Explore every episode of the podcast The Innovation Crowd with Helen Dawson

Most AI pilots succeed. Then they die on the way to scale and leaders blame the technology when the real problem was the pilot itself.In this solo episode, Helen Dawson takes apart the most expensive mistake in corporate innovation: running a pilot that proves the wrong thing. A pilot that "works" tells you almost nothing if it tested an assumption you already believed, in a corner of the business that doesn't matter, on data too thin to act on. Helen walks through how to design a pilot that actually tests what scaling will demand, so the win you get is a win you can build on.In this episode:- Why a "successful" pilot is often just proof you already had the answer, not proof it will scale- The trap of piloting in the low-stakes, low-resistance part of the business, where nothing you learn transfers- Pilots don't test whether the technology works. They test value and assumptions. Confusing the two is where the money goes.- Why sample size and data-gathering time quietly decide whether a pilot can ever inform a real decision- The obstacles a too-clean pilot never surfaces: the operational friction and adoption resistance that only appear at scale- How to pick the right pilot for what you actually need to prove: the business case, customer demand, or technical feasibility — and why those need different designs

Key decisions on AI for government and business leaders.

In this episode, Helen Dawson explores the critical considerations for integrating AI into government and business. She emphasizes that AI should be viewed as an ingredient within broader solutions rather than a standalone fix, emphasizing outcomes over technology buzzwords.Main topics:

• The three-layered framework of AI: infrastructure, models, and functionality
• The importance of using AI to improve government outcomes and solving hard challenges
• Risks of vendor capture and the 'siege' dynamic in critical infrastructure contracts
• Edge cases and the unique challenges in public sector AI deployment
• The notion of AI as an ingredient versus a meal – focusing on real-world impact
• Ethical concerns: fairness, bias, and the distribution of gains in AI-powered society
• Strategic decisions governments face, exemplified by the NHS Palantir contract
• The importance of protecting supply chains and avoiding vendor lock-in

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In this conversation, Helen Dawson speaks with Chief Growth Officer William Lidston about his career journey and insights into marketing and growth strategies. They discuss the concept of 'super useful super brands' and how brands can create meaningful roles in consumers' lives. William shares his experiences working with McDonald's and emphasizes the importance of product quality, positioning, and technology in building successful brands. He introduces his philosophy of 'win by an inch,' focusing on incremental improvements in business practices. The conversation also touches on the need for collaboration between product, technology, and security teams to create cohesive customer experiences. Finally, William shares a valuable lesson learned in his career: that OK is not OK if you want to win in a competitive landscape.

00:00 Becoming a Chief Growth Officer

04:10 Understanding Super Useful Super Brands

10:45 The Magic of McDonalds

14:28 Win by An Inch

22:13 Delivering Technology with Complete Assurance

29:24 OK is not OK

David Ayeni, Director of Construction Product Strategy at Bentley Systems, talks to Helen about the role of digital twins and data in the construction industry. He emphasizes the importance of automation and efficient processes in improving productivity. He also highlights the need for collaboration between principal contractors and owner-operators to achieve better digital outcomes. He stresses the significance of data quality and its role in unlocking the potential of technologies like AI and digital twins.

If you're working in construction or asset management, this episode is for you.

In this conversation, Helen Dawson and Emma Blackley discuss the challenges and pitfalls of partnerships and collaborations in business.

They emphasize the importance of proper planning, understanding the goals and needs of both parties, and building strong relationships. They also highlight the need for flexibility, adaptability, and clear communication in order to navigate the complexities of partnerships.

Emma shares her insights on the differences between working with large corporations and smaller, more innovative companies. As ever, the conversation emphasizes the importance of people and relationships in successful collaborations.

Group Marketing Director of Specsavers, Carolyn McKeever, join us to talk about:

• How to transform a successful business at the pace of its customers.
• Adapting to a younger generation while still serving the main customer base
• Investing in legacy systems rather than living with "sticky-back plastic" tools
• Working in a founder-owned business versus a large corporate
• Why 'growing your own' talent is vital
• And why being right is less important than building relationships.

In this episode, Helen talks to Warren Minde of Innovation Leap about innovation as a human-centred activity.

We talk about:

• The Ikea Effect - why gatekeepers have more buy-in if they can co--create.
• Innovation's not a process, it's a human activity. And it's not linear, it's like a pinball machine.
• How to avoid the trap of listening to the Highest Paid Person's Opinion.
• How Warren's experience on Lynx deodorant taught him that 'customers don't give a f**k about you'
• Why benefits come before features when talking to stakeholders
• Thinking backwards from the future to get more radical new business models.
• Serious play and why work should be fun.
• And why you should call it out when things get weird.

You can find Warren at https://innovationleap.co.uk/

In this episode, Nils Jeners joins Helen to dive into methodology and how to build the skills needed to be an innovator. We cover:

• Why innovators are great networkers
• How to use workshops to harvest ideas using the Double Diamond Approach
• Why curiosity is the key attribute for team members
• The importance of visualising information to help teams make decisions and using those two by two matrices.
• Why your MVP should stay small
• Why networking with 1-2-1 virtual coffees is one of our favourite ways to meet people

Resources:

Double Diamond approach: https://www.designcouncil.org.uk/our-work/skills-learning/the-double-diamond/

Business Model Canvas by Alex Osterwalder https://www.strategyzer.com/canvas/business-model-canvas

Lean Start-Up by Eric Ries

Sprint by Jake Knapp

Testing Business Ideas by David Bland and Alex Osterwalder

The Mom Test by Rob Fitzpatrick

Neel Arya, founder of Mettle Consulting, and Helen discuss the attributes needed by today's leaders, operating at the limits of their organisational structure and traditional problem-solving. Rather than definitive answers, we debate:

• Approaching the zone of confusion through child-like eyes.
• How do you create a space where people feel safe and can bring their true selves? The mindset needed for serious play.
• Vertical development for leaders.
• The importance of emotions in leadership and the workplace.
• The role of serendipity in success.
• Why we should be wary of case studies holding up organisations as exemplars in innovation.
• Doughnut economics and how systemic change might be needed.
• The importance of divergent thinking to hold potential futures lightly.
• The strengths needed by leaders and how that might differ for corporations versus start-ups

Resources for further reading:

• The four Cs that we talk about are: Courage, Curiosity, Collaboration, Compassion
• Cynefin framework: A Leader’s Framework for Decision Making (hbr.org)
• Bob Moesta’s Jobs to Be Done: What Is the Jobs to Be Done Framework (JTBD)? | Built In and 8 Elements of Jobs to Be Done: How to Uncover Customers' JTBD (therewiredgroup.com)
• Kate Raworth Doughnut Economics Doughnut | Kate Raworth
• Hogan profiles Hogan Assessments | Personality Tests That Predict Performance

Richard Holdsworth of V-Box joins us to talk about ways in which collaboration across the maritime industry is helping to use innovation to create better conditions for seafarers. 

We talk about:

• The power of crowd-sourcing ideas from employees. 
• Why corporations should resist the urge to buy bean bags and hoodies and instead, focus on forging partnerships with start-ups. Richard gives us practical tips on how to make those collaborations work.
• How rewarding it is to test ideas with customers.
• And how everything boils down to Sales 101 in some way.

And Richard shares some real examples to bring this to life.

Find out more at www.v-box.io

Andrew Webber from tech & innovation company Whitespace pulls on his years of experience building successful ecosystems both as part of Microsoft, during the pandemic with the Emergent Alliance and on behalf of companies like Rolls Royce and BP. The key is collaboration and making sure all boats rise with value for both start-ups and the corporate or public sector organisation. We talk about the mindset needed to work in an open way, objectives beyond revenue, making friends with procurement and the power of diverse thinking.

Elizabeth O'Neill joins us to explain why corporate innovation is not a tech problem but a people and culture problem. Liz is not only a tech leader herself but coaches CTOs to be inspirational technical leaders. Liz explains why positive conflict is a core skill, the myth of "IT being slow," why innovation can create the tech equivalent of space junk, and the actions leaders should take to develop their teams, especially women.

Summary

Helen Dawson and Sandie Essemann discuss how to craft sales proposals that resonate with buyers by focusing on the buyer's needs, using industry language, and creating compelling storytelling. They share practical tips to improve proposal effectiveness and build stronger client relationships.

Key Topics

1. Upgrading the user experience, not the technology
2. Using industry-specific language and client language
3. Pinpointing the client's core problem
4. Visualizing what good looks like for the client
5. Creating memorable sound bites for pitches
6. Building early value into client relationships
7. Giving your company a human face in proposals

Keywords

sales proposals, B2B sales, proposal tips, industry language, storytelling, client engagement, sales strategy, technology, innovation, SaaS

Contact: Helen Dawson https://www.linkedin.com/in/helen-dawson/

Sign up to Helen's Newsletter: https://helen-dawson.kit.com/the-hard-part

Sandie Essemann https://www.linkedin.com/in/sandieessemann/

Sign up to Sandie' newsletter https://sandie-copy.kit.com/b5fe467b47

Mark Evans-Smith of Bear & Brute Consulting joins us to talk about building ecosystems within Rolls Royce and GSK. One of the ingredients of successful corporate innovation that we often talk about is building a network of partners covering start-ups, technology companies, academia and thought leaders. We dive into how Mark had 78 meetings a week with the ecosystem he built, how to partner with start-ups, why you should never reinvent the wheel and how to create a culture shift.

Tim Bennett joins us to give a flavour of life leading Shell's mobile refuelling business (TapUp) in the UK. We discuss the differences between being in a corporate venture or start-up versus the parent company, tracking the right sort of KPIs to measure success, recruiting the right talent and using corporate venturing to create strategic options for the future. A practical down-to-earth discussion about leading innovation inside a large multinational company.

Jeff Roberts from Jump Innovation's Futures team (Dive Without Fear) discusses avoiding linearity and hype cycles.  Instead, he suggests weaving together an understanding of how external actions might cascade into your world.  Join us to hear about how simplification is not your friend, but science is; the demise of the Blackberry; being anti-trend; weaponised integration; and Life After Cheap Money.  And start thinking differently about the future.

The Pope has said the thing that most CEOs are paying consultants to dance around. I talk through the The Vatican's Take on AI, Humanity, and Society from the Magnifica Humanitas.

This episode explores a surprisingly profound Vatican document on artificial intelligence, human dignity, and societal values, highlighting the moral and ethical considerations that are often overlooked in tech discourse.

Main Topics:

• The Vatican's perspective on AI and the common good
• Human limitations, dignity, and the risks of unchecked technological upgrades
• Ethical frameworks for AI governance and data ownership
• The role of work, community, and moral responsibility in an AI-driven future
• The Pope's document as a rallying cry for AI aligned with human and societal good

• Why embracing human limitations is essential to preserve creativity, surprise, and societal cohesion
• The danger of believing AI will fix inherent human weaknesses and the concept of unbounded human upgrading
• The importance of safeguarding human dignity and participatory work
• Practical strategies for leaders to navigate AI ethics, including governance, data ownership, and supply chain issues

Graham Young spent 25 years in big corporate energy: Shell, one of the largest global SAP rollouts ever attempted, decarbonising key accounts across the chemicals sector. Then he made the jump to a smaller, leaner, acquisition-hungry oil and gas company, and discovered that the levers he was used to pulling weren't connected to anything.

In this episode he and Helen Dawson dig into what that transition really teaches you: why systems thinking is becoming a core skill, why being an AI follower beats being a leader, and why steering the ship yourself beats persuading five other people to nudge the wheel

Keywords: Energy, Digital Transformation, M&A, AI, Business Strategy, Change Management, Technology, Leadership, Oil and Gas, Innovation, Harbour Energy

Graham Young on LinkedIn: https://uk.linkedin.com/in/graham-p-young/

Helen on LinkedIn: https://www.linkedin.com/in/helen-dawson/

The Hard Part newsletter: https://helen-dawson.kit.com/the-hard-part

AI Confidence Snapshot (four minutes): https://scorecard.helen-dawson.com

In this episode, Helen Dawson speaks with Lucy Scott Brown about the essentials of effective product management, the evolving role of communication, and the fascinating world of blockchain technology.

Whether you're a seasoned product professional or new to the field, Lucy's insights on teamwork, technical understanding, and innovative applications of blockchain will inspire and educate.

Key Topics:

• The core skills of a great product manager: understanding user needs and effective communication
• Balancing technical and business knowledge, and fostering diverse, collaborative teams
• Building communication skills: from early career experiences to leadership development
• Collaboration with engineering teams: respecting boundaries and mutual respect as key
• Exploring blockchain: how shared ledgers work, beyond cryptocurrency use cases
• Real-world applications of blockchain: anti-counterfeiting, certification verification, and currency stability
• Practical advice for companies exploring blockchain: problem-focused and avoiding hype
• Personal lessons: asking questions early and often, embracing vulnerability in leadership
• The importance of emotional intelligence and diversity in team dynamics

• Lucy Scott Brown’s LinkedIn

Timestamps:00:00 - Introduction to product management and guest Lucy Scott Brown
02:02 - What makes a great product manager?
02:30 - Key skills: understanding user needs and effective communication
03:48 - Balancing knowledge of business vs. technology
05:41 - The role of diversity and teamwork in product success
06:27 - Developing communication skills over time
08:14 - Respectful collaboration with engineering teams
09:22 - Building confidence through support and small wins
10:39 - Decoding blockchain: what it is and how it works
18:36 - Blockchain beyond cryptocurrency: real-life use cases
22:47 - Favorite blockchain applications and industry insights
25:26 - How companies should approach exploring blockchain technology
26:46 - Avoiding tech hype: focus on problem solving over solutions
27:43 - Hard lessons: asking questions and embracing vulnerability
29:20 - Leadership and learning from team diversity
30:44 - Connecting with Lucy for further insights

Today's guest is Glen Milne from Spirit Energy. Glen discusses the impact of digitalization and AI on the energy industry, emphasizing the importance of remote work, automation, and the role of engineers in driving digital transformation.

He shares insights on the need for a culture that embraces failure as a learning opportunity and the significance of domain expertise in leveraging technology effectively.

The discussion also touches on the evolving nature of technology and the importance of trust and communication in implementing digital solutions.

Takeaways:

• Digital transformation in the energy sector accelerated due to COVID-19.
• Failure should be viewed as a learning opportunity, not a setback.
• The Aviation industry serves as a model for learning from failures.
• Automation can significantly improve efficiency and productivity.
• Engineers should take the lead in digital transformation initiatives.
• Domain expertise is becoming increasingly valuable in technology implementation.
• Trust and communication are essential for successful partnerships.
• Listening is a critical skill for effective leadership.
• Technology should address real business problems, not just be innovative for its own sake.

Keywords: digitalization, AI, energy industry, transformation, automation, engineers, technology, communication, failure, innovation

In this conversation, Neill Pawsey of Cohesive (a Bentley company) discusses the challenges and opportunities to use digital tools in capital mega-projects.

Packed with amazing metaphors, Neill emphasises the need to start with the end in mind.

Digital tools create transparency but with that are impacts on behaviours and ways of working.

Onto the soapbox, Neill and Helen discuss that managing change is hard but the people aspects are the most important to get right.

Using examples from Crossrail (HS2), Highways and the Energy sector, Neill talks about dealing with "shin kickers", how to fail fast in a safety critical, thin margin world, scaling using the staircase method and how to collaborate with the whole supply chain on digital.

And Neill and Helen remind us to think big but act small and avoid giving your organisation "indigestion". 00:00 Introduction to Digital Transformation in Capital Projects

06:03 The Importance of Transparency and Coordination

11:07 Learning from Field Engineers

16:44 Cultural Attitudes Towards Failure

25:26 Navigating the Data Journey

30:33 Owner-Driven Technology Adoption

36:35 Behavioral Insights in Project Management

42:44Silo Mentality and Organizational Behavior

In this conversation, Matthew Treagus discusses the importance of digital transformation for companies in the modern age. He emphasizes the need for businesses to adapt to a digital-first world, the role of leadership in driving change, and the significance of understanding customer context. Matthew also touches on the challenges of cybersecurity and the necessity for organizations to evolve their product owner roles to meet the demands of the digital landscape. Throughout the discussion, he shares insights on effective questioning, the importance of clarity in leadership, and the need for a holistic approach to business strategy. Takeaways

• Asking good questions is key to innovation.
• Digital strategies must evolve with changing times.
• Leadership must be clear and decisive during transformations.
• Understanding customer context is crucial for success.
• The product owner role needs to integrate technology and business.
• Cybersecurity is a critical risk for modern businesses.
• Companies often lack imagination in their digital strategies.
• Effective communication is essential in leadership roles.
• Employees must be engaged in the transformation process.
• Difficult decisions should be handled transparently.

Sound Bites

• "The world just gone digital."
• "Context is everything."
• "Do the difficult jobs yourself."

In this conversation, Helen Dawson speaks with Dan and Rebecca from Rapidworks about corporate venture building and the challenges of innovation within large organizations.

They discuss the importance of exploring adjacent opportunities, mitigating risks, and the concept of 'fail fast.' The conversation emphasizes the need for a cultural shift in corporations to embrace innovation, celebrate stop decisions, and measure success through innovation accounting rather than just revenue. They also share personal insights on their journey of branching out on their own and the lessons learned along the way.

Takeaways

Innovation is not inherently risky; it's about mitigating risk.

Celebrating stop decisions can empower teams to make better choices.

Corporate innovation often suffers from risk aversion and lack of measurable outcomes.

Embedding innovation in corporate culture is essential for long-term success.

Innovation accounting helps measure progress beyond just revenue.

Engaging with customers directly can alleviate fears and drive innovation.

Perfectionism can stifle creativity and innovation; good enough is often sufficient.

It's okay to be introverted; active listening is a valuable skill.

Every organization faces similar challenges, often related to culture.

The best ideas are those that are implemented and create real value.

Contact the RapidWorks team via email at hello@rapidworks.uk or www.rapidworks.uk