Feel My Innovation – Marty Boyer

hey good morning how’s it going like so hard follow-up I I mean I it’s hard to follow you up you have tons of enthusiasm and I’m going to hit some of the passion areas too so thanks for introducing the idea the first thing before I get into this I really want to thank the organizers the sponsors and most importantly the attendees and there’s a couple different reasons one is I appreciate the venue that I have to share some my ideas and I think as Sarah shared it’s really important not only for our city but the region for us to not just invest in things like QC merge but in ourselves and by doing that I think we’re making in a better City a more attractive place for technology startups and dollars to fund for investment purposes and I think I want to acknowledge that your investment in yourselves and in the region so I like it’s time to clap for yourself before we get started that’s right you can clock so my name is Marty Boyer I’m the chief product officer possible worldwide we’re an interactive agency right down here and we have about 1300 people nationwide we have 300 people here in Cincinnati so a little bit about me real quick as the chief product officer I’m really responsible for a number of things that our organization its technology people and process that’s kind of the areas that I lead within our organization and as I’ve done that I’ve really learned a lot about innovation and how to drive innovation both in an individual level and an organizational level and that’s what I’m going to share with you today as I get into my presentation I wanted to give you guys some information about it if you’d like to happen download it you can see it’s on my blog at Mardi bites com you can find me at Mardi underscore beat and as I get into this really want to start with the first and most simple idea here let’s examine the title feel my innovation so think about those two words feel an innovation feelings so feelings are something that’s they’re very hard to describe there’s about 591 words in English language I believe just for like bad feelings so imagine all the winning and there’s over 1200 words when they good and bad feelings but they’re hard to describe there’s lots of language to describe them it’s hard to make people feel something so it’s a warm since oral type word now what shucks suppose that with the word innovation innovation is a cold meaningless word it doesn’t mean anything anybody so when we see innovation we recognize innovation it’s generally something we feel internally it’s not just something that you see and recognize it’s something you feel and that’s a really hard thing to ask people to do so as we think about innovation in our lives how do you get people to feel innovation it’s a hard task and I’m going to I’m going to tell you how I have approached some of that as i get into this i feel i need to share with you about some of the work we do it possible and this isn’t a pitch but i just want to share some of the innovations that we’ve done just so you can get a sea of how i’m applying this so i’m going to show a couple minute video and won’t go two minutes but we’ll dive in so you can see some of our work so this is gesture driven robotics that we’ve we came up with with off-the-shelf products to connect in some fidgets and some actuators so we can control this do something kind of interesting pool and control it without possible touching the items it’s just very simple Jeff you do we were a storm and we were trying to do mark ways to give kids superpower how they might be able to achieve something they wouldn’t be able to do on their own something came to mind from earlier in my life these cheesy movie called babe and in this movie there’s this president impersonator who’s at this car factory and he’s using his giant robot arms and he’s saying I once caught a fish this big and huge automotive robot arms are replicating everything he was saying things similar to that to really allow kids to have the experience of like picking up really heavy objects like cars or folders and smashing them down something we wanted to do to make it more magical was figure out a way that you can recreate that experience without having to be attached to any kind of leverage or fully or anything like that something we’ve been exploring a lot lately is using the Kinect banner so

that’s just a really easy example just you’re driven interaction and so forth I’m going to use that example and talk about it so you guys can see how some of the innovation that we do comes alive and just a few the images here so you see if my clicker here works that’s my range this is some of our labs area where we’re using the Kinect did you count individuals who are in proximity to deliver meaningful marketing messages to do proximity-based interactions gesture interactions another shot here where we have a 3d MakerBot we have some augmented reality things that where we’ve been playing with as well some shelf talkers and then some actual products so the reason why I’m showing these so you can get an idea about where we started and how to think about like some of the innovations I’m going to talk about how we got there so the thing about an innovation that I want to share with you my experience is a whole lot of learning went into these slides today we screwed up a bunch of stuff so you said fail forward that’s right we fail fast and we learned from that and the way you learn is by practicing and doing so we can lecture we can read we can do lots of things but the most important thing you can do is practice and do and the most important thing I can do for my organization is teach about it and that’s why I’m here today and teach others about innovation so there’s a lot of things that went into today’s slides and as I think about this what I want you guys to take away is really actions because those are the most important things Buddha said it I believe it most important things we can do is take actions and apply them and take ideas and apply them and not just have them as ideas themselves so I’m going to hit it three kind of separate things today I want to talk about tea challenges I want talk about insights some lessons and a framework sorry that’s four so there’s four things I want to hit I can’t count so let’s hit this the three key challenges and I hated my title and this will work at some point I always say the word innovation is a lot like the word love it’s something you feel so as you ask and how many people here have our organizational leaders or help lead something with an organization there’s there’s a few right how many people are asked to innovate how many people think that you can’t afford not to innovate right so when somebody comes and ask you to innovate where do you start like how do you start doing that that’s a really hard thing to do when I asked my team sorry I’m going to hit some f-bombs here when asked my team to go build something they’re like oh where should I start and with it’s like asking somebody to feel something it’s like the word love it loves a hard thing to describe it’s a emotional thing as all kinds of things that go with it and the word innovations like that word we don’t know what it means we don’t know how to define it we don’t know how to communicate it that well but we’re still asked to do it and when we asked people to innovate on our behalf it’s incredibly difficult to do and I think we have to realize that so that’s a key challenge I’ve learned over time and the second challenge I think everybody here is going to agree with is you don’t have time to innovate in a true survey that I made up for the purposes of this presentation I’m going to say ninety percent of you don’t have time to innovate but who’s the ten percent here that say they have time to innovate so I so one one hand as i said it was a true survey that i made up for for the purposes of this presentation so everybody says they don’t have time to innovate but you can’t afford not to innovate so hitting more juxtapositions like it’s like feeling and innovation now we we have to innovate but we don’t have time those are challenges but how many people work in an organization with five people or more most of us 10 people or more one or less okay the the reason why I asked that is at the end of the year how many people look back at their whether it’s time cards or services and where they spent their time and said I could have I wish I would have spent at least 60 hours doing something else 40 hours i’m going to say the same ninety percent that said they don’t have time to innovate would also say yeah I wish I would have spent my time somewhere different because we have thousands of hours and larger organizations it go unused and unbuilt to our clients or we’re not really getting value from that and so those were some of the three key challenges I really set out to solve when I started some of the programs and some of the innovations you saw so then I really started and said all right I got to drive this using some insights because as you think about personas even you

have to have insights about your users and I have an organization that I have to think about so what are the insights for my organization so I looked at google google is a pretty smart organization they’ve done some really well over time hey what can I learn from them that Google time how many people here want Google time we all want it can somebody tell us what Google time is exactly twenty percent time so they so Google time is about they say you get twenty percent of your time and you get to go develop something you really want and some things you’re passionate about doing and we all want to do that that’s what google time centrally is so as I begin thinking about Google time and analyze it in my organization and even personally I learned something really interesting and maybe one of the more important things I’ll say today is google time is Google time is not real Google times about your passion sarah said it I agree with it if you activate somebody’s passion they will find a way to get it done I promise you that if somebody is passionate about achieving something they will go do it they’ll find their ways on the weekend they’ll pull money out of their pocket they’ll go talk to people they’ll find the dollars to get it done so Google time is really about activating passion and that’s something that I’ve learned how to tap into within our organization and I think you can as an organization you can make it somewhat systematic and repeatable you can’t you can’t change the authentic passion that somebody has but I think you can give them a really clear roadmap and speaking of road maps I think everybody needs a deck of cards which I’ve talked about some ambiguous things how about a deck of cards what’s beautiful about a deck of cards is something really simple it’s a framework think of all the games you can play with a deck of cards we can play gin we can play poker we can pay a play Pai Gow if you’re a gambler like to set a table and drink which is good or if I remember my my brother used to play 52 card pickup my favorite right that so what a deck of cards is is a way to communicate it’s a framework where you can change you can hand the vocabulary to somebody else somebody else can engage with it bless you and then actually do something with it that’s something incredibly powerful so it’s a powerful framework and metaphor for how to think about things and I realized that I owed my organization a deck of cards a framework so so talked about some of the challenges talked a little bit about some of the insights let me tell you about some of the lessons I learned and we’ll move into application so key lessons you learn we’re in a contemporary art center Museum of sorts innovation needs a place to live within your organization that’s something I’ve learned it is so important so every month we I’m fortunate enough to the link group here locally that’s the Ohio Indiana and Northern Kentucky PHP users group that’s what won’t plug stands for they come to the possible offices right down here on 30 to Western and I have a labs area there and what I what I do in my lab Zara share with our clients and our people obviously to inspire delight and inform that’s why I do it would have learned over time is that innovation in your organization needs a place to live and that’s what museums are about it’s a place where in something lives and innovation in your organization needs to live somewhere when Bobby down down the hall does something incredibly innovative you need a place where you can look at it celebrate it and show it to other people because Bobby’s not going to be there in six months he may have moved on something else what are you going to happen Bobby’s out of the office then you want to show a client that great innovation he’s not there it’s under his desk in or under some random server that you got to hook up and hook into some like ethernet cord or whatever to get it hooked up or you don’t have the dongle like when none of us all have and I heard a laugh so we have all lost a dongle are to you and it’s great word dongle but yeah it sorry we can laugh and have fun here this is you know that’s what we’re here for so innovation at your organization needs a place to live and it’s so important because really it’s like I like to think about it like algebra you got to show your work if you can’t show your work and how you got there you probably don’t know how to repeat it so when I think about innovation in my organization I want to show people are work I want to celebrate it and that’s really what a place where it lives I get to take people through and celebrate the work

which is amazing and then I use the principle of showing the work because it not as I said it informs it delights and educates not only people but our clients so when we started this process and I and I took over this role that have been doing what I learned was that we had four or five things we could show people through applying a process now we have over 50 and we get to show people work and I don’t even have enough time to take people through all the displays and presentations today and as I said a place where that lives and I mentioned the oink plug group is about every meeting now every every month I tend to walk people through some of our innovation so I like to show our work I like to talk about I like to get people excited about it and it gets some press so you got to show your work at your organization let me talk to talk about smaller is better so in the past many organizations who want to innovate they take on something very grand and very huge it’s like I’m going to change the world only boiling the ocean is a pretty dumb idea because it’s going to taste like fish soup right and the kid said that on Twitter the other day and I was like oh that’s pretty smart ok that’s a smart kid right there well in the ocean will make fish soup here’s what happens you take on a big challenge within your organization let’s say it’s going to take I don’t know you have five people working on it months and 2400 hours what do you think happens over that six months and those 2400 hours it then I’m going to parse out with those individuals times what do you think what happens boredom loss of interest what else how about competing business interests something else comes along that I have to spend my time on or a somebody leaves what do what happens to the enthusiasm and contagiousness of that what I’ve learned is that when you innovate it really needs to be on a small scale many small things are great and the reason why they’re great is because a they add up to a big change be there actually achieving people want to feel accomplished and achieve that’s a key insight people want to achieve and accomplish things and we have to give them the framework to do that and when you can produce that in smaller segments it’s a much more powerful concept over time you get a lot more of them and that’s a really good thing and you don’t have these big grandiose product checks that a never get done be people lose interest for or see you get a like a competing business interest and that’s how you cor make money so you have to go really focused on that so smaller is better so let’s talk about an invention or innovation I think there’s there’s lots of thoughts about this but are you an inventory you an innovator very separate concepts so innovation is really about application in diffusion inventions about creating something that some have never been done so you we’ve always liked the Steve Jobs and Apple analogy where they took the the mouse from Xerox PARC what do you what did he do he said hey I want to make one of these for under 15 bucks and I’m gonna put him on every computer great he innovated he would he did invent he innovated and that’s an important distinction I’m an innovator I think we’ve had times where we actually do invent things but I’m not asking my folks to actually invent I want them to innovate I think it’s much more important because there’s a lot of other things for our clients so I work at an agency where 300 here 1300 our brands need scalable brand building technologies and generally inventions don’t fall into that very easily or they have an incubation period that will take too long so I really focus our efforts on innovation and if we do have an invention I might break that off as a start-up or give that idea to somebody else so I’m very cognitive of making sure we focus on innovation so I believe innovation requires two things I think it requires a skill set and a readiness and I think it requires a problem to solve it’s very simple but if you don’t have those two things like a problem to solve and a skill set ready to do it I don’t know how you’re going to innovate the reason I’ve in my background a long-term longtime developer horrible developer and I’ll tell you why I’ll write shitty code that people can’t read and as the developers I’m sorry if you’ve ever had to pick up some of the crap that I’ve Rin and I’m not good at inventing things they’re people who are much better in inventing things and working through code I’m great at solving a problem but I’m

terrible just like coming up when that algorithm that then I don’t really think I don’t have a purpose to I’m much better at just solving the very simple problems because I’m not that smart and not being there’s advantage to not being real smart as I make jokes about that you create simple frameworks as you see from my powerpoint to the framework that I’m about to show you about how to apply some of these concepts within your own organization it’s simple and it makes it scalable and that’s what really makes it powerful so let’s talk about a practical framework would this look like what’s it feel like so applying the concepts like I said at the beginning of this I can talk about ideas or I can apply a concept I want to apply a concept because I believe that’s much more meaningful so I’m going to dote and i’m not talking about weed or anything else it’s again it’s okay to laugh if you know you got hemp plants ground in your backyard I’m not judging so so it’s an acronym and it’s a little bit unexpected so it sticks with you a little bit so the first thing I say is you have to define innovation that sounds so simple so simple so we’re you going to spend your time so you got your google time I gave it to you you know you get to activate your passion you you got your google time now where you gonna go innovate where you going to spend your time you have to make a choice to do that that’s a hard thing to do so I actually do that so what we do is we look at a couple technologies every quarter and we define it and when I have two criteria by which I define it is it brand building is scalable because our clients want scalable technologies that we can deploy in like mass environments so I put it through that filter and that’s really simple for a technologist what if you do if your project manager if your project manager or and within a PM organization I think yeah you there’s process improvement to there’s process innovation there’s technical innovation there’s idea innovation there’s all kinds of innovation that’s there if you’re in an HR group are you trying new innovative things new ways to approach users when’s the last time you saw somebody from HR to users group besides handing out cards trying to you know fill a job somewhere like as Sarah said somebody who’s coming with genuine interest about the the people in the the technology and what’s going on there and a genuine interested way not some somebody handed out cards looking for to fill a hole at some company that can’t find talent so HR can innovate to everybody can innovate you have to define innovation at your organization and I think it’s very important now that you have your google time you say hey this is where I’m going to spend my time so you’ve defined it so the second action here is super simple you guys got tied to your business objectives yeah good so you said you need to find those yeah sure so I like to use examples that I show because I think you guys have a way to reference what I’m talking about so the first one was just Cheryl based interaction and then the when I showed the video so that’s gesture-based interaction there are a number of frameworks like openframeworks and so forth that we we’ve explored to enable us to do gesture-based interactions has anybody ever been to Vegas here all right cool most people have been to Vegas anybody seen the that’s from Monster media the games that are on the on the ground that you kick the ball and so forth and you interact with so that’s kind of a real simple thing about gesture-based interaction what I love about gesture-based interaction is it doesn’t require me to pull my device in my pocket and start doing something it doesn’t require an activation point right it’s just you walking by and you’re like oh I can move like I can interact with that I think that’s amazingly powerful and I really find it amazingly powerful as we think about brands and how they do things so I’m making a bet and I’m saying you know what in this gesture based interaction technology I’m going to grow our skills to do it and when I grow our skills i’m going to bet that our brands are going to buy that and i have to be able to scale it so i’m going to show you a case study in a few minutes of like how something like that may have come to life for us but we but i’m very specific about the the technology of where I’m what I’m going to grow and I’m very specific about the amount of time and I’m going to invest in it because then I believe after it’s scalable our clients will buy it and i’ll tie back to my business objectives because it’s going to drive revenue it’s very simple in that regard I think you have the if you cannot tie back to your business objectives you’ll stop doing it because at the end of the day we’re all generally there to to deliver against a very specific need value that we bring

to our clients and when we have it if we go outside of that we lose ability to do that very well and so you got to tie your innovation directly back to your objectives does that answer your question you’re saying off the show right so it’s good good question so when I think about scalability I scale it a thing about scalability in a number of different ways so one is when you invent invent something it’s generally not that scalable because it’s the one thing you may have to go manufacture may have to put it on a website or something like that sometimes it’s not that easy to scale things so it’s sometimes it’s scalable architecture so if I’m thinking about Scylla services or something like that maybe I’m creating a scalable architecture that’s important for somebody to plug into it could be scalable our clients platforms so something like this as like hey can I deploy this across 500 servers across a world I will put it through that filter and the brand building is well people actually interact with it you know like so it’s if people aren’t willing to interact with it kind of back to the personas for our brands if they won’t interact with it’s probably not worth that much to me and so those are kind of defining out a little bit of scalability that help cool so I tie it to my business objectives and the most important thing I do here and if I would tell you guys I think every presenter has like put a focus on something it’s this one project ties your innovation efforts whatever you do you have to know where you’re going to start we’re going to end and when you wear that midpoint is and how you’re going to celebrate success at the end of it because our clients when you go to a client you have to be able to estimate budget and schedule something if you can’t do those three things you probably don’t know how to a repeat it be sell it to them or see value your time and that’s the most one important one you have to be able to value your time to sell it to your client and price it accordingly so we project ties things and we say great we’re going to have this is how long it’s going to take we’re going to have a midpoint and we’re going on it and if it doesn’t work we’re going to abandon it and so I’m going to give you some my recommended timelines for that fourth action is engaging everyone i talked about showing the work you got to be a walk your clients your internal folks and your staff however your leadership through the work that you’re doing you have to celebrate success you have to put it on the quarterly slides on the end of the year slides you got to point to the bright spots so that people will get there if you don’t do that people won’t actually do it we will actually perform the actions that we celebrate about seventy percent i think is this statistic more often so if you want if you celebrate something at your organization you’ll get a lot more of those behaviors it’s really simple rule the other thing when i talk about engaging people what I do and I’m very fortunate to have an organization where I can do this is I award people value for their time if you come come to me you can beep you can pitch me an idea and what I will do is I will give you an allotment of time and resource to actually go deliver against that idea now it has to be pretty vetted out kind of shark tank ish like yeah you’re not gonna like don’t don’t come and say hey I’m going to build this you know the next Facebook I’m probably going to say no but yeah it’s a bad idea don’t don’t screw around with that but if you say hey this is something I want to go build and I think it’s going to take me a couple hundred hours i’m going to i’m going to give you the hours that do it be and we give you the resources do it like you may need a designer and developer ux the money and you actually I mean it may need a writer so I’m able to do that you so I engage everybody in the organization within the end of process of innovation because I think they have something to bring to it so this is what a quarterly plan looks like i’ll tell you why this is incredibly simple i go back to the deck of cards when something’s incredibly simple you can repeat it as a business and you can do it in a scalable way and I mean not just on want a team but many teams so every quarter i select a couple different technologies and out of that technology what i do is we create two projects and I limit it 200 hours can be more than 200 hours it’s where somebody can spend their time out of that I expect a prototype really simple you I want to prototype that I can share with my clients i’m going to show my work and if you can’t do something within that 200 hours it probably wasn’t scalable anyway or brand building now we’ve had some cases where that’s over time it’s evolved and we’ve had to revisit it EG like augmented reality how it’s change over time and evolved and new frameworks and AP is there they’re available today much better but it’s really about creating this projects and those prototypes and we add them to our lab store so I talked

about where innovation lives and then take my clients through there I’ve done over 75 towards this year so every week I think we’re in week what like 20 something I think it’s around 20 we take about five clients through there we take a lots of people through our lab store and people get excited i take the oint pub group through it and what we’ve learned through that is people make comments about it they ask about what’s the insight that drove this tell me about the technology and you talk about a how the inside the drove the activity that kind of leon the scalability of it but I show people are work and that’s a really important thing when you’re able to do and then people say you know what like you know I think I may want to buy that thing over there I think I saw this problem with one of my brands and I’d like to invest in that okay cool that’s a that’s a great idea I’d like to take some of your money and reinvest back in my organization that would be a great thing for me to do and then I edit it to my clients as a strategic solution so really as a developer this is a way I think about it learning R&D so when I yeah go ahead so let’s say you’re more like you more not so not so like two technologies with no telling what I guess what Sarah talked about before about getting other users and stuff if you eat here I will just take this to exact same thing and replace technology with problem and then go into the exact same process and I would I way to apply it I do i use it within our process management group so i think i wouldn’t say i built personas out of it but easy within our process management and i encourage our HR group to do it so there are a number of different organizations or report up to me resource management project management and so forth so we we actually have a very similar framework for everybody and everybody within my own who were humans up reporting to me how does it be about 100 folks on on their development plan kind of a yearly like review things that are always a bear i have this very same process every quarter and so I’ve systematically integrated as part of like the achievement of the organization and so they have something every quarter they’re required to have a technology a process or a or an idea innovation they then write this up they deliver it back to the organization both at a team and brand level for the within our organization I don’t note that we just just think it’s like a fella Yeah right and the reason why I always say the technology the hardest thing to do in innovation is define if you don’t define it then it you don’t really accomplishing much you have to define it yep yeah and and a little bit about that is like further I think most people are fairly understanding within our organization of how many of their clients issues over time of the personas and the problems you do have to solve and then as you grow your resources or skill sets then you’re able to then apply the that resource / skill set to it so as I mentioned this way I think about it as a developer I really do from a learning stage of learning about any technology lets call it augmented reality RFID NFC whatever it might be and I mindfully explore it from a learning stage and I as i begin to gut so in yeah so it it’s a good question about the the doing does help innovate the i guess the back to the personas within our organization we have pretty long standing relationships with all the brands that are on your their shells at home because we have long-standing relationships we have pretty good understandings of like what their problems are so as we’re developing and we’re mindful e exploring we see like the we understand the world with a new skill set and see the problems that we can go help solve and thankfully we move we have a lot of those actually go solve and then we’re able to apply that new skill set to their problem and i’m going to hit a case study in just one second and I think it’ll probably make it come to life good by the time yeah so the well the first thing on the innovation is like not everything makes it out it’s great something’s suck and

we just fail forward and we don’t but we learn a lot from it augmented reality five years ago I mean we’re talking about like second life or anybody you might remember that like old-school stuff like a second life pretty much sucked but we invested our time and we actually learned a lot during that period that came back around and we didn’t adopt a lot of things there and we didn’t use it yeah the 200 hours yeah it can piss people off your that’s a great great point 200 p.m. hours but when I put it through the lens of if you can’t achieve it and in 200 hours it may not be developed a developed enough technology where you know that you’re going to be able to deliver something that’s brand building or scalable so the other thing I would add is that there are some times when we at the end of a prototype phase where they do like a very rough prototype then I they’re like hey I might need an under a little more time like okay great you’ve shown the value of your idea that let’s develop that idea but if you don’t put a cap at it at the beginning what you’ll have is you’ll get tons of great ideas they take thousands and thousands of hours that never get accomplished you don’t get to show me your client you never feel like you achieved and I think really it’s about an achievement accomplishment that drive it for it so from a developer and said we talk about raw capabilities and we add it to a strategic capability as we show our client and we then walk them through what we’re doing with in the animation space and we allow them to engage with it and then they decide to buy it and it’s like that that becomes a pre great solution overall and what’s it look like what’s it feel like overall and I want to give you guys an example of it that’s this let’s go pop can we do this for Orville Redenbacher and we got some great press on Wall Street Journal and all kinds of stuff so the application is a number of years ago we started investing augmented Ali think second life different openframeworks and so forth and we all remember kind of the augmented reality of like where you you’re required a tag so a tell you need have a black and white marker that activated from a camera and in the end of the experience kind of sucked but it was kind of cool and that we’ve kind of moved a little bit forward right as we move forward we said hey you know some of these frameworks are getting pretty smart so why don’t we use our faces a as a game mechanic as an interaction point with the with the game that’d be a pretty good idea so he’s all right so we we explored with augmented reality we use openframeworks to do some cool stuff no two and a half years ago almost yeah almost two and a half years ago I went down to an organization that rhymes with Hep C for the brand name hornitos and for those two organizations and we showed something where the those hornitos were flying out of the sky and we were catching them and we were just showing him something and I said wow I had you know SAP and there so we it was in an innovation showcase and so SAP was there and all these great organizations were around talking about it and it’s like I’m in a pretty interesting competition set and these guys were all dry and not that interesting and I had like 20 people around my booth sitting there catching like these doritos out of the sky oh well three days wasn’t that interested in it and so we kept them we kept it as our prototype within got shoujo and chil one of our tours of that experience and she’s like oh my god that’s so incredible because the greatest thing is a kid that you did with popcorn ease through it up and you caught in your mouth right that was fun that’s cool so what should we do with that really adds like how should we think about that so I want to show you guys how that something like so simple an idea like that might come to life and I do need a volunteer here um Sarah Europe congratulations so let’s see if I can get the screen res here I have to catch something you do that’s the deal you see if the screen res will work with me here outstanding oh I’m gonna wait you got to make a choice right you got to define what you’re willing wave it all right

let’s see if I’m on the network it’s always weird when you see the most frequently visited websites of people that’s like I to get insight into their personal life that you don’t know my gosh and there you porn yeah and I don’t think I’m on the network here let’s see if I can join another network and maybe get to something here because I like I agree oh I promise I won’t go to that website all right I wouldn’t do this if it if it didn’t illustrate really the concept uncomfortable silence feel free to throw questions my way uh-huh Thanks that’s why there’s developers on the real everyone just says agree to that you have no clue I always only gonna agree well yeah agree just liquidated your bank account agree thank you let me see if I can click any of this doesn’t work I won’t do it in a moment oh I’ll give it up the mmm I agreed you guys all saw me I agreed we made an agreement there you’re not living up to a deer CAC wireless and CGI wow I haven’t seen that in a while oh yes so we are now here and I’m on a different yay now my I think my screen res is jacked up now so done to go back fix my screen res it’s so hard and then the only thing worse than this is watching people type like watching somebody type is the most painful thing because it was it up all right Sarah so here so I’m gonna come over here and we’re gonna make it comfortable and make fun i hope that was awkward it is like how do you think I feel so here what you’re gonna do is like i’m gonna click on your your face here a moment I’m going to ask you to catch popcorn and you’re wrong alright it’s real simple catch when your mouth you’re doing well maybe not as well as 16 year old Brady but so they know you gotta give a lot more so you wouldn’t beat it up there o seu so you did well good for you but there’s another level don’t don’t stop you know popcorn is a health food too it’s much healthier now to his well so it’s a good job so thank you I’m not going to share hat yeah I promise I want to share that so that’s a case study and the reason why I showed that case study and why it’s so powerful is a number of years ago we started with augmented reality we knew there’s these tag things going on and we got smarter in the framework developed and we were able to use our face as a as a interaction device and then I was able to show my clients this prototype and I walked through and you imagine that now that’s a lot more polished now but they were able to interact with that great and engaging meaningful way then I better turn that on plug that real quick and when I was able to show them that and engaging way that I got to buy that so back to my my framework is I really selected a technology and it was augmented reality we knew the evolution of it we defined it we had a prototype we shared it with our clients we showed our work and we got them excited about the technology we’ve got tons of people through it we just knew that the moment somebody had that meaningful experience we could scale and engage them in a meaningful way and really tie back to our business objectives is pretty straightforward so as you leave here I shared some of the key lessons I’ve learned you see how some of that stuff comes to life showed you some of the pictures of the great technology remember the word dope it’s an easy word you got it to find where you going to play tie it back to your business objectives project ties your efforts so you can estimated budget and schedule it back to your clients and get value back for your time and then really engage

people in the process whether you give people time or you walk them through like how your n evading it’s very important to do that so then you get delivered through your entire organization and that is how I encourage people to help innovation make people feel your innovation that’s what I got I’m happy to take questions yeah and can you repeat the question I’m not sure no we we certainly engage a number of people throughout the the process of sometimes will involve like interaction designers or well the interaction designers really the individuals today it’s kind of like the new breed of the designer with how to dwell the interactions and the visuals so we’ll do like really sketchy prototypes with with sketches and paper and so forth and kind of like what the interaction layer might be and then we’ll kind of get people to react to it and then share it and like sometimes a lot of rough form and then kind of learn whether it’s good or bad kind of fail fast and then move forward so we do that yeah string them to yeah thank you for asking that question and the reason so the question was like do I constrain them to the 200 hours there’s only four client-based work and client problems no I don’t constrain them i’ll tell you why i think developers are incredibly creative smart people they need the ability to have some freedom about what they want to explore and i have to trust them that they’re going to be able to recognize the problem that they can go solve and i didn’t say that but it’s incredibly it’s an incredibly powerful point and i’m glad you asked because developers are incredibly creative people and we would I have what I’ve been able to do is tap into that creativity and then I trust that they see the world with a new solution set and then they will recognize the problem to do that the problem that they can go solve and over time things like that augmented reality I think that we just showed like we didn’t just say that income from from a developer who is looking to do that two years three years later is when we ended up building it and they had the skill sets in their back pocket ready to go do it and obviously the technology had developed at that point but they don’t understand understood the principles and the the interaction layer to drive up for it so yeah yes I do that’s it and the the thing is like I’ll give you one example is and I’m not going to mention the brand we did it for but we did a a 3d printer we took on 3d images of individuals and we printed them on demand on site for an NFL game and like it wasn’t necessarily a fail but there’s only so fast that a MakerBot can crank out 3d images of people and it’s a it’s fair it’s a fairly complex thing when you have you know a sub you know plastic substrate going through a melting and then then going back up but you know we have a number of things that we’ve failed fail that and we do have a gallery of that it’s like yeah just didn’t work one of the one of the things you didn’t see here is we have like things laying in parts like just like a gallery of like failure of like parts of things we tried because as you as you may have noticed a lot of the things are not just digital interactions or kind of digital physical interactions so from vending machines laying in parts to like weight sensors fidgets and all kinds of other things so yeah we kind of have a Museum of failure as well whether or not it’s not designed to be a museum of failure but it’s certainly there and we to that point is we have a very common knowledge of things that we won’t like attack right now because it’s not developed because there’s a lot of times where your client will say hey I want to go do this new thing I read this a great article on you know Mashable TechCrunch insert you know publication name and they really want to go to do it but it’s not very developed and you shouldn’t use it so if you shouldn’t use it where we often will like say yeah let’s not as we’ve probably got six or eight months before we we die and we’re ready when that comes along yeah what’s that there’s valuing that because if you don’t know if six weeks from now six months from now there might be some technology right so there’s a there’s a lot of value in it from a the technology

in the brand and kind of whether we can do it successfully separately the I’ll tell you a very important value that we get out of it is that developers like a lot of times the greatest thing we can give our developers is time and developers need time to to grow their skills so at the end of the year when they feel accomplished like they’ve grown their skill sets I think that’s an incredible thing and we were able to do that so just by even failing and within a specific framework we acknowledge organizationally it may not be ready to go but we’ve also developed their skills overall and I think I’m going to get run off the stage here in a minute so if there’s any I want to be mindful of time ne ne let me hit any more questions here I see activity you guys think my office ager we got time you can download the presentation I said on my blog and Marty bites calm and thanks a ton for your time and your investment yourself so thanks you