Nadeem Ahmad, the accomplished author of “Become an Innovation Navigator | Secrets to Translating the Hype of Emerging Technology into Commercial Reality,” is a trailblazing visionary in the realm of technology and innovation. With a remarkable ability to demystify the complexities of emerging technologies, Ahmad guides readers on an extraordinary journey from the realm of technological hype to the tangible realm of commercial success. His book is a testament to his unwavering commitment to unraveling the intricacies of cutting-edge innovations, equipping individuals and organizations alike with the tools and knowledge needed to thrive in an ever-evolving digital landscape. Through his transformative work, Nadeem Ahmad inspires and empowers readers to harness the potential of emerging technologies and embark on a path of innovation and prosperity.
How did you find your start in the technology and innovation industries?
Well, I’ve always had the belief that technology has the power to radically change how we live, work, and connect with one another. This drove me early on in my career from hands-on delivery roles, where I learned the nitty-gritty of how technology gets implemented, to operations, where I understood the importance of making technology organizations scalable and efficient.
But the game-changer came when I returned to the United States after a 2-year expat assignment in London. My new manager in America basically said to me that my work experience abroad had no merit when it came to my new role. Needless to say, I was looking for other opportunities almost immediately. One of my colleagues who was working in the company’s global strategy office asked me about another employee and if he was a fit for a technology strategy role at global. I indicated that person would not be a fit, when asked who would be – I said, “Me!” In that role, I quickly realized my true calling was in investigating innovative emerging technology to influence business and technology strategy for the company and our clients. The strategy roles in the CTO offices and Innovation teams were no longer about executing or operating; it was about asking, “What’s next?” And that’s where the concept of having a “growth mindset” comes in.
In the book “Become an Innovation Navigator,” I talk about the psychological barriers that often stymie innovation. Like many, I had my own limiting beliefs – thoughts that maybe I was not creative enough or that innovation is too risky. But embracing a growth mindset enabled me to see these barriers not as roadblocks but as stepping stones on my path to something greater.
I recognized that change is not a threat but an opportunity for greater things. This mindset allowed me to seize opportunities in my career that I might have otherwise passed on, and it made all the difference in my move to other roles that were focused on shaping the future rather than just executing the present.
Your book, “Become an Innovation Navigator”, explores the importance of collaboration and interdisciplinary thinking in innovation. Can you elaborate on these concepts?
Collaboration and interdisciplinary thinking are cornerstones in the realm of innovation.
One of the myths about innovation is that it’s a “lone genius” endeavor. We often hear tales of individual inventors who changed the world, but the reality is that innovation is a team sport. It requires a blend of skills and perspectives to navigate the complex terrain of emerging technologies and market needs. I feel that as an Innovation Navigator, part of your role is to bring these diverse viewpoints together and channel them toward a unified objective. The execution of that idea involves multiple hands-on deck, from engineering to marketing, from legal to finance. So, you might say that collaboration is the catalyst that turns an idea into a viable, market-ready product or service.
In my experience as a mastermind and peer group coach, the best new ideas and approaches are born out of collaborating with others. I believe it is human nature to want to collaborate with one another. The only challenge is that as you get higher up the corporate ladder, the pool of collaborators gets smaller, but that’s another problem entirely!
Now, as for interdisciplinary thinking. I think in the future the convergence of technologies will introduce new complexities but also unprecedented opportunities. Imagine integrating AI with blockchain or leveraging IoT with edge computing. The Innovation Navigator of the future will need to be a sort of techno-polymath, understanding how different technologies can intersect to create new paradigms.
Even in today’s complex world, problems are multifaceted, and their solutions often lie at the intersection of multiple disciplines. Think about a smartphone, for example. It’s not just an engineering marvel; it’s also a triumph of design, a feat of logistics, and an exercise in consumer psychology. So, if you’re confined to the silo of your own discipline, you’re missing out on the broader picture.
You need engineers talking to marketers. You need data scientists dialoguing with product managers. This cross-pollination of ideas from different disciplines can unearth new perspectives and drive innovation in unexpected directions. So, when you’re an Innovation Navigator, you’re essentially orchestrating this harmonious exchange between disciplines. You’re building bridges where there seemed to be only walls.
Through my book, I aim to equip professionals with the tools to foster this kind of collaborative, interdisciplinary environment. After all, the more we pool our collective wisdom, the better our solutions will be.
In your book, you delve into the notion that “everyone has the potential to be a leader in their own right,” emphasizing that true innovation is about more than just ideas, but also about leadership. Could you speak about how unlocking this ‘inner leader’ can catalyze the innovation process?
Great question. Leadership, as I explore in my book, is the hidden fuel that accelerates the engine of innovation. Let’s face it, ideas are abundant, but it’s the execution of those ideas that sets you apart. And for that, leadership is key. It’s not just about having the title of a CEO or VP or Director; it’s about being someone who can inspire, who can rally a team around a vision.
I quote Steve Jobs in this part of the book as he’s an interesting model for a leader in the realm of innovation. What struck me about him was his ability to get others to gravitate towards him because they were inspired by his vision. It’s not only about being an innovative genius, for an innovation leader it’s about instilling a drive or passion within their teams to diligently pursue things to the very end on any innovation journey. That ability to infect a growth or abundance mindset across his teams is what set him apart from so many in his field.
The truth is, each one of us has an ‘inner leader’ waiting to be unleashed – I’m not saying anyone can be Steve Jobs – but anyone can adopt the mindset. And you don’t have to be the CEO to drive change; leadership is not restricted to titles or hierarchies. It’s a mindset, a way of life almost, and once you tap into it, it’s transformative.
In the book I touch upon several key leadership characteristics:
Leadership Presence: Your ability to inspire trust and rally people around you is vital. This is about emotional intelligence, about reading a room, about knowing when to speak and when to listen. It’s an essential skill when you’re trying to get buy-in for innovative initiatives.
Self-Awareness: Knowing your strengths and weaknesses, your triggers and motivations, is key. Self-aware leaders can adapt their style to suit the situation and the people they are leading.
Vision: What are you all working towards? What’s the end goal? A compelling vision serves as your North Star, guiding your actions and decisions. It’s what makes people want to follow you, to contribute to a goal larger than themselves.
Empathy: Innovation is about solving problems, often complex ones that require a deep understanding of people’s needs and pains. Empathy enables you to put yourself in another’s shoes, a crucial skill when you’re trying to come up with solutions that actually work for people.
Adaptability: The world changes fast, especially in the tech landscape. A good leader is agile, ready to pivot when needed, and open to continuous learning. You can’t afford to be set in your ways when you’re trying to innovate.
If you can unlock these leadership qualities within yourself, you’re well on your way to lead others within the innovation process.
I also want to mention another concept I reviewed in the book – the psychology of leadership. This is all about understanding human needs – which drive or influence behavior. Whether it’s the need for certainty, for variety, for significance – these are all factors that influence how people respond to change.
As a leader, you’re not just navigating technologies or processes; you’re navigating human beings – their emotions and their needs. So, it’s crucial to understand what’s driving the people around you. Is it fear of the unknown? Is it a need for stability? Once you understand these human needs, you can tailor your approach to meet them, making the innovation process that much smoother.
Unlocking your inner leader means embracing these principles and applying them in the real-world scenarios you face every day. It’s certainly a journey requiring a lot of effort, but one well worth taking. If you remember that innovation is not just about ideas; it’s about people, and if you can inspire others with your passion, you have the power to lead them toward something extraordinary.
What are some global trends or cultural factors that may impact the practice of innovation navigation?
I think the global landscape, which is a constantly shifting terrain, will have a profound impact on innovation navigation. When I recollect my past conversations with members of the CEO advisory board I chair, there certainly are some key trends and cultural factors that I’d say if you’re at the helm of your organization’s innovation journey, you can’t afford to ignore.
- The Rise of Remote Work
The pandemic triggered a seismic shift towards remote work, and it’s here to stay. While this model offers flexibility, it also challenges how we innovate collaboratively. How do you foster a culture of innovation when your team is spread across different time zones? Understanding the dynamics of remote work and adapting your leadership strategies to this model are crucial.
- Geopolitical Tensions
We’ve seen rising tensions between major powers, leading to trade wars and changes in regulations. These tensions can impact supply chains, data flow, and even the adoption (or the ban, in some cases) of certain technologies. As an Innovation Navigator, you need to be agile enough to pivot your strategies in response to these geopolitical shifts.
- Environmental Consciousness
There’s a growing demand for sustainable and environmentally friendly practices, both from consumers and governments. Innovation isn’t just about profitability anymore; it’s about responsibility. Your innovation roadmap needs to consider the environmental impact, or you risk falling out of favor with both the market and regulators.
- Generational Shifts
Millennials and Gen Z are becoming the dominant workforce and consumer base. These generations have a different set of values and expectations, heavily tilted towards technology, flexibility, and social impact. Understanding these generational nuances can guide you in aligning your innovation strategies with the market’s evolving demands.
- Accelerated Digital Transformation
Organizations are fast-tracking their digital transformation journeys, spurred by advances in AI, machine learning, and automation. While this opens up new avenues for innovation, it also comes with challenges around data privacy, ethics, and governance. You must navigate these intricacies carefully to maintain public trust.
- Cultural Diversity
As businesses become more global, cultural diversity within teams becomes inevitable. While this diversity can be a hotbed for innovation, it also requires nuanced leadership to manage varying viewpoints, work ethics, and communication styles. Fostering an inclusive environment where diverse thoughts are valued is critical.
In navigating through these global trends and cultural factors, the role of an Innovation Navigator becomes both challenging and exhilarating. You need both skill and courage. I think it’s important to remember, the aim is not just to survive these trends but to leverage them and propel your innovation journey forward.
In your opinion, what is the most critical lesson or insight that readers can gain from “Becoming an Innovation Navigator”?
Absolutely, and again, the title of the book is “Become an Innovation Navigator”. If we boil down the book to its most critical lesson, it would be this: “Innovation is a Journey, Not a Destination.” Innovation is less about reaching a final destination and more about embracing the journey of continuous transformation.
Here are some key lessons or insights I hope readers gain from my book.
- Have a Growth Mindset towards Innovation
While technical skills and business acumen can be important, your mental frame is the invisible architect that shapes your innovation endeavors. My goal in the book was to dive into this with my discussion on “limiting beliefs.” These are the self-imposed barriers, the stories we tell ourselves that hold us back. Do you ever find yourself thinking, “Innovation is just too risky”? These thoughts are your limiting beliefs in action.
A growth mindset arms you with the ability to see challenges as opportunities, to see failures as nothing more than stepping stones on your path to innovation. When you swap out the phrase “I can’t do this” with “I can’t do this yet,” you’re laying the groundwork for progress.
Innovation inherently comes with risk and uncertainty. But, if you’re viewing these factors through the lens of a growth mindset, you’re not paralyzed by them; you’re empowered. You see every ‘misstep’ as a ‘masterclass’ in what not to do next time.
So, if you’re looking to really embrace innovation, start with the person in the mirror. Reflect on your limiting beliefs, confront them, and then set out to conquer them. Because when your mindset shifts, the world around you shifts too.
- Everyone Can Be an Innovation Leader
Innovation isn’t a siloed department or a lofty title. It’s a collective organizational mindset. I feel the book emphasizes that everyone – from the CEO to middle management – has the potential to lead the innovation process. Leadership in the context of innovation is less about hierarchy and more about influence. It’s about inspiring and enabling others to bring their most creative selves to the table.
- The Lifelong Learning Loop
Innovation is not a one-and-done deal. It’s a perpetual cycle of learning, implementing, measuring, and then learning some more. The market is not static; neither should your approach to innovation be. Continual learning keeps you agile and prepared for the ever-changing tides of consumer demands and global trends.
- The Art of Questioning
You don’t have to have all the answers, but you do need to ask the right questions. The notion of challenging the status quo, questioning existing systems, and breaking from tradition is the catalyst for new ideas. If you’re not asking “why,” “how,” or “what if,” then you’re missing out on potential avenues for innovation.
- Adapt or Perish
The only constant is change, especially in today’s rapid-paced business environment. Your ability to adapt, to quickly pivot your strategies in line with market trends, customer feedback, or even global crises, can be the determining factor in whether your business thrives or just survives.
In essence, if you walk away with one thing from “Become an Innovation Navigator,” let it be this: Innovation is your constant companion on a journey that never really ends. It’s what keeps you moving forward, what challenges you to be better, and what ultimately sets you apart from your competitors. So, the next question is, are you ready to embrace the journey?
