The Innovation Show

The struggle you're in today is developing the strength you need for tomorrow. - Robert Tew In a world of abundance, we take many things for granted. Our morning coffee is one such example. A morning brew helps many of us win the battle to wake up by winning a neurochemical war. However, there is another battle that takes place using chemical warfare. The battlefield? The dense, green foliage of the coffee plantation. Align to the left Align in the middle Resize to full width Align to the right Add a link to the embedded image Add alt text Delete image No alt text provided for this image Created using AI Like any crop, coffee plants are subject to attack by pests. Many plants and trees have developed fascinating defence mechanisms to protect themselves against such attacks. (Like the stinging nettle to the human touch) When insects nibble on the foliage of coffee plants, they release defence compounds. One of the defence mechanisms of coffee plants is the production of caffeine. Caffeine acts as a natural insecticide, deterring and even poisoning certain insects that attempt to feed on the plant. The caffeine content in coffee leaves and beans is toxic to many insects, making them less attractive to pests and reducing the likelihood of severe infestations. In addition to caffeine, coffee plants release an acid called chlorogenic acid. This acid acts as a natural fungicide and insecticide for the plant. When we drink our cup of coffee, we also drink these compounds. Chlorogenic acid is a powerful antioxidant and helps with weight loss, blood sugar control, and heart disease prevention. However, while protecting coffee plants with pesticides and insecticides might seem beneficial, this prevents the release of chlorogenic acid. Without insect attacks, the plant does not undergo stress or produce beneficial acids. Hormesis is a process whereby a beneficial effect (improved health, stress tolerance, growth or longevity) results from exposure to low doses of a toxin or stressor. Hormesis has been studied extensively with ageing. Researchers found that introducing stressors like intermittent fasting, exercise, and cold shower therapy produces resilience and anti-ageing effects. For example, when an optional cold shower activates a mild fight or flight response, it increases our tolerance for the cold and can guard us against catching a cold. Just as we can build up our tolerance for poisons, we can improve our tolerance for adversity. This coffee narrative is a helpful metaphor that resonates in our lives and business. It's about the essentiality of struggle and how it moulds us, adding depth and substance to our existence. Just as the coffee plant needs the insect's bite to release its acid and liberate its flavour, we must struggle to bring out the best in ourselves. This is the paradoxical advantage of adversity. The Adversity Advantage: Nurturing Resilience In our forthcoming series, with former Executive Director of Research for the Accenture Institute for High Performance, Paul Nunes explains how high-performance companies develop a hothouse of talent. Paul tells us, "Talent hothouses are like agricultural greenhouses". A company needs to start with the right seeds to ensure early success for the vast majority. As those seedlings grow, leaders must find ways to prepare high-potential talent for inevitable challenges ahead. That preparation includes steps to increase their hardiness, so managers must regularly expose employees to unfamiliar ideas and ways of thinking." High-performance businesses create environments—often highly challenging—for employees to acquire the skills and experience needed to climb up the corporate ladder quickly. The goal is partly to create what our Accenture colleague Bob Thomas, in his book on the topic, calls “crucible” experiences. These life-changing events, whether on the job or not, hold lifetime lessons that can be mined to help transform someone into a leader." “You learn ten times more in a crisis than during normal times.” - A.G. Lafley Alan George "A.G." Lafley was the leader of Procter & Gamble on two separate occasions, from 2000 to 2010 and again from 2013 to 2015, during which he served as chairman, president and CEO. Lafley built muscles that served him well in later life when he led P&G in Asia during a time of economic collapse. According to Paul Nunes' research, the high-performers orchestrate crucible moments with stretch assignments or early promotions where people learn on the job. Paul identifies how some top performers assigned unfamiliar tasks to up-and-coming managers by assuming a “popcorn stand” approach. This is when they give high-potential employees a tiny business unit to manage—for example, the local operations of a small geographic market. The goal is to provide those individuals with the whole profit-and-loss experience of running a business—leading a team, serving a customer base, negotiating contracts, etc. And the organisation gets an early look at how the employees respond to that challenge—an essential piece of data because past results are typically the best predictor of a worker’s future performance. Failing towards Success: "Prediction Errors" In our current series on The Innovation Show with Mark Solms, Mark explains how the human brain learns by "prediction errors". A prediction error is the difference between what our brain expects and what actually happens. It's a mathematical term used in neuroscience to explain how our brain updates its expectations based on new experiences. This process is crucial for survival as it allows us to anticipate, plan, and react to the world around us. It's important to understand that prediction errors are not necessarily signs of failure. Quite the opposite, they can be integral to learning and growth. In the same way, high performers understand that failure shouldn’t necessarily be a firing offence. They encourage employees to take calculated risks and tolerate occasional poor outcomes as long as the results don’t stem from stupid mistakes—and as long as lessons have been learned. Sometimes, these companies even reward failure in pursuing learning and innovation. I leave you this week with the words of David Bowie because the stretch assignments work both ways; they help you prepare future leaders and help future leaders stay with you as they continue to grow... “If you feel safe in the area you’re working in, you’re not working in the right area. Always go a little further into the water than you feel you’re capable of being in. Go a little out of your depth, and when you don’t feel that your feet are quite touching the bottom, you’re just about in the right place to do something exciting.” - David Bowie. Thanks for Reading, Now, for that Coffee

Neuroscientist Mark Solms discusses the importance of feelings in understanding consciousness. He explores the roles of seeking, play, and fear in the brain, highlighting how dopamine drives seeking behavior and influences emotions. The podcast covers the neurological basis of emotions, the impact of seeking systems on behavior and addiction, the universality of play among mammals, and the dynamics of fear, play, and conditioning in shaping behavior and perceptions.

In The Hidden Spring, our guest Mark Solms takes us on the journey of Feelings. Feelings are difficult to research because they are inherently subjective, but If we exclude feelings from our account of the brain, we will never understand how it works. You tell us, to a fantastic degree, neuroscientists searching for an explanation of consciousness have ignored feelings. Mark Solms takes us on an exploration of Feelings and te work of his friend and collaborator, Jaak Panksepp.

The first in a new project on The Innovation Show. Hire For Neurosignature, Train for Skill: The Brain is Like a Waterbed "Autists are not just square pegs in the round hole of society. The real problem isn't the challenge of fitting them in, it's that in trying to do so we risk destroying their unique shape." — Paul Collins  The parents of an autistic young man approached a local convenience store, hoping to secure a job for their son. The retail chain manager, hesitant due to his team's lack of experience with special needs, said he would give the kid a chance. On his inaugural day, the manager tasked the young man with organizing food items by their expiration dates on a single shelf. He figured it would take him at least the whole day. To the manager's astonishment, the young man had meticulously arranged every shelf in the store in just three hours.  This young man, perceived as disabled, viewed sorting produce by date as a delightful puzzle. His neurodiversity brought joy to the task and put him in a flow state. But the story doesn't end there.  Harnessing the youngster's unique ability, the retailer employed him to travel between stores, solving his 'puzzles' and sorting food items. This valuable skill saved the retailer a significant amount of wastage and helped them to achieve their sustainability goals. Today, this young man earns so much that his father left his previous job to chauffeur his son (who cannot drive) around the country, solving puzzles for the retail chain.  “We all have a calling. Each one of us has a role to play on this planet. When we play the instrument that is meant for us in the orchestra of life, we will be in a constant state of bliss” - Joe Vitale  The moral of the story? Everyone has a unique place if the world gives them a chance. Unfortunately, a story like this is scarce. The unfortunate reality was recognised best by one of the great geniuses of our times, Albert Einstein, who said, “Everybody is a genius. But if you judge a fish by Its ability to climb a tree, it will live its whole life believing that it is stupid”. Because the work system is set up for efficiency, it caters for the majority. It is a drain on resources to cater to everyone. It is even more challenging to interview "everyone", so we hire for homogeneity. And somewhat understandably, as human resources, people officers and hiring executives are already stretched to the maximum. Companies are dealing with a tumultuous business environment. They are preoccupied with quenching multiple fires: AI, digitalisation, remote work, supply chain volatility, business model shifts, data, GDPR, inflation, housing crises, pandemics and even wars. The modern workplace is structured like a fine-cut diamond—rigid, linear, and sparkling with hierarchy. This construct, drawn from centuries of church and military organisation, may bring a semblance of order, but it simultaneously smothers the potential of those who don't fit the mould.  Neurodiverse individuals can struggle in these traditional environments. Executives often overlook them (or ignore them outright) due to their distinctive ways of processing information, unique patterns of thought and behaviour, and distinctive communication styles. To ensure that these square pegs aren't shoehorned into round holes, we need to rethink the design of our workplaces. We must build environments that foster neurodiversity rather than suppress it. The modern workplace is more like a network of networks, teams of teams, nuanced and complex. The brain works similarly; the brain is more about connection than calculation. Understanding this can help executives update the workplace. Imagine a world where everyone got to use their talents and didn't have to shore up their weaknesses and, in many cases, disguise those weaknesses. That is the focus of this week's Thursday Thought. The Brain is like a Waterbed  Imagine the brain as a waterbed. When one area is pushed down, or in the case of the brain, damaged, underdeveloped or overdeveloped, the other regions fill the void. This phenomenon mirrors what is known as the 'waterbed effect'. Just as the water in a waterbed redistributes when pressure is applied, the brain can restructure and adapt when certain abilities are not utilised. This isn't necessarily a sign of deficiency. On the contrary, it indicates the brain's wonderful compensatory capacities. When we neglect or underutilise some capacities, the brain develops and restructures in ways that enable us to get even greater capacity out of other aspects. Neurodiversity speaks to different types of intelligence, learning styles, communication styles, appetite for risk, openness to change and much more. When someone has a different "setting", they are not disabled. They are, as singer Danny Deardorff put it, we are all “differently abled.” The people who succeed in the workplace (and education system) do so mainly because their intelligence matches the dominant paradigm or they have found ways to adapt to the mainstream (and perhaps mask their true selves).  Neurosignature: The Neurochemical Graphic Equaliser  As a kid, I loved our family's hi-fi system. It had a record deck, cassette decks, an amplifier, a subwoofer and a graphic equaliser. They are so out of date tod that I found it difficult to find an image to illustrate what I mean, but the image above does a good job. Just as the graphic equaliser displays the signature of an audio output, I visualise the brain doing the same with the signature of our neurochemicals composition.  "Setting up a brain-friendly workplace that is naturally attractive to all neurosignatures has wide-ranging benefits. It’s far easier to reform the workplace than it is to change people. Let people play to their strengths instead of wasting energy trying to change their personalities. - Friederike Fabritius, Episode 418  One person's treasure is another's junk; what one person finds interesting is drip torture to another. What if our workplaces were crafted to harmonize everyone's unique brain patterns, or what our recent guest on the Innovation Show, Friederike Fabritius, refers to as their 'neurosignature'?  Our brain structures are as unique as our fingerprints. Friederike tells us four powerful elements shape our personalities: dopamine and serotonin neurotransmitters and estrogen and testosterone hormones. These neurotransmitters are the brain's messengers between nerve cells or neurons. Like different songs on a graphic equaliser, we each display a distinct neurosignature.  High-dopamine individuals love to explore and try new things. They thrive in ambiguity and crave change. They bring humour and fun to the workplace and can be very charismatic and inspiring. They're often innovators, changemakers, inventors and entrepreneurs. They get bored easily and are always looking for the next thrilling project. These individuals are vibrant, imaginative, and spontaneous. They are also typically optimistic and generous. However, they can be reckless, susceptible to addictions and lack attention to detail. Organisations should provide them with creative freedom and autonomy to keep them engaged. They love fresh projects, regular promotions, and job mobility. Avoid stifling them with excessive routine, or they may lose their spark. High-dopamine individuals can sometimes overwhelm others with their energy, love for change, and occasional impatience.  Serotonin People high in serotonin are reliable, detail-oriented, cautious, and loyal. They thrive on routine and structure and enjoy consistency and stability.  Testosterone People high in testosterone are tough-minded, direct, and enjoy wielding power. They tend to be analytical and use systems thinking, which involves moving logically from one step to the next to solve a problem based on a system’s “rules.” They enjoy tinkering with “systems” such as car engines or computers.  Estrogen People high in estrogen are empathetic and good at building personal connections and community. Estrogen increases the secretion of oxytocin, which enhances feelings of bonding and trust. This neurosignature excels at nonlinear “lateral thinking,” which involves examining a problem from multiple angles until insights emerge. Lateral thinkers are also good at envisioning the long-term implications of a decision. Imagine how demoralizing and exhausting it must be for an autist to conform or someone with ADHD to engage in mundane work. Someone with a distinct neurosignature fighting their true identity all day can leave you deflated and depressed. Friederike shares some fascinating research from NeuroColor, that shows how roughly 28% of men in the general population and around 72% of women exhibit traits associated with the high-estrogen brain. The data reinforces that gender should never be used to stereotype anyone’s personality or thinking style. Your gender affects your neurosignature, but it does not determine your neurosignature. In a recent episode of the Innovation Show, our guest Charles Conn lauded the value of what he calls a "Dragonfly Eye Mindset", seeing the world through different lenses. He shares how Lawrence Fung of Stanford’s Neurodiversity Project observed that successful problem solvers in Silicon Valley often show signs of being on the neurodiverse spectrum. Such individuals “have a unique ability to connect the dots, which allows them to reach conclusions quickly. Neurodiverse individuals have cognitive tendencies to look at the details first before the bigger picture, contrary to how most people dissect an issue, essentially broaching an issue from a very different lens or level.” A Final Thought “A lot of different flowers make a bouquet.” -Islamic proverb The world has changed immeasurably, and societies face increasing levels of VUCA (volatility, uncertainty, complexity, and ambiguity). If times have changed, then the composition of the teams to master those times must change. Homogeneous teams operated well in relative stability; These groups excel at incremental change, process improvements and exploitation of an existing competitive advantage. Diverse teams, on the other hand, summon a larger set of skills and perspectives. Neurodiversity is ideal for creative innovation challenges when the future is ambiguous, and the path is non-linear. In a changing workplace, rather than hiring solely based on skill, we might consider a candidate's neurosignature. Each neurosignature brings unique strengths to the table. Hiring for neurosignature and training for skill might lead to higher workplace happiness, higher revenue and lower employee turnover. Our guest on the Innovation Show a couple of weeks ago was Helen Edwards. Helen observes, "The more people differ in their ethnicity, gender, background, age and sexuality, the greater the likelihood that they will have encountered different marginal behaviours and life choices. Combine that with a declared celebration of diversity of thought. You will get people speaking up for those marginal behaviours in corporate decisions: innovation programmes, new product development, new market categories, new routes to growth. This enhanced diversity on the inside is one of the reasons we will see more ways to satisfy the extraordinary behavioural diversity that exists – hitherto often unrecognized – in contemporary society." With a deliberate aim, I've sprinkled this week's Thursday Thought with quotes from a kaleidoscope of neurosignatures and sources. Yet, there's one sentiment that truly encapsulates the essence of the theme. It's from the luminous Maya Angelou, who beautifully pronounced, “In diversity, there is beauty, and there is strength.”

In The Hidden Spring, our guest Mark Solms does not dive too deeply into Karl Friston’s mathematics. As you will discover, he summarises its implications, describing Friston’s free energy as a quantifiable measure of how a system models the world and how it behaves. This notion leads to a very different idea of consciousness from Descartes’s reason-centric version that set up the puzzling dualism of “mind” and “matter”, a la Damasio's Descartes Error. Mark explores the “cortical fallacy,” which refers to his view that neuroscientists who have argued that the “seat of consciousness” is in the cortex are wrong. Recent neuroscience has shed light on where this is. As Mark points out, damage to just two cubic millimetres of the upper brainstem will “obliterate all consciousness.”   So where does it "Spring" from?   00:00:00 Intro 00:00:12 Teeing Up “The Cortical Fallacy” with hydranencephaly, a rare condition in which the brain's cerebral hemispheres are absent and replaced by sacs filled with cerebrospinal fluid. 00:02:37 “The Cortical Fallacy”  00:18:14 The Report-ability Problem of Consciousness 00:31:00 Chemical and Pharmacological Probes 00:37:00 1949 discovery of the Reticular Activating System  00:55:25 The Reticular Activating System: Salience, Filtering, Gratitude, Law of Attraction 00:58:00 The Mr. W joke and The Global Workspace Theory

Neuroscientist Mark Solms discusses consciousness and dreaming, challenging traditional views. Topics include REM sleep research, dopamine's role in motivation and psychosis, fabrications in memory recall, bridging psychoanalysis and neuroscience, the importance of language in psychology, and insights into consciousness and autobiographical elements.

Neuroscientist Mark Solms delves into the mysteries of consciousness, discussing the Free Energy theory, the impact of traumatic brain injuries, the connection between consciousness and feelings, the influence of Freud and Jung, the significance of storytelling in neuropsychology, and the exploration of feelings in neurology and computational neuroscience.

The podcast discusses how to save the world from AI and explores the key to successful organizational change, overcoming resistance, identifying shared values, and the challenges of contributing to AI in a commercial context.

I was MC for the tech stage at the Fifteen Seconds Festival in Graz, Austria. I had the pleasure of meeting the brilliant Phaedra Boinodiris. A fellow with the London-based Royal Society of Arts, Phaedra has focused on inclusion in technology since 1999. She is the business transformation leader for IBM’s Responsible AI consulting group and serves on the leadership team of IBM’s Academy of Technology. She is the author of the book “AI for the Rest of Us”, and is a co-founder of the Future World Alliance, a non-profit dedicated to curating K-12 education in AI ethics. She is pursuing her PhD in AI and Ethics at University College Dublin’s Smart Lab. In 2019, she won the United Nations Woman of Influence in STEM and Inclusivity Award. Women in Games International recognised her as one of the Top 100 Women in the Games Industry as she began one of the first scholarship programs in the United States for women to pursue degrees in game design and development. Find Phaedra here: https://phaedra.ai

Helen Edwards joins us for part 2 of a 2-part episode on her book, "From Marginal to Mainstream Why Tomorrow’s brand growth will come from the Fringes – and How to get there first.” Her book shows why businesses, marketers and entrepreneurs need to break free from their 'mainstream inhibition' and turn their attention to the margins - to confront, evaluate and embrace the 'strangeness' of behaviours, ideas and ways of life at the fringes. 

 Using original research and analysis of the brands that have successfully backed marginal behaviours, Helen provides a framework for understanding and evaluating this non-obvious, untapped potential. 

Marginal behaviours may be unpromising, untested, weird, even sometimes repulsive - yet they can point the way to the future. 

T oday's margins are tomorrow's pot of gold - if you know where and how to look.