Innovation Storytellers

In this episode of the Innovation Storytellers Show, I sit down with Rob Bearden, CEO of Sema4.ai, to explore how AI is transforming enterprise infrastructure from the inside out. Rob brings decades of experience from the front lines of enterprise technology, with leadership roles spanning Oracle, Hortonworks, Docker, and Cloudera. He shares how his early exposure to ERP systems sparked a lifelong fascination with automation and how that same mindset is now being applied to a new generation of AI-driven workflows. We go deep into how AI is no longer sitting at the edges of the business but is becoming embedded in core operational systems. Rob walks through real-world examples, including how financial processes like invoice reconciliation and accounts payable are being reduced from hours to minutes, while also improving accuracy and consistency. What stood out in our conversation was how these changes are not just about efficiency. They are fundamentally changing how companies think about speed, decision-making, and even the structure of their teams. But this shift does not come without challenges. Rob explains the difference between an "easy yes" and a "hard yes" when it comes to AI adoption. While many organizations are open to experimentation, scaling AI into mission-critical workflows requires a level of trust, transparency, and reliability that cannot be taken lightly. We discuss what it takes to move from proof of concept to production, and why building confidence in AI systems is the real barrier to unlocking value. Looking ahead, Rob shares a bold vision of what comes next. As AI agents take on more operational work, businesses may soon operate with smaller teams and higher output, and in some cases, entirely new business models. He even explores the idea that AI could eventually move beyond execution into strategy, raising important questions about the future role of humans in decision-making. This is a conversation that moves past the surface-level hype and into the real mechanics of how AI is changing enterprise systems, one workflow at a time. So how ready is your organization to trust AI not just to assist, but to run the processes that matter most?

What happens to storytelling when AI can write, summarize, and generate content in seconds, yet the world still depends on humans to make ideas matter? In this episode of the Innovation Storytellers Show, I sit down with Joe Lazer, Fractional CMO at Pepper, former head of marketing at Contently, and co-author of The Storytelling Edge. We talk about his new book, Super Skill: Why Storytelling Is the Superpower of the AI Age, and why he believes the most human skill we have may become even more valuable as AI grows more capable. Joe shares the personal and professional journey that led him to this argument, from working inside an AI startup to questioning what kind of future creative professionals are actually heading toward. Together, we unpack the tension so many leaders and teams are feeling right now. Companies are being told to use AI, often without a clear strategy, while employees are left trying to figure out what that means for their work, value, and future. Joe explains why so much AI content falls into what he calls the "vortex of mid," how storytelling can help innovators communicate change in ways people can actually understand, and why strong narratives still matter in boardrooms, team meetings, and moments of transformation. We also get practical. Joe walks through how to use AI as a creative partner without handing over your thinking, how to build stories that connect with real audiences, and why better listening may be one of the most underrated storytelling skills. This is a thoughtful, timely conversation about creativity, communication, and what it will take to stay human in a world increasingly shaped by machines. If you have ever wondered how to tell a stronger story in the age of AI, this episode is for you.

How do you bring innovation to life inside an organization whose job is to help other people see risk before it shows up on a balance sheet? In this episode of the Innovation Storytellers Show, I sit down with Jason Lee, Chief Intelligence Officer at Moody's Analytics, for a conversation that lives at the crossroads of national security tradecraft, financial crime investigation, and modern data-driven decision making. Jason has spent decades inside large, complex systems, from federal intelligence work to investment banking to building a security consulting firm, and he shares what he has learned about creating new programs inside environments where bureaucracy, budgets, and skepticism can slow even the best ideas down. We start with Jason's origin story because he makes a compelling point: innovation rarely comes from a formal job description. In his career, it often showed up as a "collateral duty," a leader asking him to solve a pain point, build a new unit, or design a process when the rules had not yet been written. From creating early fraud detection frameworks in banking to uncovering unconventional data sources in government work, Jason frames innovation as a mix of creativity, relationship-building, and a willingness to learn from other industries without copying them. From there, we get into how Moody's is thinking about AI right now, especially the shift from large language models toward large reasoning models. Jason explains why reasoning matters more than hype when the stakes include fraud, terrorism financing, and organized crime. He walks through what it means to use models for scenario analysis, how "tipping and cueing" can help analysts focus on what matters, and why he believes humans have to stay in the loop, especially when errors can have real-world consequences. One of my favorite parts of the conversation is when Jason brings storytelling back into the center of analytics. He explains how workshops with prospects help uncover what clients actually need, even when they cannot fully articulate it yet, and why "data experience" matters when the information is complex and intangible. We also talk candidly about where innovation programs can stall, whether it is budget politics, unrealistic KPIs, mismatched expectations across business verticals, or leaders who want short-term wins when the real value takes years to compound. If you are building inside a big organization, selling complex ideas to busy decision-makers, or trying to make AI useful without losing trust, this episode will give you a lot to think about, so what part of Jason's approach resonates most with how you see innovation playing out right now, and where do you think teams are still getting stuck?

If every headline feels like it is rewriting the rules of business, leadership, and even identity, where does that leave the people tasked with driving innovation? In this episode of the Innovation Storytellers Show, I sit down with Tommy Knoll, Co-Founder of the Human Innovation Institute, to make sense of a moment that feels both historic and deeply personal. Tommy and I have worked together in the innovation community for years, and what I value most about his perspective is that he refuses to treat change as a buzzword. He sees this era as a true turning point, one where corporate strategy, geopolitics, technology, and human psychology are all shifting at once. We talk openly about the disorientation many leaders are feeling right now. Titles are changing. Chief Innovation Officers are becoming Chief AI Officers. Five-year plans feel outdated before they are printed. Entry-level jobs are being reshaped by automation. And yet, beneath all of this turbulence, there is also an extraordinary opportunity. Tommy shares how the Human Innovation Institute is mapping what he calls "pressure zones" of this great transition. From the human technology interface to evolving capabilities, to leadership in uncertain times, he argues that innovation today demands something deeper than tools and frameworks. It requires a new level of awareness, adaptability, and courage. We explore what it really means to humanize AI, not as a marketing slogan, but as a discipline. How do organizations honor the stability that keeps the lights on while cultivating the experimentation that keeps them relevant? How do we lead teams who feel unmoored? And how do we design the future when we are building it in real time? Tommy's answer may surprise you. He believes the innovation the world needs most right now is a spiritual awakening, one that allows leaders to metabolize uncertainty without panic and to create from clarity rather than fear. If you are a corporate innovator, a transformation leader, or simply someone trying to stay grounded in a rapidly shifting landscape, this conversation will challenge you to rethink where you stand and what you are here to build. As always, I would love to hear your perspective. In a world defined by accelerating change, how are you humanizing AI and innovation inside your own organization?

What does it really take to move innovation from idea to impact inside a 95,000-person organization? In this episode of the Innovation Storytellers Show, I sat down with Vlora Muslimi, Senior Manager at TD Bank, whose path into innovation did not begin in a lab or a product team. It began in contact centers, in the daily friction of legacy tools, imperfect processes, and frontline employees trying to do their best work under pressure. With more than 15 years of experience across digital, omni-channel, and contact center operations, Vlora now leads a centralized innovation team responsible for harnessing grassroots ideas from across the enterprise. We are not talking about a handful of suggestions. Her team reviews between 16,000 and 18,000 ideas annually, and TD recently celebrated surpassing 100,000 employee-submitted ideas. Behind those numbers lies a disciplined approach to listening, triaging, matchmaking across business lines, and, most importantly, storytelling. Vlora shares how her early operational experience shaped her belief that innovation fails when it creates friction for either employees or customers. Solve only for one side, and the solution will not stick. That philosophy now guides how her team evaluates ideas, connects contact centers with technology teams, and prioritizes initiatives that balance business value with human impact. We spend time unpacking the emotional side of innovation, especially the heartbreak of ideas that do not move forward. What surprised her most was that employees were not asking for every idea to be implemented. They were asking for transparency. Who got selected? Why? What can we learn? That insight sparked a stronger internal storytelling engine, one that highlights winning ideas, shares lessons from the journey, and builds belief that anyone can bring an idea across the finish line. Our conversation also dives into empathy as a leadership muscle. Innovation leaders often rush toward outcomes, yet resistance frequently signals fear, confusion, or misalignment. Vlora explains why naming the discomfort in change, rather than sugarcoating it, builds trust and accelerates adoption. She reinforces that storytelling is not optional. It is the bridge between data and belief, between alignment and action. We explore real examples, from redesigning onboarding to improve connection and retention, to evolving adjudication processes for new-to-Canada customers. These are not flashy, headline-grabbing technologies. They are human-centered transformations that create measurable impact across millions of customers and thousands of colleagues. Looking ahead, Vlora sees growing sophistication in ideas leveraging generative AI, alongside a personal mission to increase the organization's implementation rate beyond its current 10 to 13 percent. For her, the path forward is clear. Engage more people. Strengthen the narrative. Connect impact to purpose. And when I ask her the big questions, she names the iPhone as the greatest innovation she has lived through, imagines joining Ford's original automobile team, and closes with a powerful reminder that the story the world needs now is one rooted in understanding and empathy. If you are leading change inside a complex organization, this episode is a masterclass in balancing listening with execution, process with people, and strategy with story. What might happen inside your organization if every employee believed their idea could matter?

What does it really take to close a digital divide in a city as complex, diverse, and dynamic as Long Beach, California? In this episode of the Innovation Storytellers Show, I sit down with Lea Eriksen, Director of Technology and Innovation and CIO for the City of Long Beach, to unpack the human stories behind civic innovation. We met in an unexpected setting, a steakhouse in Los Angeles during a CXO Rise gathering, where conversations about AI flowed alongside cream spinach and big ideas. That evening sparked a deeper discussion about how technology, when grounded in people and purpose, can reshape communities in meaningful ways. Lea brings more than 25 years of experience in local government, with a career that spans budget, finance, economic development, and ultimately technology leadership. What makes her perspective stand out is that she did not arrive at innovation through a traditional tech pathway. Instead, she came through public service, relationships, and a deep belief that government can work when it listens first. In our conversation, she shares how Long Beach transformed its technology function from an internal service provider into a catalyst for digital equity, smart city experimentation, and community co-creation, earning national recognition along the way. We explore how innovation in government differs from innovation in the private sector, why people and process often matter more than tools, and how programs like Smart City Challenge, Pitch Long Beach, and LB CoLab invited city staff, residents, and vendors into the same room to solve shared problems. Lea is refreshingly honest about what worked, what failed, and what cities can learn from pilots that did not survive. She also explains how Long Beach approached the digital divide as more than access to devices, focusing equally on connectivity, skills, language access, and trust. At the heart of this episode is storytelling. Lea explains why data alone is never enough, and how real resident stories helped secure long-term support for digital inclusion efforts, even as federal funding declined. From building fiber infrastructure to empowering residents to participate directly in procurement decisions, this conversation shows what becomes possible when innovation is designed with communities rather than for them. So as cities everywhere wrestle with AI hype, budget constraints, and growing inequality, what would change if more leaders started by asking whose voices are missing from the room, and whose stories still need to be told?

In this episode of the Innovation Storytellers Show, I sit down with John Elbing, Business Storytelling Strategist and founder of Standpoint, for a thoughtful conversation on how organizations can tell stronger innovation stories by shifting perspective outward. This interview is the second in The Storytellers Series, where I invite other storytellers I deeply admire, people who bring their own lenses, frameworks, and lived experience to the craft of story. John introduces his Story Building Method, a three-stage framework built around recognition, perception, and projection. He explains why compelling stories help customers recognize themselves first, understand where a brand fits second, and finally imagine what life looks like after engaging with a product or service. Throughout the discussion, John emphasizes that storytelling works best when it allows customers to see themselves as the hero of the narrative rather than being positioned as an audience to a company's internal achievements. The conversation also explores why narrowing focus can actually expand impact. John challenges the overuse of demographic personas and argues for building stories around aspirations and challenges instead. By targeting what people are trying to achieve or overcome, organizations can connect with audiences that may look very different on the surface but share the same underlying motivations. Susan and John unpack real-world examples from consumer brands, B2B software, and even nonprofit work to show how this approach changes clarity, positioning, and engagement. They also address common storytelling mistakes, from overreliance on clever language to feature-heavy messaging that misses emotional relevance. John makes a strong case for clarity over cleverness and explains why the most effective brand stories are the ones that make customers feel seen, understood, and supported. The episode closes with John sharing how listeners can continue the conversation through his book, Story Building, and offering a complimentary 45-minute pre-call consultation for those looking to sharpen their own innovation story.

Park Howell, a 40-year brand storytelling veteran and creator of the 'and, but, therefore' framework, explains why story structure maps to human biology. He explores the ABT three-word tool, using short narratives to win five-minute meetings, why emotion must lead logic, common storytelling mistakes in organizations, and how AI like the Story Cycle Genie can speed brand narrative work.

Are you an innovator who feels caught between disruption and defensibility, wondering whether corporate innovation has lost its way? In this episode of the Innovation Storytellers Show, I welcome back Greg Larkin, founder of Punks & Pinstripes, for a candid, often uncomfortable conversation about the current state of innovation within large organizations. Greg does not sugarcoat it. He argues that much of corporate innovation today earns a C-minus at best, largely because it fails the ultimate test that matters when markets tighten, and investors lose patience. If an innovation team cannot clearly justify why it deserves funding when earnings miss or a disruption hits, it is already on borrowed time. Drawing on his experience as a former Director of Innovation at Bloomberg and as an entrepreneur with multiple exits, Greg explains why innovation leadership has often been shaped by observers rather than survivors. He challenges familiar frameworks taught in boardrooms and business schools, questioning whether they prepare leaders for activist investors, AI-driven disruption, M&A fallout, or the quiet but relentless brain drain caused by the ongoing Great Resignation. The conversation explores why pitching ideas is rarely enough anymore, why outcomes matter more than vision decks, and why many innovation teams are discovering too late that credibility is earned long before the next technological wave arrives. The episode also moves beyond corporate structures into something more personal. Greg shares why he built Punks & Pinstripes as a community for executives climbing what he calls their second mountain. For many seasoned innovators, success on paper no longer matches purpose in practice. Together, we unpack what happens when wartime innovators are asked to settle into peacetime routines, why that mismatch can be soul-crushing, and how authenticity, service, and reinvention are becoming essential currencies for leaders navigating the next chapter of their careers. If innovation is facing its most precarious moment in decades, and many leaders are quietly questioning whether they still belong in the systems they helped build, what does it really take to stay relevant, investor-defensible, and human at the same time, and which mountain are you climbing right now?

How do you bring discipline to innovation without stripping away the creativity that makes it powerful in the first place? In this episode of the Innovation Storytellers Show, I sit down with Stephen Parkins, Innovation Strategist and Founder of Culturedge, to unpack what it really takes to turn innovation into a strategic asset rather than a side project fueled by hope and enthusiasm. Stephen brings an outside-in perspective shaped by an unconventional career spanning financial markets, startup entrepreneurship, and senior innovation roles within complex global organizations. That distance from the usual corporate playbook allows him to challenge some deeply held assumptions about how innovation should work and why so many well-intentioned efforts struggle to deliver measurable returns. We talk openly about the tension between creativity and structure, and why innovation does not fail because teams lack ideas, but because organizations lack clarity, consistent decision-making, and shared language. Stephen offers a thoughtful perspective on innovation management systems, including the much-debated ISO standards, and explains why guardrails are often misunderstood as constraints. Drawing on real-world experience from large enterprises, he argues that structure, when well designed, creates the conditions for better experimentation, smarter risk-taking, and stronger alignment between innovators and the core business. The conversation also dives into strategy, funding, and culture, particularly the invisible friction between those running today's business and those inventing tomorrow's. Stephen shares how portfolio thinking, exposure to risk, and optionality can shift innovation from theater to real value creation. We also explore his work as co-founder of Strategy Quest, a simulation-based approach that helps leaders practice decision-making under uncertainty, surface blind spots, and learn through consequence rather than theory. It is a compelling look at how scenario thinking and simulated environments can prepare the next generation of innovation leaders to see around corners. If innovation is meant to help organizations grow stronger in uncertain times, what needs to change in how leaders think about risk, culture, and decision-making, and are we brave enough to build systems that actually support that ambition?