与杜邦公司的Scott Collick和Lindsey Karpowich合作，讲述失败导致创新解决方案

“我对从事研发工作的人有一句话:研究是有原因的。如果我们总是知道我们在做什么，而且不会失败，我们就叫它“搜索”。’”——scott Collick，运输和工业全球研发副总裁关于失败叙事

我们与斯科特Collick而且林赛Karpowich从杜邦公司．Scott是运输和工业全球研发副总裁，Lindsey是新产品开发敏捷教练。我们深入研究了杜邦的“死亡项目日”，在这一天，他们专门分享和处理死亡项目，讲述失败的故事。杜邦深知，从错误中学习，并确保其他人能够从已知的错误中学习并调整他们的创新项目，这是非常有用的。但必须有一种文化，在这种文化中，辉煌的失败得到庆祝或吸取教训，而不是被掩盖和嘲笑。创新，尝试新想法，是失败的游戏;这是自然的，有益的，公司应该创造一个安全的空间来分享创新的奋斗和失败，这样人们就可以辉煌地失败，也可以辉煌地成功，因为它们实际上是相辅相成的。

一定要看看他们的动向，# TyvekTogether，为我们的前线工人创造新材料和新服装的解决方案，并留意“辉煌的失败”文章IRI正在审查中!

听播客

成绩单

本集由Untold Content赞助播出乐动体育足球创新故事乐动体育266．在这种身临其境和互动，故事驱动的体验中增加购买您的最佳想法。在这里，您的团队为他们最新的项目、原型和宣传改进讲故事的技巧，并从25个具有影响力的创新故事的史诗般的例子中获得灵感。

凯蒂·特劳斯·泰勒:(00:00:04)欢迎来到“不为人知的创新故事”，我们在这里放大由“不为人知的内容”驱动的洞察力、影响力和创新的不为人知的故事。乐动体育足球我是主持人，凯蒂·特劳斯·泰勒。

凯蒂·特劳斯·泰勒:(00:00:19)我们今天的嘉宾是Scott Collick和Lindsey Karpowich, Scott是杜邦运输和工业全球研发副总裁，Lindsey是杜邦新产品开发敏捷教练。他们在这里与我们分享他们的敏捷创新方法，以及他们在死亡项目日期间从失败中迅速接受和学习的经验。非常感谢你们俩能来播客。

斯科特Collick:(00:00:44)谢谢你，凯蒂。

林赛Karpowich:(00:00:45)谢谢你邀请我们。很高兴来到这里。

凯蒂·特劳斯·泰勒:(00:00:48)你知道，我喜欢开始更深入地了解每一位客人，了解你的经历和创新。那么，你们能分享一下你们个人的创新故事以及它的起源吗?

斯科特Collick:(00:00:58)当然。我告诉你们，我是一名化学工程师，31年前加入陶氏化学，我做过各种不同的角色和工艺研发。我就像是铁杆化学工程师。我穿了一件蓝色的外套，我说，这是一个把手弄脏了的人。我周游世界，推出新的环保创新。但后来我对业务技术接口产生了热情。所以我去了夜校，拿到了MBA学位。那真是令人兴奋。那是一个完全不同的时代，emba还不存在。所以我连续上了五年夜校，12年后我的职业生涯有了很大的飞跃。 I went from process R&D and I jumped into marketing and holy cow, I was out of my element. But I went from distillation and separating materials to pricing products and then I ended up, after that, into technical service. But I will tell you, that was super critical in my growth and development. So then I spent a few years launching and developing new plastic products and then Dow and DuPont merged in the largest, most complicated corporate transaction that ever happened. And now I have responsibility for leading R&D and TS&D in DuPont’s transportation industrial division, which makes up engineering, plastics, adhesives, parts for auto, parts for airplanes. Really amazing stuff, really complex stuff that really makes the world run.

凯蒂·特劳斯·泰勒:(00:02:14)非常感谢你分享这段旅程。具有科学背景的人进入市场营销，然后又回到技术方面，这是独特的。所以我迫不及待地想深入了解你对讲故事的看法，以及它们是如何在那些时刻第一次具体化的。你呢，琳赛?你个人的创新故事是什么?是什么让您选择敏捷?

失败叙述:死亡项目日的开始

林赛Karpowich:(00:02:34)通过培训，我乐动体育266成为了一名材料科学家，我的背景是研究和开发。我在实验室工作了很多年，创造新材料和新产品，从增材制造到手机组件再到太阳能电池。我非常非常喜欢实验室工作以及随之而来的解决技术问题的过程。正确的。这非常令人兴奋。但关于创新，有一些事情开始困扰我。任何科学家都可以告诉你，任何好的实验都有10个坏的实验。正确的。但我只会收到一封类似本垒打实验的邮件，结果非常好。我也没听说过其他的工作。 And I thought, why aren’t we learning from mistakes that we keep making? Right. And our leadership team is always asking us for the big picture plans and timelines and [unclear wording] charts. But oftentimes we didn’t even know what we were going to do tomorrow until we saw the results of today’s experiment. So why are we asked to make a prediction about something that’s inherently unpredictable? So these sort of disconnects between our need to be right versus the inherent empirical nature of our work and the need to find some sort of stability or predictability in a very complex and uncertain scenario was a big challenge for all of us. And I thought it was … There’s got to be a better way to do this. Right. So I started researching different ways of working and I sort of stumbled upon the world of Agile. And the more I learned about it, the more it sounded a whole lot like what we were already doing. So I thought, why not try this in the context of research and development? I mean, at its heart, Scrum is really a framework for the scientific method. So I read a bunch of books and took some training and certification and rolled out this great Scrum framework for our research and development organization, and it was an epic failure. But I learned a lot. Right. And that’s the point. I learned what works and what doesn’t work. And slowly we were able to adapt it into something that really helped the R&D team collaborate, connect with customers and accelerate our work. And I joined DuPont in 2019 with the goal of helping to leverage Agile principles, practices, frameworks for innovation and growth. And I’ve been in that role within safety and construction since then.

凯蒂·特劳斯·泰勒:(00:05:09)所以，让我们更深入地探讨一下失败的概念，因为它正在获得更多的关注，当然，在创新社区的人们中，它的知名度和舒适感越来越强，他们会说，“是的，失败是创新不可缺少的一部分。”当然，我对我在Untold的团队的兴趣在于揭示创新和失败的故事方面——谈论失败是如此痛苦。所以我希望你能和我们分享一下，在我们进入死亡项目日之前，在我们了解你是如何应对失败的之前——首先，你能不能分享一下，到底为什么谈论失败这么难?为什么你只在收件箱里看到那些精彩的邮件，琳赛?

林赛Karpowich:(00:05:56)从我的角度来看，失败是不好的，或者你会被指责的概念在我们很早就已经形成了。正确的。你把牛奶洒了吗?正确的。妈妈会怪你的。但即使你打翻牛奶的原因不是出于恶意，对吧?我是说，也许对某些孩子来说是，但也可能只是无心之过。正确的。又或者你不确定杯子里能装多少牛奶，又或者你在用重力的概念做实验。正确的。 A lot of these failures aren’t blameworthy, but they get associated with blame and we connect the two. And so then we try to avoid it at all costs the older we get and then that kind of translates itself into the workplace of avoiding those scenarios where we are afraid we might get blamed for something.

将失败叙事作为创新过程的一部分

斯科特Collick:(00:06:46)是的，在一个重视成功的文化和公司里，失败是非常难以谈论的，人们只是害怕看起来很糟糕。但我对从事研发工作的人有一句话:研究是有原因的。如果我们总是知道我们在做什么而且不会失败，我们就叫它“搜索”。“Re-”代表重做，重新开始。所以这是研究，不是搜索。所以我经常谈论失败。我认为接受它很重要，因为你知道，一个商业成功需要3000个想法。所以创新是一种失败的游戏。3000个想法都是你脑子里的原始想法，然后你必须鼓励人们把这些原始想法从他们的脑子里拿出来。我们称之为提交的想法，你写下来，发邮件，贴上便利贴，但即使有300个想法。也许在这300个项目中，你进行筛选，得到大约100个项目，然后你开始研究这100个项目，你得到10个，9个，10个重要的开发项目。 But research is a failing game. So I don’t like when people talk about, well, we need to fail fast. Alright, well I can fail fast all day. I like you need to fail fast so you can pivot your resources on successful projects. Super critical. And I really think that we have to embrace failure and talking about failure. So one last example. You know, it took 40 attempts to make WD-40. WD-40 was invented back in the 50s. And it stands for water displacement, fortieth attempt. What an amazing product. And it was really designed to displace moisture on nuts and bolts. And now it has ubiquitous uses. But it, actually, they embraced failure by even calling it “water displacement, 40 attempt.” I loved that example.

凯蒂·特劳斯·泰勒:(00:08:31)我也是。是的。这是一个很好的例子。所以我想听到，我想很多人在这一点上，有一种文化接受，我们应该脆弱，谈论失败，不是以责备的方式，而是以一种能够快速学习的方式。我认为这在文化上越来越被接受。但听起来，从我讲故事和沟通的角度来看，大多数创新团队仍然缺乏做好这件事的资源和策略。我很高兴你能告诉我们更多关于死亡计划日的事情。

斯科特Collick:(00:09:08)所以"死亡计划日"其实是由Alexa Dembek他是我们的首席技术和可持续发展官，我们正在努力改变杜邦的文化，因为我们完成了这次大型合并。我喜欢她的说法:“爱上成长，而不是项目。”这实际上是我们试图接受的，因为研究人员经常会爱上他们的想法，特别是如果这是他们的婴儿想法之一。正确的。他们爱上了技术挑战。所以我们真的在努力接受这一点，也许这是一个丑陋的婴儿，我们真的在拥抱和奖励球队。也许技术挑战太难了，让他们说，嘿，我能继续做下一件事吗?通常在技术领域，我们非常关注技术挑战。很多时候，我们所有公司的技术团队都没有考虑采用的商业问题，而这些问题对推出一项新技术同样重要。这不仅是技术上的挑战，也是商业上的挑战。 So we thought for Dead Projects Day we would have a culture where it was OK to talk about projects that are killed, celebrate project teams that even recommended killing projects because the critical issues, commercial or technical issues, were too much to overcome. So we held the first one last year on Halloween. We decorated the room, we had Halloween treats, lots of skeletons, really leaned into the concept of Dead Projects Day. Now, the fun part was you had to dress up in costume to present. Now, I will tell you, presenting is really scary for most people. It’s never fun to present, it’s never fun to present in a silly costume, and it’s super hard to present in a… On a project that failed. But that combination of three: presenting on a failed project in a silly costume was really cool. And we really leaned into that and really embraced people talking about their failed projects. And I thought it created a culture where people were willing to open up.

凯蒂·特劳斯·泰勒:(00:11:02)这太不可思议了，所以它背后的动力是，你能多分享一点吗?这很好地解释了你是如何实施的，但是这个想法是如何获得关注的这个想法是如何没有失败的?这真的发生了。所以,是的。你为什么这么做?

失败叙述:死亡项目的创建日

斯科特Collick:(00:11:22)你必须找到一些勇敢的人，所以林赛，你负责找到一些勇敢的人站在前面，你真的站在前面。

林赛Karpowich:(00:11:33)是的，我认为我们在开发这个活动时做的最重要的事情之一是我们确保我们的意图不是让它成为指责游戏。正确的。我们不想在周一早上的项目上做无谓的争吵。正确的。我们不想让人们指指点点说，你为什么不试试这个?你为什么用X方程式而不是Y方程式?所以我们说得很清楚，我们的目的不是看你做了什么或为什么这么做，而是看你是怎么做的。正确的。你是如何做出这些艰难的决定的?你是如何应对这种挑战的? And more importantly, how did it make you feel? That was a really important aspect. And that’s another Agile concept. The retrospective, the ability to take a step back and think about what went well, what didn’t go so well and how did it make us feel? What is our emotional response? And I think by making sure we had that safe space, people were really able to open up and connect with their peers and feel safe to share these stories that are challenging and can be uncomfortable.

凯蒂·特劳斯·泰勒:(00:12:45)我很感激你提出这一点,因为我们听到很多我们支持与创新团队,无论是通过培训或咨询和帮助他们工艺创新故事,是创新团队之间经常有偏差和什么想法,他们的建筑,他们觉得势头,然后其他实体组织中需要合作或者签字或冠军为了这个想法超越的创新团队。乐动体育266我们从情感层面听到的是，就像你说的，在你获得一次商业成功之前，你会经历3000次失败。创新是一款失败的游戏，这会让创新团队士气低落。站在那里，搁置一个又一个的想法，保持你的信念，保持高效率和积极性是非常困难的。所以我很乐意听到:你能分享一些关于死亡项目日情感方面的故事吗?这是如何帮助重新定义的呢?我只是好奇，这如何能重塑一种创新文化，让它不会因为红灯而士气低落。

斯科特Collick:(00:14:01)是的，我将告诉你们一个关于死亡项目日的总结，我们发现人们分享的内容主要分为三类。我认为分享这些桶对其他团队是有帮助的，所以当他们建立他们的项目计划时，他们就像，哦，项目团队X遇到了这个。也许我应该早点说。首先，它们可以分为三类。第一个是真的吗?你所追求的机会是真的吗?你有客户认为合理的假设吗?所以有一件事:客户要求的并不总是他们需要的。我们了解到，在一些展示的产品中，他们所要求的并不是他们所需要的。因此，也许你需要学习如何以不同的方式提出问题，以解决未解决的问题。 So that was one of the things that we learned as we looked at this. Is that project real? Next one is can we win? So again, you have to provide a solution that customer will pay for. Is it can we produce it at an appropriate cost? Understand the market. Is our product – what we’re proposing in a project – is it a me too or is it something truly differentiated? So that was the second bucket as people shared why this Project X failed and why Project Y failed. And then the last one is the view worth the climb? So sometimes there’s regulatory pressure, sometimes you’re developing technology for regulators and you have to monitor the external environment. So we really found that all the stories presented on Dead Projects Day really fell into those three buckets: is it real? Can we win? And is the view – the amount that you have to invest – worth the climb?

林赛Karpowich:(00:15:40)我认为还有一件事可以帮助保持士气，就像你说的，给人们继续前进的信心和动力，那就是我们有一百万个很棒的想法，我们有一百万个很酷的事情想要尝试。正确的。如果一件事不行，别担心，你会有另一个项目要做。因此，帮助团队理解并拥有超越今天项目的未来愿景，对吗?可以给他们提供某种安全网，让他们做出决定，也许是终止或改变一个项目。正确的。因此，总有一些东西正在酝酿之中，它们将非常酷，为我们的客户和我们的业务提供价值。

重构失败叙事

凯蒂·特劳斯·泰勒:(00:16:24)我认为，就像你提到的，你的首席技术官Alexa说的，这不是爱上项目，而是爱上增长。从领导层那里听到这样的战略沟通也是很有帮助的，这在某种程度上重新定义了我们如何与我们的想法联系在一起。天哪，我们很难把自己从我们认为最好的想法中分离出来。

斯科特Collick:(00:16:46)是的，我告诉你，我很喜欢，我们有很多项目，我想快速失败，这样我们就能更快成功。这是非常重要的一点，让人们意识到他们可以放弃项目A，因为项目B和项目C即将到来，并实现支点。也许你可以从项目A中学到一些东西，并自然地应用到项目B和项目c中。接下来，我非常相信快速转变。

凯蒂·特劳斯·泰勒:(00:17:13)绝对的。这是避免灾难性或史诗级失败的关键策略，试着让失败变得更精彩。我们刚在《研究技术管理》上发表了一篇文章。我们和IRI的一个工作小组合作，叫做“辉煌的失败”。所以我必须和你们分享，并在这一集里也把它联系起来，因为我们做了几个思想领袖访谈，转向是避免重大失败的关键策略。好吧，再说一次，我痴迷于讲故事。我们在Untold发现的另一个模式和数据点是，相当多的创新项目可能会失败，因为最初构思它的技术人员或工程师没有有效地与他们沟通，或者他们在展示它的方式上可能缺乏一些关键的叙事策略，而运营或销售可能会落后。你能和我们分享一下吗?我只是好奇在《Dead Projects Days》中是否出现了故事叙述或无效的结盟?

斯科特Collick:(00:18:21)它经常出现。我认为讲故事与失败的项目有很大关系，尤其是不与客户交谈，不能清楚地表达为什么你的项目是好的。通常情况下，你会和技术人员交谈，他们会说:“是的，它解决了这个问题。”它解决了这个非常具体的问题，它使塑料的模量增强了33%。你说，然后你必须表现得像一个幼儿园的孩子:那又怎样?这样你就能制造出更坚固的零件。那又怎样?这将使汽车更安全，飞机更安全。我认为，能够讲述一个故事，将技术与最终解决方案联系起来，或将技术解决的任何客户需求联系起来，这是非常重要的。那么从公司的角度来看，公司如何通过实现这些来赚钱呢? And that storytelling really drives you to make the connection between a technical innovation and a commercial innovation and linking those together.

失败叙述后重新调整的必要性

凯蒂·特劳斯·泰勒:(00:19:19)斯科特，这是不是……我只是想象回到我们谈话的开始，你的工作，你在一段时间内转向市场营销，我相信这有助于揭示这在你的技术工作中是多么重要。

斯科特Collick:(00:19:34)是的，所以我总是要求我们的技术团队用商业语言交谈，为了说明什么是商业语言，我说，“嘿，我有这个项目，你给我20美元，我给你40美元。”所以我在和一群技术人员的会议上分享这个，我说，谁想这样做?他们就像，有什么事情发生了吗?我说，好的。最后有人说，哦，你什么时候给我钱?我说，是的，这是商业的第二语言。商业的第一语言是钱是什么?第二，钱什么时候会来?所以是20美元。一百年后我会给你40美元。 Well, that’s not a good investment. But if I say I will give you forty dollars tomorrow. Wow, that’s a great investment. And then I say, who wants to do it. And then people are like, there must be a catch. I said, yeah there is a catch. The next element is probability. So now you have to ask me how I’m going to make this money. Well, I’m going to take your twenty dollars. I’m going to go to the casino and put it on a roulette wheel. If I win, which is thirty five to one, I win seven hundred dollars, I give you your forty dollars back. So that’s probability. So the language of business is money, timing, and probability. And so as researchers and technical people, we have to think about those three elements when we talk about our innovations and really think about them. So as we develop projects and things is addressing: one, is it speeding up the time, is it increasing the probability or decreasing the risk or is it increasing the amount of money that we potentially could make? And so researchers really [have] got to take their technical concepts, modulus of a piece of plastic, and then really translate it in how it would translate into one of those things: timing, money and risk.

凯蒂·特劳斯·泰勒:(00:21:19)有趣。是的,当然有。我也在想，我看过很多技术人员的幻灯片，他们谈论一个新想法的技术特征。正确的。它不仅缺乏你所分享的业务故事，这是至关重要的，而且还有助于弥合与领导层、销售部门或运营部门之间的差距，说明它最终将如何对业务产生影响。是的。同时也为最终用户和消费者服务。那么你有没有注意到这种努力影响了你的技术团队的观点、态度和信念?

林赛Karpowich:(00:22:02)是的，我的意思是，我认为讲述这些故事的行为有助于建立一个更无畏的文化，如果你愿意的话。正确的。它帮助我们将这种透明和脆弱正常化。正确的。这将使我们能够真正地学习，从这些失败、转折点或夭折的项目中学习。正确的。这样我们就能走得更好更快，就像斯科特说的。所以，要敢于承认错误，敢于承担风险，进行公开、诚实、透明的沟通。我认为这对这个无所畏惧的组织来说非常非常重要。

凯蒂·特劳斯·泰勒:(00:22:43)你是否注意到这一事件的一些势头延伸到了那一天之外?您是否找到了捕获并创建围绕已死项目或失败的持续开放的方法，也许是您正在收集的存储库?或者是否有另一种更非正式的方式，让这些故事得以延续，让这种创新方式得以延续?

失败的普遍性

斯科特Collick:(00:23:06)是的，我个人看到项目团队和研究人员在他们自己的项目上提出更好的问题，因为他们听说过这个或那个项目，甚至是在另一个行业。“死亡项目日”的好处在于它将杜邦所有不同的业务部门结合在一起，这样我们就可以互相学习，真正拓展我们的领域，拓宽我们的安全业务所面临的领域，或者拓宽我们的电子业务所没有看到的领域。所以我认为这确实要求项目团队在项目开始时提出更好的问题。所以我实际上看到了它的连锁反应，不仅仅是今天。

凯蒂·特劳斯·泰勒:(00:23:44)所以这也是跨学科的。在座的有来自不同单位和部门的人。这也很有趣，因为很多项目被取消都可能是因为这些组织竖井之间的沟通不畅。所以现在技术团队的人可能会以一种新的方式了解运营团队，或者听到他们的价值体系。这是一个非常关键的时刻，能够理解在运营中什么得到了批准，以及这个思维过程与其他部门有什么不同。有趣。我很想问这个问题。有什么项目因此而复活了吗?有没有什么事情是我们认为，它真的不应该失败，让我们让它复活?

斯科特Collick:(00:24:36)是的，我想这是通往....的我们的第二个“死亡项目日”，我们实际上谈论了那些仍在进行，但面临关键节点的项目，我们称之为“面对恐惧:通往成功的曲折之路”。所以项目总是有很多项目失败了，然后又回来了。这种情况经常发生。由于时代的变化，一些来自死亡项目的项目正在复活。但我喜欢《Dead Projects Day Two》(我们刚刚完成)的地方在于，它谈论了成功项目的恐惧。嘿，我们在做这个项目，我们要面对这种恐惧。在我们采访研究人员时，琳赛有一套非常好的恐惧，这些恐惧阻止了人们前进。这就是《死亡计划Day Two》的重点:直面恐惧。

凯蒂·特劳斯·泰勒:(00:25:24)哇。令人着迷。好的。琳赛，你能详细说说吗?

林赛Karpowich:(00:25:28)当然。所以当我们回顾第一个“死亡项目日”以及我们从中学到了什么以及我们应该如何在第二次活动中使用它时，我们开始思考当我们问人们，你对终止这个项目有什么感觉时，我们得到的回答是什么?正确的。我们将所有这些情绪反应汇总起来。这一切都可以归结为一个共同的恐惧因素，害怕犯错。害怕说出来或挑战现状。正确的。害怕做错或不知道正确答案。这是每个面临这种挑战的人的共同经历。所以我们把话题转向解决方案。 All right. What can we do when we’re faced with these fears? We all encounter these challenging situations. How do we overcome them? And so we had some great storytelling from teams who had done just that, who had faced fears and maybe they had to tell a project. Right. Maybe the project is still not sure where they’re going. And maybe the project success wasn’t in all the scenarios that were shared. Folks were able to demonstrate and share tips, techniques, strategies and how they faced those fears and made a smart decision, right, in a challenging situation. And we kind of crowdsourced too from all the attendees, there were over 400 people from the organization to join the event. And we had some cool virtual collaboration techniques and we crowdsourced. We said, how do you do it? How do you overcome your fears? And we got some really great themes, responses back about transparency and communication and teamwork and perseverance and resilience. And so we… That’s data for us. Those are resources we gave to everybody afterwards and the sort of toolkit to say, hey, the next time you’re in a tough situation, try this or here’s how to facilitate this kind of conversation with your team to, again, just really normalize the discussion about failure and what we can learn from it.

凯蒂·特劳斯·泰勒:(00:27:39)难以置信的非常感谢你的分享。我也想回到Scott提到的支点，因为我认为这听起来像是Dead Projects Day Two对为了防止项目失败而需要发生的支点进行了真正彻底的研究。那么你能和我们分享一下关于支点的过程吗，什么样的故事在支持一个组织和做出支点决策方面是至关重要的?你有什么重要的故事想要分享吗，尤其是在大流行的情况下，以及今年我们的职业生活和个人生活中发生的所有变化?

新冠疫情后的创意:将失败叙事转化为创新

斯科特Collick:(00:28:24)我们现在身处2020年的世界。整个20世纪20年代都在旋转。我们正在学习如何向虚拟靠拢。所以实际上《Dead Projects [Day] Two》的许多故事都是关于团队的转变，嘿，我学到了这个，我的假设是这样的。我也可以在这里旋转。这一点非常关键。我想告诉你的是，我们正在努力调整组织结构，以应对新冠疫情。第一，学习如何在新冠疫情环境下工作。我给你们举个例子，看看我们正在做的不同的事情。所以在我们的业务部门，我们举办了所谓的“后疫情世界头脑风暴奥运会”。 So the Olympics were canceled this year. Everybody’s working at home and in the very early stages of the pandemic, we had our heads down, looking down, just trying to navigate the new world. And I said, hey, why don’t we work on a virtual brainstorming where we can think of how are the trends that are happening in this post-COVID world? What new opportunities would it open up for us? So we took one hundred researchers talk about pivoting and we did it all virtual and we gave them teams of five to seven people. We then gave them forty possible trends that are infecting the world, more washing hands, not doing a lot of business travel. And then we asked them to study it a little bit. And then we did a fantasy football draft where they would pick the trends and then that they would pick it off the board and then they would have to go and say, all right, with this trend, how are we going to pivot the projects and activities and what new opportunities will it create for us? Now, we did it in a game-ified fashion so that we create a little bit of competition. And one of the ways that we encourage collaboration was if your idea that you wanted was picked by the team ahead of you, you could earn points for your team by sending… Spamming their inbox with all your ideas. So they would go and two weeks later, they would present, hey, here is our trend. Trend number one and they would name it and tell a little bit of story around it and then talk about what new opportunities it creates. So we’ve already begun to resource projects. And with this pivot as we pivot to think about what the post-COVID world look like? So that’s an example of pivoting your organization and also using storytelling in the middle of a pandemic.

凯蒂·特劳斯·泰勒:(00:30:48)难以置信的哇。谢谢你的分享。我很喜欢。题目是什么来着?

斯科特Collick:(00:30:53)疫情后世界头脑风暴奥运会。有点拗口。我知道。

凯蒂·特劳斯·泰勒:(00:30:56)太好了。我们需要在全球范围内这样做。绝对的。太棒了。你还想分享其他创新的故事吗?可能是在死亡计划日，也可能是在大流行期间，或者是你正在努力的其他努力，你想让听众……你认为这会激励我们的听众吗?

斯科特Collick:(00:31:17)是的，我认为林赛在安全业务方面有很好的故事，在COVID领域，团队和我们的安全业务是如何转变的，这很好。

林赛Karpowich:(00:31:30)是的，我很想和你们分享这个故事，关于在新冠疫情后的世界里，安全和建筑是如何真正拥抱敏捷和旋转的，对吧?因此，特卫强每年生产超过两亿件服装来保护人们在各种环境中的安全。这听起来很多，但我相信你可以想象，当COVID来袭时，保护我们一线工人的防护服装和服装的需求飙升。正确的。因此，在最初的几个月里，我们能够提供超过50%的特卫强服装，这是通过真正地转移优先事项，看到每个仓库都达到最大容量。正确的。我们在短短两周内做出了所有这些巨大的改变。正确的。我们增加到每月600万件衣服。团队所做的工作真的令人难以置信。 But by March and April, it wasn’t getting any better and we needed more capacity. And so we knew we had to do something dramatic and something courageous. And so we started the initiative #TyvekTogether to create both new material and new garment solutions for our frontline workers. And it was a really bold move. It was a really big challenge. But the team recognized that they had some untapped capacity and one of our customers, so convertors. And so it was a different type of equipment which required different parameters, would produce a different fabric. But we knew that it would provide the minimally viable protection that was necessary. Right. And so they quickly coordinated with supply chain manufacturing operations, marketing, right, to ramp up additional capacity at an asset that was a little bit underutilized, coordinate this massive new product launch that ended up supplying over one hundred million extra garments to our first responders and frontline workers throughout the course of the year. And they did it by, again, really embracing agility. They were bold. They knew that something big was necessary. They weren’t going to be incremental about it. Right. They didn’t let perfection be the goal. They knew that they could make something that might be just good enough. It might not have every single property to tick the boxes, but it had the most important ones. And they knew what they were and they knew what the customers really, really needed. And they were able to really align the entire organization to this common goal. And I think that’s where the storytelling comes in. Right. They had a call to arms. They had a mission to provide protection to people around the world, and they knew they had to do it quickly. And with that kind of vision and strategic alignment from champions across manufacturing, supply, product stewardship, research and development. Right. Coming together for this common goal was really, really critical in achieving success. And so I think the tie back together is a great example of how DuPont is really pivoting and embracing the new world that we live in and striving to deliver innovation for our essential needs.

凯蒂·特劳斯·泰勒:(00:34:46)非常感谢你分享这个故事。哇，太不可思议了。我想不出比在听众心中留下这个故事更好的方式了。我将在展览笔记中链接这一努力，以便每个人都可以查看，你也可以探索如何成为前进势头的一部分。谢谢你们俩。这是一个令人难以置信的激励，非常有用，充满了实用的技巧，以及更高层次的方法，当我们思考对失败的更深层次的文化接受时，我们可以拥抱它，学习如何在需要的时候转向。我非常感谢你们今天抽出时间和我们在一起。

斯科特Collick:(00:35:31)嗯，谢谢，是的，这是一段美好的时光。

林赛Karpowich:(00:35:33)非常感谢，凯蒂。我们很感激。

凯蒂·特劳斯·泰勒:(00:35:35)听众在哪里可以更多地了解您和您的项目团队?

斯科特Collick:(00:35:40)你可以跟我来@ScottCollick在Twitter上。我非常活跃LinkedIn也

林赛Karpowich:(00:35:46)是的，我很乐意和任何感兴趣的人联系LinkedIn并乐于分享其他创新和敏捷的故事，并建立我们的社区。

凯蒂·特劳斯·泰勒:(00:35:57)非常感谢你们俩。

凯蒂·特劳斯·泰勒:(00:36:00)感谢收听本周的节目。一定要在社交媒体上关注我们，加入我们的对话。你可以在Untold Content找乐动体育足球到我们。

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*采访不是对个人或企业的认可。