Innovation strategist Lisa Kay Solomon works with leaders to solve their high-stakes issues with new frameworks and practices. Her method helps leaders not only address today’s most vexing business challenges, but also accelerate progress on their greatest opportunities.
She also teaches Innovation in the ground-breaking Design Strategy MBA program at the California College of the Arts.
Lisa is a sought after advisor to many Fortune 1000 companies. In her work with such companies as ING, Andreesen Horowitz, Nestle, PBS, Toyota Financial Services, and Citrix, among others, Lisa helps executive teams bring innovation into everyday work and behaviors. She frequently keynotes at leading business schools across the country including Stanford University, University of California- Berkeley, University of Virginia, and Cornell University as well as at numerous innovation and leadership conferences.
Lisa Kay Solomon co-authored the Wall Street Journal Bestseller, Moments of Impact: How to Design Strategic Conversations that Accelerate Change. Inc.com named the book one of the “Big Idea Business Books You Need to Read Now”. Her work has been covered by The Wall Street Journal, Inc., Fast Company, Forbes, Huffington Post, Business Week, and more.
Lisa is an accomplished keynote speaker addressing audiences around the country. She recently delivered a TEDx talk on her passion for innovation as a leadership practice and was co-host at the international Business Design Summit in Berlin.
More About Speaker, Lisa Kay Solomon. . .
Lisa Solomon’s presentations are perfect for leaders and teams needing to solve complex challenges or desiring to accelerate positive change in their organization.
Lisa earned a BA from Cornell University and an MBA from New York University-Stern School of Business.
To hire Lisa Kay Solomon to speak at your next event, contact BigSpeak Speakers Bureau (805) 965-1400
For information about BigSpeak,
how many people here think of themselves as a designer show of hands I am a designer yeah I would say maybe a dozen or so and some half committal my hope is in the next hour or so all of your hands will be raised that's my intention for the hour that we transform how we think about design not just as a title that we have or the training that we have but the intentionality that we go about our every day because it is my core belief that if you make decisions that affect somebody else you are a designer you have the power to transform how they respond and how they interact and I actually think the bright spots this morning is a great example of that that watching some of these videos changed how we were perceiving these marketing opportunities and we were also seeing how you are changing the way that your customers perceive your brands and that it wasn't done in the traditional way where we communicate and you respond you were doing it in co-creation with them and I think it's a very very special time so first of all what is design let's start with some definitions because design can be a funky word so what is design what do I mean when I say design there's a notion of design as something beautiful design as an artifact anybody know what this is it's a juicer right this is the Philip Starck juice sort of now sits in the MoMA museum and it's beautiful and it won all kinds of design Awards it was just absolutely stunning when it came out has anybody used this juicer what do you think would happen if you used this juicer do you think you'd get any juice you would not get any juice in fact I think the only person that ever got juice from this juicer was when they took this photograph and by the way they cleaned up the mess around it right so just to make sure so this is a gorgeous juicer that really does not serve the functional utility of getting juice for from the fruit so this is this notion I think we all have in our mind that design is about something beautiful and pristine and elegant there's another way of thinking about design which is designed as performance so this is a picture of Tesla by the way when I started to do this work a few years ago as the BMW as performance but now Tesla has fundamentally changed the way we think about performance can we imagine a car that feels like the kind of car we want to dry but it's fully electric and good for the environment so Tesla is really elevating the power of the innovation behind the technology into something that is delivering a performance level that's transforming the industry so design is performance so that's really thinking about functional utility in a new way one of my favorite definitions comes from the program chair of the MBA design strategy that I teach at at the California College of Arts and he says my job as a designer is to make choices that trigger the right responses so then the question is well what are the responses that we want to trigger here's an exulting in of the responses that we want to trigger and I loved the opportunity presented to this community so this is a sign up in a national park I believe in Canada and clearly they were having a problem with people not picking up after their dogs so someone said one of the responses I want to trigger they said well first of all I want to get it off the ground I want the functional utility of a clean sidewalk and I don't want to make people feel bad about it and I don't want to demand that they do it so I'm gonna do it in a way that gets them to do what I want them to do and to feel good about it so just a little bit of detail a little bit of thought about who do I want to reach and what are the responses I want to trigger so love this pick it off the dog and by the way dogs go bark wolf you know thank your owners too so one of the responses we want to trigger what happens when we don't pay attention to it we get something like this can anybody relate so one of the responses we want to trigger so this woman is really excited to do something important for the environment and she wants to put in a new kind of light bulb and instead is she feeling good about it she's feeling pretty darn frustrated about it so what is the functional utility that this is doing it's preventing theft on behalf of the company that's why they put it in those big hard to open packages it's preventing theft it's not serving her well at all and in fact it's really she can't do either she can't actually get to the light bulb and she's feeling really frustrated about it and there's actually a name for this it's so prevalent they call it rap rage and you know in rap rage spikes there's a single day the highest incidence of rap rage December 25th that is exactly right the day we're supposed to be so happy that we've been waiting for we're experiencing rapper H so where does this show up in our work how can we not only do it on behalf of our customers and again I think we saw so many great examples of that this morning but how can we do that for each other I think it shows up here so does this look familiar to anybody is anybody yeah well yes right this is um this is what our calendars look like these days it's gross right this is this is meeting after meeting and we had this conversation the LA and and this is how we spend our workdays this is how we spend their time when the work we really need to be doing is the thinking work but there's no time for the thinking work and so so we're in this bad cycle where we're overloaded and we've got too much to do and we're just doing the only response we know which is to set up a meeting to try and address the issue that we're dealing with but we have another epidemic going on so we spend our days in meeting rooms like this with someone at the front and we're talking at each other and we're not really feeling like we're getting anything done so there's a name for this – we're trying to self-help under the table to actually do the work by the way is anybody doing that I'm looking at you he's doing that right because we know that as I'm sitting here in this meeting the work is like it's just it's just going up and up and I'm just it's I'm gonna be up till midnight so we kind of self-help and we're sort of feeling sheepish and we feel a little guilty right we're trying to do our work but there's a name for this – it's called meeting rage and what's interesting about this and what leads to this notion that you are all designers is that I would argue it is not that person's fault that they are trying to self-help under the table they are not the jerk or they are not being considerate in fact I think it is the designers fault who did not figure out a way to fully engage their potential while they were giving you their time it's a different way to think about it the person that called the meeting if they are not fully engaging your potential then they have an opportunity to do something different they need to design that time better it's a very different mindset because the issue is is that we spend all this time in meetings and it ends up feeling a little bit like Groundhog Day and we're just doing having the same meeting again and again not because we're not wanting to advance things but because we believe you haven't really been taught how to actually design these meetings as fully engaging experiences to move things forward which is why we wrote the book my co-author and I Chris Orr tell spent about 10 years designing conversations about the future for executives and a practice called scenario planning and when we went to look around to figure out how do you actually design experiences that help people understand what's happening in the world around them beyond their facts and figures it didn't exist and so we wanted to write a book that got you all out of Groundhog Day and gave a methodology as Steve said to get you into expansive thinking because if we spend all this time in Groundhog Day essentially on average we lose 4 hours every week in unproductive meetings and in America alone that equates to nearly 1.3 billion hours wasted in these meetings and it's unintentional we don't even realize that we're doing it we just allow these hours to go so I'm on a mission to empower all of you to do something different with these hours we need them back our customers need them back our partners need them back and our colleagues need them back we owe it to each other to do more with that time so that is my hope we can do more with that time another interesting piece of research about why it's so important to do more of at that time that's come out of Harvard in the last few years is that they now understand what really motivates people about work if they found out is that it's not about compensation and it's not even really about feedback although that helps it's really about the feeling that we are making progress in we in our work and in our day this is where you come in this is where all of you come in we can do better just want to go back to that statement if you make decisions that affect other people you are a designer you have a different opportunity to change the way that you bring collaborative and creative ideas forward in order to move the goals of the organization and the engagement of your team in productive ways this is how we accelerate change