利用雷神技术凯特麦克韦尔培养创新文化

www.hchb688.com/雷竞技raybet提现trainings/innovation-storytelling-training

成绩单

这一集的动力来自Untold Content的创新故事雷竞技电竞竞猜叙述雷竞技raybet提现．在这种身临其境、互动、故事驱动的体验中增加你的最佳想法。在这里，你的团队会为他们最新的项目、原型和提案改进讲故事的技巧，并从25个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“不为人知的创新故事”，在这里，我们会放大关于洞察力、影响力和创新的不为人知的故事。由Untold Con雷竞技电竞竞猜tent赞助，我是主持人Katie Trauth Taylor。我们今天的嘉宾是Kate Maxwell。她是雷神情报与空间公司的技术总监和创新负责人。她是一位令人难以置信的创新领导者，她的背景是一名工程师，她也是一位成就卓著的技术领导者。凯特，我非常感谢你今天能来播客。

凯特:凯蒂，谢谢你邀请我。我喜欢你向全世界发布的内容。我很激动能来到这里。谢谢你。

凯蒂:肯定。所以我想从你们的工程背景开始，因为作为一个技术和科学作家，我最喜欢的事情之一就是和工程师合作。我喜欢工程师的思维方式。在我看来，我认为把作家和工程师配对是宇宙中最神奇的事情之一。请多告诉我一点你作为工程师的背景，现在是雷神公司的工程师领导。

凯特:当然。所以我是一位通过交易的计算机科学家。我认为当我还是个孩子时，我对计算的兴趣开始了。我是80年代的孩子，我的父母在早期在一个上午64家中回家 - 我知道我在这里约会。但在家里，你知道，也许很多孩子都不会鼓励修补并尝试事物和破坏东西，特别是在技术方面可能有些昂贵。我的父母总是采取的，你知道吗？去，去享受它。去尝试新事物。如果你打破它，这没什么大不了的。我们将在一起搞清楚。 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:绝对的。我是a型人格。所以这烂摊子对我来说也很难。我家里有两个小男孩。我们每天都在与之斗争。但是,

凯蒂:特别是现在。你知道，因为我们都在家工作。

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一试。我就是带着这种心态长大的，这对我的职业生涯也很有帮助。我本科学的是计算机科学。我来雷神公司的时候，不知道当工程师意味着什么，也不知道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冠军，他们一直在帮助我。 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:你在雷神公司的那段时间，做了一件令人印象深刻的事。你把一个创新计划从一个很小的实验发展到全球范围的努力。它刚刚获得了一个又一个批准，继续让它成长。你能告诉我们更多关于这个倡议的情况吗，它看起来是什么样的，以及获得支持和观察规模的过程是怎样的?

凯特:是的,当然。这是我职业生涯中最喜欢的一件事。我们所说的,

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的时候，我是一个公司研发部门的流程和执行主管。这意味着我基本上是研发总监的得力助手。我监督了我们的项目预算。我的工作是打破任何存在的研究障碍，无论是供应链还是流程，或任何可能的障碍。我在那里帮助确保主要的研究人员在他们的研究中取得成功。所以当我在做这些的时候，我在研究和开发环境中什么是可行的，什么是不可行的，一个有利于创新的环境。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:令人难以置信的是——我肯定会更深入地探讨一下信息传递以及什么是有效的，什么是有粘性的，尤其是在开始的时候——但令我难以置信的是，无论信息传递是什么，它改变了文化。它让那些在过去可能没有参与创新路线图的人，它帮助他们看到自己是其中的一部分或有潜力成为其中的一部分。这就是我所认为的关于内部创新挑战的不可思议的地方，讲故事和传递信息对启动它是至关重要的。在我看来，其中的一部分就是改变人们看待自己的方式，这样企业里的每个人都能说，是的，你知道吗，我的想法是有价值的，有价值的，我有一个媒介来分享它们。创新不仅仅是流向上层或公司内部少数人的东西。

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:这是否最终改变了研发人员和工程师的思维方式，他们说，你知道，我的工作不只是成为这里最好的创意创造者和执行者。我现在的工作是成为一个强有力的合作者。

凯特:哦，绝对是。我想是这样。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:我爱。好的。所以我承诺我要深入研究这些信息，以及是什么让它具有吸引力。是什么促使他们在早期买入?也许，你的信息和命名方式以及你号召人们采取行动的方式，当你扩大这个项目的规模时，这些都发生了怎样的变化?

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，他们非常棒，他们应该得到所有的荣誉，使这一切成为现实。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，一旦我们从这个创新组织的领导那里得到了支持，我们有资金来加速和孵化新的想法，我们有沟通和运营的预算，让这个东西运行，我们必须保持它的销售。你知道，我们不能在开始的时候只交流一次，然后安静下来，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，我坚信如果你想在企业环境中创造一种文化，为人们创造承担风险和向前失败的空间，你也必须分享失败的故事。所以我们现在在雷神科技公司做的一件事就是制作一个播客，我们叫它Face Palm Fridays，在那里我们分享一些进展不太顺利的事情。无论是在一个研发项目上，还是在一个转型计划上，甚至是一个大项目上。但关键是，你从中学到什么? Right.

凯蒂:是的。

凯特:我们如何采取该学习并回去并更好地进行更好或做得更好？或者在某些情况下，您知道，也许采取该出口坡道，因为有些东西并没有完全锻炼。但是，它是关于宣传这些事情，经常和许多不同的方式，因为您有希望以不同方式获得内容的受众。因此，我们在整个创新旅程中保持非常接近我们的Comms团队。组织中的一些最好的朋友是沟通者，因为他们真的抓住了钥匙，拥有所有魔法来保持销售的东西。因此，这一直是我们战略的主要部分。我将继续讨厌我的团队，“伙计们，我们必须保持销售”的心态。但这太重要了。

凯蒂:是的。这很能打动我的心。在过去的几个月里，我一直在与一个跨学科研究团队合作，研究杰出的失败案例。那么，是什么让一次失败成为史诗般的灾难性失败又是什么让它成为创新过程中真正明智的失败呢?正如你所说，失败是为了学习。它实际上是关于最小化失败的成本或失败造成的损失，并尽可能地最大化学习。所以我喜欢Face Palm Friday。我认为这太棒了。这是我听过的最好的失败叙事计划之一。谢谢你和我们分享。

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:但这听起来总比"周五跟我们说说你的失败"好

凯特:正确的。我们得让它变得有趣一点。

凯蒂:是的,没错。你们用了哪些讲故事的方法呢?你发的是邮件吗?你做视频了吗?你创作了什么类型的故事，尤其是在早期?那么它是如何变化的呢?

凯特:是的。所以我们，就像我说的，我们用了很多不同的交流机制来传达这个故事。所以我们有一个内部网——就像大多数大公司环境，你知道的，实体一样。所以我们经常在那里分享我们想要众包的客户挑战的故事——因为我相信你不能在真空中创新。但如果你给人们一个问题或客户的痛点，他们会突然开始思考，我们该如何解决这个问题?所以我们分享了这些故事——客户挑战，创新，挑战话题。我们分享了成功的故事——包括这些挑战带来的想法和创新——也分享了我们的创新者在承担这些风险并提出自己的想法后所看到的职业发展。我们有一些人因为参与创新而获得了极大的兴奋和职业发展的加速。所以我们想要确保这些故事被听到，因为这样人们就会说，好吧，如果他们能做到并且看到了它的好处，那么我也应该考虑参与进来。所以我们就这么做了。 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。所以讲创新故事不仅仅是围绕创新本身或技术本身讲故事。这是一种讲故事的方式，通过故事的力量，通过移情的力量，我将如何阐明客户的痛点或客户需求。这是过程本身，这是创新团队和个人的故事，他们让这一切发生，他们面临的挑战，他们做出的决定是好是坏，以及为什么。最终，当然，在一天结束的时候，我们也想听到关于技术的消息，并且可以庆祝它。但有很多不同的方式来思考故事和交流在整个过程中所扮演的角色。我很喜欢你说的有时候技术专家或科学家，我们可以很有交易性地思考我们的工作。你知道，现在是展示信息的时候了，在我站上去之前，我必须把一切都弄对。但我认为你说的是一种实验的心态，这是每个科学家都知道并喜欢的。但如果你将这种实验思维运用到你想要做的故事叙述中，我认为你会看到更好的结果，对吧?

凯特:是的。

凯蒂:但你的意思是，把它当成一场对话，确保你有时尝试一些创造性的举动，看看什么行得通，什么行不通。甚至告诉听众，我在这里做实验。这是故事A，这是故事b，在我们团队最近，当我们谈论一些创新产品的时候，我们正在尝试创造，我们给彼此两次机会去推销。我们会说，好吧，我要第一次试一下。好吧,倒带。我要用一种完全不同的方式来推销。并且允许对方不要在一开始就锁定和完善它。这让我想起了我们刚开始谈话的时候，为了成长和学习，把事情搞得一团糟是可以的。

凯特:这是正确的。是的。你描述的是焦点小组模型。你可以向你想要接触的群体或观众测试某些信息。我对此深信不疑。我的职业是工程师，就像我说的，我在设计思考或沟通方面没有很多经验，至少没有正式的经验。但最近，每当我创造一些新东西时，即使是关于业务内部的创新，比如说我们尝试执行的新业务模式或流程。我会采取焦点小组的方法我会采访我的选民，你知道，不管用户是谁。我们将把用户角色放在一起，阐明他们关心的是什么，他们的痛点是什么，他们的职业发展方向是什么。然后，如果你能想出如何在这些用户或利益相关者周围构建创新和你的沟通方法，我认为它会更加强大。 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。我想很多创新团队在考虑他们的客户和他们的客户旅程时可能很熟悉采用这种方法，但他们不一定习惯在内部这样做，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构建一个角色。了解一点如何获得整个组织的支持，我认为这是一个非常强大的方法，你知道，角色映射，角色画布。

凯特:哦，是的，我是一个信徒。我甚至给你一个例子。所以现在在雷神技术，我们正在进行数字转型，就像那里的很多公司一样。

凯蒂:是的。

凯特:您知道，我们正试图弄清楚如何将Agile和DevSecops嵌入到我们的流程中，而且它不仅仅是您的开发过程。它正在改变你做生意的方式。所以我认为在最后几个月里，我们一直专注于如何在领导者中沟通这一点并在领导层面获得买入。But what we didn’t do a good job of was figuring out how to communicate this to our people, the folks whose daily lives are going to be impacted by these new methods on programs and who are developing products and who are selling this to our customers. So we had to reframe our thinking and figure out, well, what did those folks care about? You know, they’re probably not super excited about creating shareholder value like our business leaders are. But they’re here at Raytheon because they believe in our mission. You know, some of them were war fighters. They understand the pain that our customers go through every single day because in some cases, that was them. Right. 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。而且你对理解的重要性不仅仅是对他们来说重要的重要性，而是他们持有的价值，为什么他们每天都出现，以及他们激励他们，并将其调整为此，以便你能够真正拥有诚实的关系来吧。所以这真的很强大。您是否有其他创新故事，以至于您想要分享的Raytheon？

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:听了你讲的关于马蒂斯将军的第一个故事，我不寒而栗。谢谢你的分享。这是多么美好的荣誉和时刻来理解你所做的工作的重要性。然后我认为，在组织层面上，建立这种社会使命的责任是如此强大，我们现在都在致力于帮助。你知道，我认为像雷神这样的组织站出来说，我们不能像往常一样继续运作，我们不能。我们必须思考我们的角色，以及如何利用我们的资源来帮助他人。我想到了这种领导力，以及这种领导力决策有多冒险，多有回报，多重要。我也想到了——你知道，每一个在雷神公司工作的人，这真的是一个简单的解决方案，嘿，让我们现在就建立一个共同的目标，让我们不要让时机溜走。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。就像你说的那样，它是一个强大的动机。你知道，现在有很多人偷了倦怠的边缘。正确的。我们正在努力 - 我们一直燃烧蜡烛。我们正在照顾我们的家人和我们的朋友和我们的工作。我们正在家里工作，我们正在努力，你知道，支持我们的孩子在电子学习中。这都是这些东西。那就是很多。这很沉重。 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，一点没错。你知道，正如我们包装的那样，你能分享任何其他建议，你会给创新者，或者我们想要看到自己作为创新者并在创新过程中发挥作用的日常员工吗？

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:我想借你们的电话告诉你们，世界的作家们，世界的传播者们，不要对科学、技术、工程和数学科目感到害羞。与工程师合作。合作伙伴与科学家。与临床医生合作。神奇的结果就会发生。我带着这个信念创办了这家公司，我亲眼目睹了奇迹的发生。你知道，我有英国文学背景，我有很多朋友也喜欢文学。但有很多方法,我们可以用热情和同情心的建筑,在那些日子里我们学到了学习文学在当今世界应用于任务,包括提升和帮助人们理解科学和技术,或帮助激励人们加入这些字段。所以还有很多工作要做。凯特，这次谈话很愉快。 Thank you for sharing these stories and sharing your experiences with all of our listeners. I appreciate you.

凯特:谢谢你邀请我。这真是太有趣了。谢谢你,凯蒂。

凯蒂:绝对的。凯特，人们在社交媒体上哪里能找到你?

凯特:是的，所以看着LinkedIn，Kate Maxwell的LinkedIn，带有Raytheon Technologies。我总是很乐意继续在那里谈话。我刚刚欣赏，再次，你把它放在世界里。我喜欢这个话题的能量和热情。我还应该注意，我是一个英国文学小伙子，所以，耶，英语点燃。

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

凯特:是的。你知道有趣的是什么吗?我在学校有导师他们说，你为什么要用这个作为辅修课?但我告诉你，沟通可能是我最大的歧视者，甚至比技术上的歧视更严重。

凯蒂:是的。

凯特:所以这是一件大事。所以现在我们需要让更多主修英语文学或辅修英语文学的人进入技术领域。它很重要。

凯蒂:是的，一点没错。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:阿们。为设计思维和多样化的团队欢呼。

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。