我们把提交的想法称为提交的想法，你把它写下来，发邮件，贴便条，但即使有300个想法。也许在这300个项目中，你筛选它们，然后你得到大约100个项目，然后你开始有100个项目，你得到10个，9个，10个重要的发展。 But research is a failing game. So I don’t like when people talk about, well, we need to fail fast. Alright, well I can fail fast all day. I like you need to fail fast so you can pivot your resources on successful projects. Super critical. And I really think that we have to embrace failure and talking about failure. So one last example. You know, it took 40 attempts to make WD-40. WD-40 was invented back in the 50s. And it stands for water displacement, fortieth attempt. What an amazing product. And it was really designed to displace moisture on nuts and bolts. And now it has ubiquitous uses. But it, actually, they embraced failure by even calling it “water displacement, 40 attempt.” I loved that example.

凯蒂Trauth泰勒:[00:08:31]我也做。是的。这是一个如此很好的例子。所以我很想听到，我认为这么少，有一种文化认可，我们应该脆弱，谈论失败，而不是以责任的方式，但却以一种实现快速学习的方式。我认为这变得更加有文化上可接受。但它听起来好像，我从讲故事和通信角度来看，大多数创新团队仍然缺乏对做得好的资源和策略。所以我真的很兴奋，让你告诉我们一些关于死亡项目的一点。

斯科特柯里克：(00:09:08)所以，死亡计划日其实是由Alexa Dembek他是我们的首席技术和可持续发展官，我们正在努力改变杜邦的文化，因为我们已经完成了这次大合并。我喜欢她说的:“爱上成长，而不是项目。”而这正是我们试图接受的，因为研究人员往往会爱上他们的想法，尤其是他们的幼稚想法。正确的。他们喜欢技术上的挑战。所以我们很努力地去接受它，也许它是一个丑陋的婴儿，并真正地拥抱和奖励团队。也许技术上的挑战太难了，让他们说，嘿，我能继续做下一件事吗?通常在技术领域，我们非常关注技术挑战。很多时候，我们所有公司的技术团队都没有考虑到采用新技术的商业问题，而这些问题对启动新技术同样重要。这不仅是技术上的挑战，也是商业上的挑战。 So we thought for Dead Projects Day we would have a culture where it was OK to talk about projects that are killed, celebrate project teams that even recommended killing projects because the critical issues, commercial or technical issues, were too much to overcome. So we held the first one last year on Halloween. We decorated the room, we had Halloween treats, lots of skeletons, really leaned into the concept of Dead Projects Day. Now, the fun part was you had to dress up in costume to present. Now, I will tell you, presenting is really scary for most people. It’s never fun to present, it’s never fun to present in a silly costume, and it’s super hard to present in a… On a project that failed. But that combination of three: presenting on a failed project in a silly costume was really cool. And we really leaned into that and really embraced people talking about their failed projects. And I thought it created a culture where people were willing to open up.

凯蒂Trauth泰勒:[00:11:02]那是令人难以置信的，所以它背后的动力就是，你可以分享一点吗？这对你颁布了它的方式说明，这一想法是如何获得牵引的，这一想法是如何没有失败的？它实际上发生了。是的。你为什么要那么做？

失败叙事：死亡项目的创造日

斯科特柯里克：(00:11:22)好吧，你必须找到一些勇敢的灵魂，对，所以林赛，你有责任找到一些勇敢的灵魂来站在前面，你实际上站在前面。

林赛Karpowich:(00:11:33)是的，我认为当我们开发出这个活动时我们所做的最重要的事情之一是我们确保了意图并不是归咎于游戏。正确的。我们不想要任何星期一早上的项目四分卫。正确的。我们不希望人们指向手指并说，好吧，你为什么不试试这个？为什么你使用公式x而不是公式y？所以我们很清楚，意图不是看一下你所做的或为什么这样做的东西，而是你是如何做到的。正确的。你是如何做出艰难的决定？你是如何导航这个具有挑战性的情况？ And more importantly, how did it make you feel? That was a really important aspect. And that’s another Agile concept. The retrospective, the ability to take a step back and think about what went well, what didn’t go so well and how did it make us feel? What is our emotional response? And I think by making sure we had that safe space, people were really able to open up and connect with their peers and feel safe to share these stories that are challenging and can be uncomfortable.

凯蒂Trauth泰勒:[00:12:45]我很感激你提出了这一点，因为我们经常听到我们支持的创新团队，无论是通过培训或咨询，帮助他们编写创新故事，雷竞技raybet提现在创新团队和他们正在建立的想法之间经常会有不一致的时候，他们觉得有动力去实现的想法和组织中需要合作的其他实体之间是不一致的为了让这个想法超越创新团队。我们从情感层面听到的是，就像你说的，在你获得一次商业成功之前，你要经历3000次失败。创新是一款失败的游戏，这让创新团队士气低落。站在那里，把一个又一个的想法搁置一边，保持信念，保持高效和动力，这是非常困难的。所以我很想知道:你能分享一些关于死亡计划日的情感方面的故事吗?这对重构有什么帮助呢?我只是好奇，这如何能重塑一种创新文化，让它不因红灯而消沉。

斯科特柯里克：(00:14:01)是的，所以我要告诉你一个来自死亡项目日的总结，我们发现很多人分享的东西可以分为三个方面。我认为，分享这些内容对其他团队很有帮助，所以当他们制定项目计划时，他们会说，哦，X项目组碰到了这个问题。也许我应该早点说。第一件事，它们分为三大类。第一个是真的吗?你要找的机会是真的吗?你是否有一个顾客能理解的假设?所以有一件事:顾客的要求并不总能转化为他们的需要。我们了解到，在一些展示的产品中，他们要求的不是他们需要的。所以，也许你需要学习如何以不同的方式问问题，以解决未解决的问题。 So that was one of the things that we learned as we looked at this. Is that project real? Next one is can we win? So again, you have to provide a solution that customer will pay for. Is it can we produce it at an appropriate cost? Understand the market. Is our product – what we’re proposing in a project – is it a me too or is it something truly differentiated? So that was the second bucket as people shared why this Project X failed and why Project Y failed. And then the last one is the view worth the climb? So sometimes there’s regulatory pressure, sometimes you’re developing technology for regulators and you have to monitor the external environment. So we really found that all the stories presented on Dead Projects Day really fell into those three buckets: is it real? Can we win? And is the view – the amount that you have to invest – worth the climb?

林赛Karpowich:[00:15:40]我认为另一件事，也可以帮助保持士气，就像你说的，给人们信心和动力继续前进，我们有一百万个伟大的想法，我们有一百万个很酷的事情想要尝试。正确的。如果一件事不成功，别担心，你还有另一个项目要做。帮助团队理解并拥有超越当前项目的未来愿景，对吧?可以给他们提供安全保障，让他们做出决定是否终止或调整一个项目。正确的。所以，总有一些很棒的新产品，可以为我们的客户和业务提供价值。

重塑失败的故事

凯蒂Trauth泰勒:[00:16:24]而且我认为如上所述，你的CTO alexa说这不是为了爱上这个项目，这是关于坠入生活的增长。这对来自领导层的战略沟通的那种战略性沟通也非常有帮助，以重复我们如何将自己归于我们的想法。天哪，很难分离我们认为是我们最好的想法。

斯科特柯里克：[00:16:46]是的，我告诉你，我喜欢，我们有一长串的项目，我想尽快失败，这样我们才能更快地成功。这是很重要的一点让人们意识到他们可以放弃项目A因为项目B和C即将到来并成为重点。也许你可以从项目A中学到一些东西，并自然地应用到项目B和c中。

凯蒂Trauth泰勒:(00:17:13)绝对的。这是避免灾难性或史诗般的失败的关键策略，试图让失败变得更加辉煌。我们刚在《研究技术管理》上发表了一篇文章。我们和IRI的一个工作小组合作，叫做"辉煌的失败"所以我要和你们分享，并在这一集里联系起来，因为我们做了几次思想领袖访谈，而转向是避免史诗般的失败的关键策略。好吧，再说一次，我对讲故事很着迷。我们在Untold公司发现的另一个模式和数据点是，很多创新项目可能会失败，因为最初构想它们的技术人员或工程师没有有效沟通，或者他们以一种可能缺乏一些关键的讲故事策略的方式来展示，从而让运营或销售跟不上。你能和我们分享一下吗?我只是好奇，如果在《死亡项目日》中出现了故事情节或无效对齐?

斯科特柯里克：(00:18:21)它提出了很多。我认为讲故事与失败的项目有很大关系，特别是没有与客户交谈，并且能够清楚地表达为什么你的项目是好的。通常你会和一个技术人交谈，他们会说，“是的，它解决了这一点。”它解决了这个非常具体的......这使得这种塑料的模量更强了33％。而你说，然后你必须几乎像幼儿园一样行动：那是什么？好吧，这将使你制作更强大的零件。那是什么？好吧，这将使汽车更安全，飞机安全，好。我认为能够讲述一个故事将技术与最终解决方案或任何客户所需要的解决方案来解决这个问题非常重要。然后从公司的角度来看，公司如何通过实现这一目标来赚钱？ And that storytelling really drives you to make the connection between a technical innovation and a commercial innovation and linking those together.

讲述失败故事后需要转向

凯蒂Trauth泰勒:[00:19:19]斯科特，我只是想回到我们谈话的开始，你的工作，你对市场营销的支点，我相信这有助于揭示这在你的技术工作中有多重要。

斯科特柯里克：[00:19:34]是的，所以我总是要求我们的技术团队用商业语言说话，为了说明什么是商业语言，我说，“嘿，我有一个项目，你给我20美元，我给你40美元。”所以我在会议上和一群技术人员分享这个，我说，谁想做这个?他们会问，发生什么事了吗?我说，好的。最后有人说，哦，你什么时候给我钱?我说，是的，这是商业的第二语言。商业的第一语言是什么是钱?第二个问题是，钱什么时候来?所以20美元。100年后我给你40美元。 Well, that’s not a good investment. But if I say I will give you forty dollars tomorrow. Wow, that’s a great investment. And then I say, who wants to do it. And then people are like, there must be a catch. I said, yeah there is a catch. The next element is probability. So now you have to ask me how I’m going to make this money. Well, I’m going to take your twenty dollars. I’m going to go to the casino and put it on a roulette wheel. If I win, which is thirty five to one, I win seven hundred dollars, I give you your forty dollars back. So that’s probability. So the language of business is money, timing, and probability. And so as researchers and technical people, we have to think about those three elements when we talk about our innovations and really think about them. So as we develop projects and things is addressing: one, is it speeding up the time, is it increasing the probability or decreasing the risk or is it increasing the amount of money that we potentially could make? And so researchers really [have] got to take their technical concepts, modulus of a piece of plastic, and then really translate it in how it would translate into one of those things: timing, money and risk.

凯蒂Trauth泰勒:(00:21:19)有趣。是的,当然有。我也在思考，我看过很多技术人员做的幻灯片，他们谈论一个新想法的技术特性。正确的。它不仅缺乏你所分享的商业故事，这一点很关键，而且还缺乏帮助弥合与领导层、销售部门或运营部门之间的差距，让他们知道，它最终将如何对企业产生影响。是的。而且对最终用户和消费者也是如此。你注意到这种努力影响了你的技术团队的观点、态度和信念吗?

林赛Karpowich:[00:22:02]我是说，我认为讲述这些故事的行为有助于建立一种更无畏的文化，如果你愿意的话。正确的。它帮助我们将透明度和脆弱性正常化。正确的。这将使我们真正地学习，从这些失败，枢轴或失败的项目中学习。正确的。这样我们就能做得更好更快，就像斯科特说的。所以要勇于承认自己的错误，承担风险，进行开放、诚实、透明的沟通。我认为这对这个无所畏惧的组织非常关键。

凯蒂Trauth泰勒:(00:22:43)你是否注意到这一事件的势头一直延伸到那一天之外?您是否找到了方法来捕获和创建对已死项目或失败的持续开放，也许是您正在收集的存储库?或者是否有另一种更非正式的方式让这些故事得以延续，让这种创新方式得以延续?

失败的普遍性

斯科特柯里克：(00:23:06)是的，我个人看到项目团队和研究人员对他们自己的项目提出了更好的问题，因为他们听说了这个或那个项目，即使是在其他行业。“死亡项目日”的好处在于它将杜邦所有不同的业务部门结合在一起，这样我们就可以互相学习，扩大我们的业务范围，拓展我们的安全业务或电子业务所面临的挑战。所以我认为这是在要求项目团队在项目开始时提出更好的问题。所以我看到了它在今天之后产生的连锁反应。

凯蒂Trauth泰勒:(00:23:44)因此，这也是跨学科的。有些人从不同的单位和部门提出。这也很迷人，因为这么多......所以取消的项目有点可能会发生，因为这些组织筒仓的误解。因此，现在来自技术团队的人可能会以新的方式了解运营团队或听到他们的价值系统。这是能够理解运营中绿色光线以及如何与其他部门不同的时候是一个非常关键的时光。有趣。好的，所以我愿意问这个问题。是否有任何项目，其实际上是因为这个问题而重新修复？我们想到了什么，好吧，它真的不应该失败，让我们真的把它带回生机吗？

斯科特柯里克：(00:24:36)是啊，我想应该是....吧在我们的第二个死亡项目日，我们实际上讨论了一些仍在进行的项目，但这面临着一个关键时刻，我们称之为“面对你的恐惧:曲折的成功之路”。所以项目总是有很多项目死掉了，然后又回来了。这种情况经常发生。还有一些来自“死亡项目”的作品因为时代的变化而复活了。但我喜欢《Dead Projects Day 2》(我们刚刚完成的作品)的地方在于，它讲述了人们对成功项目的恐惧。我们参与了这个项目，我们面对了恐惧。在我们采访研究人员的时候，林赛有一系列非常棒的恐惧，这些恐惧阻止了人们前进。这就是《死亡计划》第二天的重点:直面恐惧。

凯蒂Trauth泰勒:[00:25:24]哇。迷人。好的。Lindsey，你能告诉我们更多信息吗？

林赛Karpowich:(00:25:28)当然。因此，当我们反映在第一个死亡的项目日以及我们从中学到的东西以及我们如何在第二次活动的背景中使用它时，我们开始考虑我们在我们问人们时获得的回答，它是如何做的你觉得杀了这个项目吗？正确的。我们汇总了所有这些情绪反应。这一切都归结为恐惧的共同元素，害怕错了。害怕发言或挑战现状。正确的。这种害怕错误或不知道正确的答案。这是一个非常常见的经历，每个人都面临着这个挑战性的情况。 And so we turned the conversation and made it solutions focused. All right. What can we do when we’re faced with these fears? We all encounter these challenging situations. How do we overcome them? And so we had some great storytelling from teams who had done just that, who had faced fears and maybe they had to tell a project. Right. Maybe the project is still not sure where they’re going. And maybe the project success wasn’t in all the scenarios that were shared. Folks were able to demonstrate and share tips, techniques, strategies and how they faced those fears and made a smart decision, right, in a challenging situation. And we kind of crowdsourced too from all the attendees, there were over 400 people from the organization to join the event. And we had some cool virtual collaboration techniques and we crowdsourced. We said, how do you do it? How do you overcome your fears? And we got some really great themes, responses back about transparency and communication and teamwork and perseverance and resilience. And so we… That’s data for us. Those are resources we gave to everybody afterwards and the sort of toolkit to say, hey, the next time you’re in a tough situation, try this or here’s how to facilitate this kind of conversation with your team to, again, just really normalize the discussion about failure and what we can learn from it.

凯蒂Trauth泰勒:(00:27:39)难以置信的谢谢你的分享。我还想回到Scott提到的支点，因为我认为这听起来像是《死亡计划》的第2天对支点进行了彻底的研究为了防止项目的失败。所以你能和我们分享更多关于轴心过程的东西吗，什么样的故事在支持一个组织和做出一个轴心决定中是至关重要的?那么，你有什么重要的故事想要分享吗?特别是考虑到这场大流行以及今年在我们的职业和个人生活中发生的所有变化?

后Covid Ideation：将失败叙述转化为创新

斯科特柯里克：[00:28:24]现在是2020年。整个20 20的世界正在转向。我们正在学习如何融入虚拟世界。实际上，《Dead Projects (Day) Two》的许多故事都是关于团队的轴心，我了解到这一点，我的设想是这样的。我还是在这里为中心吧。这一点非常关键。我想告诉大家，我们正在努力使该组织在新冠疫情的影响下实现重心转移。第一，学习如何在COVID环境中工作。我给大家举个例子来说明我们做的不同之处。因此，在我们的业务部门，我们举办了一场被称为“covid后世界头脑风暴奥运会”的活动。 So the Olympics were canceled this year. Everybody’s working at home and in the very early stages of the pandemic, we had our heads down, looking down, just trying to navigate the new world. And I said, hey, why don’t we work on a virtual brainstorming where we can think of how are the trends that are happening in this post-COVID world? What new opportunities would it open up for us? So we took one hundred researchers talk about pivoting and we did it all virtual and we gave them teams of five to seven people. We then gave them forty possible trends that are infecting the world, more washing hands, not doing a lot of business travel. And then we asked them to study it a little bit. And then we did a fantasy football draft where they would pick the trends and then that they would pick it off the board and then they would have to go and say, all right, with this trend, how are we going to pivot the projects and activities and what new opportunities will it create for us? Now, we did it in a game-ified fashion so that we create a little bit of competition. And one of the ways that we encourage collaboration was if your idea that you wanted was picked by the team ahead of you, you could earn points for your team by sending… Spamming their inbox with all your ideas. So they would go and two weeks later, they would present, hey, here is our trend. Trend number one and they would name it and tell a little bit of story around it and then talk about what new opportunities it creates. So we’ve already begun to resource projects. And with this pivot as we pivot to think about what the post-COVID world look like? So that’s an example of pivoting your organization and also using storytelling in the middle of a pandemic.

凯蒂Trauth泰勒:(00:30:48)难以置信的哇。非常感谢您分享这一点。我喜欢它。那个标题又是什么？

斯科特柯里克：[00:30:53]后科迪德世界头脑风暴奥运会。这是一口口。我知道。

凯蒂Trauth泰勒:(00:30:56)优秀。我们在全球范围内需要这一点。绝对的。精彩的。是否有任何您想要分享的创新故事？它可能在死亡的项目日或只是在大流行或其他努力的情况下，你喜欢听众......你认为会激励我们的听众吗？

斯科特柯里克：(00:31:17)是的，我认为林赛在COVID领域有一个关于安全业务的精彩故事，非常棒的是团队和我们的安全业务，他们是如何旋转的。

林赛Karpowich:[00:31:30]是的，我很乐意与你分享故事，了解安全性和建筑如何在科迪德世界的敏捷性和枢转，对吧？因此，Tyvek生产超过两百百万件衣服，以保护人们在各个环境中的各种环境中。这听起来很多，但我相信你可以想象在Covid击中时，要求通过屋顶进行保护服装和服装，以保护我们的前线工人。正确的。因此，在最初的几个月里，我们能够通过在最大限度的情况下，通过真正升级的优先事项来供应50％的Tyvek服装能力。正确的。我们在短短两周内完成了所有这些巨大的变化。正确的。我们每月增加到六百万的服装或其他东西。这真的令人难以置信，团队所做的工作。 But by March and April, it wasn’t getting any better and we needed more capacity. And so we knew we had to do something dramatic and something courageous. And so we started the initiative #TyvekTogether to create both new material and new garment solutions for our frontline workers. And it was a really bold move. It was a really big challenge. But the team recognized that they had some untapped capacity and one of our customers, so convertors. And so it was a different type of equipment which required different parameters, would produce a different fabric. But we knew that it would provide the minimally viable protection that was necessary. Right. And so they quickly coordinated with supply chain manufacturing operations, marketing, right, to ramp up additional capacity at an asset that was a little bit underutilized, coordinate this massive new product launch that ended up supplying over one hundred million extra garments to our first responders and frontline workers throughout the course of the year. And they did it by, again, really embracing agility. They were bold. They knew that something big was necessary. They weren’t going to be incremental about it. Right. They didn’t let perfection be the goal. They knew that they could make something that might be just good enough. It might not have every single property to tick the boxes, but it had the most important ones. And they knew what they were and they knew what the customers really, really needed. And they were able to really align the entire organization to this common goal. And I think that’s where the storytelling comes in. Right. They had a call to arms. They had a mission to provide protection to people around the world, and they knew they had to do it quickly. And with that kind of vision and strategic alignment from champions across manufacturing, supply, product stewardship, research and development. Right. Coming together for this common goal was really, really critical in achieving success. And so I think the tie back together is a great example of how DuPont is really pivoting and embracing the new world that we live in and striving to deliver innovation for our essential needs.

凯蒂Trauth泰勒:(00:34:46)非常感谢您分享该故事。哇，这是令人难以置信的。而且我想不出一种更好的方法来离开我们的听众而不是在他们的思想中的故事。我会在节目中链接到该努力，以便每个人都可以查看它，您可以探索如何成为该势头的一部分。谢谢你们两个。这一直是一个非常激励，非常有帮助，充满实用技巧，以及我们可以拥抱的更高级别的方法，因为我们想到更深层次的文化接受失败，学习如何在需要时枢转。我很感激你今天用我们制作的时间。

斯科特柯里克：[00:35:31]谢谢你，我很开心。

林赛Karpowich:(00:35:33)非常感谢凯蒂。我们很感激。

凯蒂Trauth泰勒:[00:35:35]听众在哪里可以更多地了解你和你的项目团队?

斯科特柯里克：[00:35:40]好吧，你可以跟着我@scottcollick.在推特上。我非常活跃linkedin.也是。

林赛Karpowich:[00:35:46]好的，我很乐意和任何感兴趣的人联系linkedin.也很乐意分享其他关于创新和敏捷的故事，并建立我们的社区。

凯蒂Trauth泰勒:(00:35:57)非常感谢你们俩。

凯蒂Trauth泰勒:(00:36:00)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

你可以多听几集创新播客的解开故事。

*访谈不是个人或企业的认可。