Virtual Innovation Collaboration

Forget "using" AI tools – in the near future, we'll work alongside AI Teammates built on agentic technologies. This isn't hyperbole: search interest for "AI agent" has quadrupled since September 2024, reflecting a fundamental shift in how we'll work. What's new isn't just incremental improvement, but a sudden leap in complexity and capabilities. We're witnessing the birth of systems that can reason, learn, and execute complex tasks with minimal human oversight.  The winners of the next decade won't just adopt AI – they'll fundamentally redesign their organizations around human-AI collaboration. The most successful companies will create AI agents that: 1. Amplify human expertise (not replace it) 2. Navigate physical environments (moving beyond screens) 3. Coordinate in complex multi-agent systems (the new cloud architecture) 4. Build trust through transparent governance (embedded from day one) 5. Transform humans who partner with AI into something more: hum(AI)n The biggest opportunity isn't automating away jobs – it's creating AI Teammates that amplify human capabilities in a true Collaborative Intelligence Era. In my latest newsletter, I break down five critical insights founders and product builders need to understand the agentic frontier, identify opportunities for intelligence and integration, and build with human amplification (not replacement). If you're building an AI Teammate, I'd love to hear about your experience in the comments. #AITeammates #AIagents #CollaborativeIntelligence World Economic Forum

💎 60 UX Strategy Methods And Activities (Figma) (https://lnkd.in/eCDU-vhR), a large repository of UX methods, templates and activities for ideation sessions and product sprints, from storyboards and brainwriting to 6 thinking hats, journey mapping and concept testing. Neatly put together in one single place by fine folks at Merck. The team has also put together a very thorough overview of their UX Strategy Kit (https://lnkd.in/ek5dEYn4), broken down by categories for strategy, observation, ideation and warm-up, along with detailed video walkthroughs, examples and step-by-step guides. Frankly, most of these methods are unfamiliar to me. And by no means is the point to actually study and apply all of them. What works for you works for you. To strategize, I rely on How Might We but also think about metrics that should be moved once we implement some features or refine some user flows. For event storming and brainstorming, I tend to rely on Bono’s 6 thinking hats to align brainstorming, and (of course) journey mapping. For ideation, I love using storyboards to jump right into the user’s success story, but would also use card sorting with cut-out paper cards to understand user’s mental model. And for almost every project, I’d run concept testing with tree testing or Kano model, or low-fidelity/paper prototyping to understand if we are on the right track. Once you sprinkle a bit of critical thinking, early user testing and strategic planning across the design work, you gain confidence that you are moving in the right direction. And really that’s all you need. A few of my personal bookmarks with UX methods and activities: UX Tools For Better Thinking, by Adam Amran 👏🏽 https://untools.co/ Playbook For Universal Design (+ PDF/Powerpoint templates) https://lnkd.in/ernris4g UX Methods & Projects, by Vernon Fowler https://lnkd.in/eAHaiaSm 18F Method Cards https://methods.18f.gov/ Hyperisland UX Methods Resource Kit 👍 https://lnkd.in/eDTaci7T How To Design Better UX Workshops, by Slava Shestopalov https://lnkd.in/edxqCC-n How To Run UX Workshops With Users, by yours truly https://lnkd.in/ejm7_TsS Happy designing, everyone — I hope you’ll find these guides and resources helpful to get started. Just don’t feel like you have to try out all of them. It might be much more worthwhile to get early feedback from stakeholders and end users, even if your work isn’t really “good” enough. Good luck! #ux #design

Innovation is the lifeblood of progress, but it doesn’t happen by chance. It’s cultivated in environments where team members feel safe to share ideas and challenge the status quo. Creating a culture of innovation means nurturing an environment where bold ideas can flourish. It’s about openness, diverse perspectives, and the freedom to experiment. When people feel empowered to speak up, creativity thrives, and true innovation follows. So, how do you create such a culture? 1️⃣ Embed a Growth Mindset: Encourage continuous learning and development across all levels of the organization. Provide resources for professional growth and celebrate learning milestones, fostering an environment where knowledge and skills are constantly evolving. 2️⃣ Facilitate Cross-Functional Collaboration: Break down silos and encourage teams from different departments to work together. Cross-functional projects can bring fresh perspectives and spur innovative solutions that wouldn’t emerge in isolation. 3️⃣ Implement Structured Feedback Mechanisms: Establish regular feedback processes focused on constructive criticism and actionable insights. Ensure psychological safety so team members feel secure, viewing feedback as an opportunity for growth rather than critique. 4️⃣ Encourage Calculated Risks: Promote a culture where calculated risks are welcomed. Empower your team to explore new ideas and approaches without fear of failure. Recognize and reward innovative efforts, even when they don’t result in immediate success. By embedding these principles into your organizational culture, you can pave the way for continuous growth and success. Let’s create spaces where innovation is not just an aspiration but a tangible reality. #Leadership #Innovation #FutureOfWork

Cancel all recurring meetings. Seriously, all of them. Try it now. At Buffer we ran an experiment: A month without any recurring meetings. Zero. No daily standup's , or 'weekly check-ins', no cycle planning calls, or 1-1s. What could go wrong? Well, this experiment was so successful, that we've now been doing this for more than 2 years. 2 years operating the business without any recurring calls for anyone in the company. The best part? we've seen the best results financially in Buffer's history. The only recurring meeting for all Bufferoos is our monthly All Hands. A call that the entire company joins. But other than that, teams decide how often they need to meet. I am part of a team that has no recurring meetings. We've been operating this way since this new team was formed 6 months ago. Some of the benefits we've seen from doing this: - Productivity boost: A lot more time to focus for Engineers, Designers, and Product Managers. - A lot more time to conduct user research and dive deeper into data, design or coding. - Less context switching - Less meeting fatigue - More flexibility with your schedule (need to run a quick errand? no problem. Buffer is a values led company, high-trust, high-agency). - When we have calls, they are shorter and really well structured and productive. And, since we have few calls, everyone tends to be top of their game, fresh, creative and present. So, how do we do it? How do we make decisions? Coordinate and work together? (1) Strong documentation and writing-first culture: Writing is thinking. And we've put that to the test with great results. (2) We use great tools to document decisions and replace synchronous communication (calls) with asynchronous communication. At Buffer we use Campsite, Slack and Linear (shout-out to Linear for making amazing software for distributed teams). Each serves a different purpose. (3) We use AI to help us summarize calls and document things (Granola is what we are currently using, but we've also relied on Zoom's AI summaries). So, do we still have calls? We do. Calls are still important. Recurring calls are the problem. But, having an async culture, in which we document our thinking and decisions, actually makes our calls (when they happen) a lot more productive and focused. We meet when we see that async it will take too long to align or if something is not yet properly defined. We also meet to do brainstorming sessions or sessions in which real-time collaboration will be more efficient. We also meet to cook together, bond, and play games We are not at zero calls now. That was only during that first month of the experiment. But we have significantly lowered and shortened our calls. And whenever they happen they are 10X more productive and focused. As Paul Graham said once: "Meetings are a necessary evil. Necessary, but still evil. So there should be as few as possible, and they should be as short as possible". How much time did you spend in meetings last week?

Teams will increasingly include both humans and AI agents. We need to learn how best to configure them. A new Stanford University paper "ChatCollab: Exploring Collaboration Between Humans and AI Agents in Software Teams" reveals a range of useful insights. A few highlights: 💡 Human-AI Role Differentiation Fosters Collaboration. Assigning distinct roles to AI agents and humans in teams, such as CEO, Product Manager, and Developer, mirrors traditional team dynamics. This structure helps define responsibilities, ensures alignment with workflows, and allows humans to seamlessly integrate by adopting any role. This fosters a peer-like collaboration environment where humans can both guide and learn from AI agents. 🎯 Prompts Shape Team Interaction Styles. The configuration of AI agent prompts significantly influences collaboration dynamics. For example, emphasizing "asking for opinions" in prompts increased such interactions by 600%. This demonstrates that thoughtfully designed role-specific and behavioral prompts can fine-tune team dynamics, enabling targeted improvements in communication and decision-making efficiency. 🔄 Iterative Feedback Mechanisms Improve Team Performance. Human team members in roles such as clients or supervisors can provide real-time feedback to AI agents. This iterative process ensures agents refine their output, ask pertinent questions, and follow expected workflows. Such interaction not only improves project outcomes but also builds trust and adaptability in mixed teams. 🌟 Autonomy Balances Initiative and Dependence. ChatCollab’s AI agents exhibit autonomy by independently deciding when to act or wait based on their roles. For example, developers wait for PRDs before coding, avoiding redundant work. Ensuring that agents understand role-specific dependencies and workflows optimizes productivity while maintaining alignment with human expectations. 📊 Tailored Role Assignments Enhance Human Learning. Humans in teams can act as coaches, mentors, or peers to AI agents. This dynamic enables human participants to refine leadership and communication skills, while AI agents serve as practice partners or mentees. Configuring teams to simulate these dynamics provides dual benefits: skill development for humans and improved agent outputs through feedback. 🔍 Measurable Dynamics Enable Continuous Improvement. Collaboration analysis using frameworks like Bales’ Interaction Process reveals actionable patterns in human-AI interactions. For example, tracking increases in opinion-sharing and other key metrics allows iterative configuration and optimization of combined teams. 💬 Transparent Communication Channels Empower Humans. Using shared platforms like Slack for all human and AI interactions ensures transparency and inclusivity. Humans can easily observe agent reasoning and intervene when necessary, while agents remain responsive to human queries. Link to paper in comments.

❌ Is remote work KILLING innovation? 👀 Last week, Nike's CEO John Donahoe blamed working-from-home for the company falling behind on innovation. 🧑💻 He said that it’s tough to be disruptive when people are working remotely. In an interview with CNBC, Donahoe was asked about the company’s lack of fresh new products in its assortment, which had been a concern among investors. 🎙 “What’s been missing is the kind of bold, disruptive innovation that Nike’s known for & when we look back, the reasons are fairly straightforward,” said Donahoe. He pointed out that footwear factories in Vietnam were forced to close during the pandemic but “even more importantly,” Nike’s employees worked from home for over 2 years... ☠️ “In hindsight, it turns out, it’s really hard to do bold, disruptive innovation on Zoom,” Donahoe said. 📈 The Nike teams came back together 18 months ago in person, and the company says they are feeling a positive change. Ever since, the company has been ruthlessly focused on rebuilding its innovation pipeline, not-from-home. 🤨 But is it true that disruption cannot be achieved remotely? What does the data say? Studies on the impact of WFH on innovation show mixed results: → A study from Stanford University suggests that fully remote work can lead to approximately 10% lower productivity compared to in-person, which might affect innovation negatively due to challenges like reduced communication & cultural cohesion. → McKinsey also found that remote work might limit tasks requiring physical presence or specialized equipment, which would be the case when you're prototyping new shoes, in Nike's case. 🙅 However, not all sources confirm the above statements: → Harvard Business School highlighted that remote work can potentially lead to different types of innovation, spurred by greater access to talent who prefer or require remote work arrangements. ✅ Automattic, for example, the company behind WordPress, runs entirely remotely and is known for its strong innovation culture. They utilize 'async' communication & autonomous work practices, allowing employees to work on what they think will benefit the company most, without rigid schedules or physical meetings. 🚀 Many other large tech companies like monday.com or Telegram Messenger -who can be called pretty innovative- also succeed in remote innovation. The WFH model has definitely led to successful examples of innovation, proving that remote work CAN indeed lead to disruptive innovation. ⬇️ To wrap up: while remote work surely presents challenges to innovation, it can also lead to new opportunities for creativity & problem-solving that wouldn't have surfaced in a traditional office setting. What do you think? 💬👇 #innovation #wfh #remote #futureofwork #nike #business

During my career, I had the opportunity to build a team dedicated to supporting learning needs for a global audience. For the first time, I collaborated with someone who operated fully remotely. Our first in-person meeting took place nearly two years later, but by then, we had already formed a strong team. Despite our different time zones, we consistently met our commitments together. This experience is truly unforgettable for me. Oncourse, managing a diverse team with both remote and in-office members can be quite a balancing act. It's essential to ensure that everyone feels connected, engaged, and empowered to give their best. Here are a few approaches that have worked well for me: 📍Clear Communication: Regular, transparent communication is key. Leveraging various tech tools keeps everyone informed and connected. 📍Flexible Work Arrangements: Promoting a flexible work style allows team members to adapt to their schedules while feeling fully supported. 📍Team-Building Activities: Organizing virtual or in-person events helps build camaraderie and strengthen team relationships. 📍Recognition and Appreciation: Celebrating achievements, no matter the location, boosts morale significantly. A little acknowledgment can make a big difference. 📍Trust and empowerment: Trust your team members to handle their responsibilities. Empowering them to make decisions and take ownership fosters a positive work environment. What strategies do you find effective for managing a hybrid workforce? Let’s share insights and learn from one another!

AI isn't just a tool; it's becoming a teammate. A major field experiment with 776 professionals at Procter & Gamble, led by researchers from Harvard, Wharton, and Warwick, revealed something remarkable: Generative AI can replicate and even outperform human teamwork. Read the recently published paper here: In a real-world new product development challenge, professionals were assigned to one of four conditions: 1. Control Individuals without AI 2. Human Team R&D + Commercial without AI (+0.24 SD) 3. Individual + AI Working alone with GPT-4 (+0.37 SD) 4. AI-Augmented Team Human team + GPT-4 (+0.39 SD) Key findings: ⭐ Individuals with AI matched the output quality of traditional teams, with 16% less time spent. ⭐ AI helped non-experts perform like seasoned product developers. ⭐ It flattened functional silos: R&D and Commercial employees produced more balanced, cross-functional solutions. ⭐ It made work feel better: AI users reported higher excitement and energy and lower anxiety, even more so than many working in human-only teams. What does this mean for organizations? 💡 Rethink team structures. One AI-empowered individual can do the work of two and do it faster. 💡 Democratize expertise. AI is a boundary-spanning engine that reduces reliance on deep specialization. 💡 Invest in AI fluency. Prompting and AI collaboration skills are the new competitive edge. 💡 Double down on innovation. AI + team = highest chance of top-tier breakthrough ideas. This is not just productivity software. This is a redefinition of how work happens. AI is no longer the intern or the assistant. It’s showing up as a cybernetic teammate, enhancing performance, dissolving silos, and lifting morale. The future of work isn’t human vs. AI. The next step is human + AI + new ways of collaborating. Are you ready?

Here’s a truly impactful AI multi-agent application that I’m excited to share! Imagine a world where the boundaries of scientific research are pushed beyond traditional limits, not just by human intelligence but with the help of AI Agents. That's exactly what the Virtual Lab is doing! At the heart of this innovation lies large language models (LLMs) that are reshaping how we approach interdisciplinary science. These LLMs have recently shown an impressive ability to aid researchers across diverse domains by answering scientific questions. 𝐅𝐨𝐫 𝐦𝐚𝐧𝐲 𝐬𝐜𝐢𝐞𝐧𝐭𝐢𝐬𝐭𝐬, 𝐚𝐜𝐜𝐞𝐬𝐬𝐢𝐧𝐠 𝐚 𝐝𝐢𝐯𝐞𝐫𝐬𝐞 𝐭𝐞𝐚𝐦 𝐨𝐟 𝐞𝐱𝐩𝐞𝐫𝐭𝐬 𝐜𝐚𝐧 𝐛𝐞 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐢𝐧𝐠. But with Virtual Lab, few Stanford Researchers turned that dream into reality by creating an AI human research collaboration. 𝐇𝐞𝐫𝐞'𝐬 𝐡𝐨𝐰 𝐢𝐭 𝐰𝐨𝐫𝐤𝐬: → The Virtual Lab is led by an LLM principal investigator agent. → This agent guides a team of LLM agents, each with a distinct scientific expertise. → A human researcher provides high level feedback to steer the project. → Team meetings are held by agents to discuss scientific agendas. → Individual agent meetings focus on specific tasks assigned to each agent. 𝐖𝐡𝐲 𝐢𝐬 𝐭𝐡𝐢𝐬 𝐚 𝐠𝐚𝐦𝐞𝐜𝐡𝐚𝐧𝐠𝐞𝐫? The Stanford team applied the Virtual Lab to tackle the complex problem of designing nanobody binders for SARSCoV2 variants. This requires expertise from biology to computer science. The results? A novel computational design pipeline that churned out 92 new nanobodies. Among these, two exhibit improved binding to new variants while maintaining efficacy against the ancestral virus. making them promising candidates for future studies and treatments. This is not just a theoretical exercise. It's a real-world application that holds significant promise for scientific discovery and medical advancements. AI isn't just a tool anymore; it's becoming a partner in discovery. Isn't it time we embrace the future of collaborative research? What do you think about the potential of AI in revolutionizing science? Let's discuss! Read the full research here: https://lnkd.in/eBxUQ7Zy #aiagents #scientificrevolution #artificialintelligence

Leading in the digital age is not just about mastering technology; it’s about mastering change. As someone guiding an organization through rapid shifts, I’ve learned that digital transformation is, at its core, about people. I used to think building digital capabilities meant investing in the latest systems, but I quickly realized that the most critical investment is in developing a culture of adaptability. Digital IQ starts at the top. If I don’t immerse myself in emerging tech, competition and customer trends, how can I expect my team to embrace them? Instead of attempting to overhaul the entire company, I started with digital-ready teams, those eager to experiment, collaborate, and drive results. Their success became proof of concept, showing the rest of the organization what’s possible. Change requires persuasion, not mandates. A digital leader must inspire transformation at every level, ensuring that innovation, agility and collaboration become part of the mindset. Transformation is sustained when people evolve alongside technology. #digitaltransformation #organizationalchange