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Hey everyone!

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I'm so excited to be talking to Duncan

Wardell, who's

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the former head

of creativity and innovation at Disney.

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He's worked with teams

across Pixar, Marvel, Lucasfilm,

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and the fortune 100

to unlock their boldest ideas.

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What's cool about Duncan

is that he's insanely passionate

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about creativity and making it

not just for fun, but actually practical.

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This is an area where there's

a lot of advice that sounds great,

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but completely falls apart

once you try to do it.

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I really want to know what

this practical advice can pass that test.

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Let's find out.

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Duncan, you're an ambassador

for creativity and innovation,

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and I'm curious to get your perspective

on, you know, the state

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of organizational creativity in 2025.

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You've talked before about,

you know, AI and the changing technology

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landscape as it pertains to creativity.

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Is creativity

getting more important or less important?

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Easy.

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More. Well. Oh, sure.

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So why?

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So he comes. AI. Right.

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So in the last four years we've had,

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we all did really well

at doing what we did until 2020.

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And then we had a global pandemic

generation Z entering the workforce

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doesn't want to work for any corporations

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because they're driven by profit,

not purpose.

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And the boomers think that generation

Z will bend to them because the boomers

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had to bend to their elders.

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But hey, guess what?

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Generation

Z can tell the planet you couldn't.

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And so.

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And until you have this mandatory

return to the office.

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Yeah, good luck with that.

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You're going to lose

all of your talented employees.

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Then we have climate change.

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Anybody who doesn't believe in it

are welcome to come and look at my back

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garden.

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That used to be one in Central

Florida is now a lake.

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And and then he comes.

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I so, I've been working with Google

on their DeepMind project,

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and I asked the chief engineer

what she believes

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would be the most employable skill

sets for the next decade.

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I said, how am I going to compete

with what you're doing?

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She said, oh, that's easy.

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I said, well, how's that?

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And she said, well,

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the most employable skill sets

for the next decade will be the things

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that will be the hardest for her

to program into artificial intelligence.

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What would those be?

The ones with which were born?

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Imagination, creativity, curiosity,

empathy and intuition.

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We were all. But.

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So when you were a small boy

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and you were given a gift for a holiday,

it came with a huge box.

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And the only thing that. Did

you have brothers or sisters?

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I have a younger brother. Yeah.

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So the only thing that mattered was who

had the biggest box underneath the tree.

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You didn't care

what was in it as long as it was yours.

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And it took you ages of time

to take the toy out of the box

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where you spend the rest of the week

playing with.

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Right. The box. Right.

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So for us, it was your castle.

Was anything you wanted it to be to.

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You went to the number one

killer of creativity and imagination.

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Western education.

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And the first thing

you were taught to do in their

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telling your first grade is to do

today's dance.

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Gets killer in between the lines.

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Children are born very curious.

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Why why why why why why?

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The insight for

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innovation, the core consumer

truth comes on the fourth or fifth. Why?

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But our data only stops at the first

or second. Why?

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Today is getting better

and getting better every day.

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But you can't feel data.

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And so, so the.

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He comes. Empathy and intuition.

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If I were to survey 5000 people and

ask them why they go to Disney on holiday,

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the number one response was

they would go for the new attractions.

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If I were to only rely on my data,

I could spend $250 million

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on a capital investment strategy.

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But if I were to pause for a moment,

that child

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like not childish and say, well,

why do you go for new trips?

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I like I like the classic.

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Why do you like the classics?

I like smaller.

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Why on earth do you like this more?

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I remember the music.

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Oh, God. No, not by the music.

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Was my mom's favorite ride.

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And why is that important

to 25 years later?

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Our time is also now.

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From your insight, for innovation

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has nothing to do with capital investment

strategy

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and everything to do with people's

personal nostalgia and memories.

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That's a communication campaign.

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But then we go to the number one

killer of curiosity, western education.

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And the next thing we're taught to do

is stop asking why?

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Because. Is anyone right answer.

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I did an experiment

because I intuitively believed it

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to be true,

but I needed to prove it to myself.

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So I was giving a speech at a university

with 3000 university students,

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all between the ages of 19 and 24,

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and I brought in one

first grade class of 30

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little six year olds with their teacher.

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And I sat in them in the middle

and said, hands up, who's creative?

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Me me me me me me.

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30 hands shot into the air, no hesitation.

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And the other 3000 state down.

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So will I replace these skills over time?

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The answer is nobody knows today.

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But not in the short term. I suspect.

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And so those things that perhaps were not

the most employable skill sets of our,

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career up to now, they are now,

and I define I do not define.

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Creativity is the ability to paint

or write music.

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I define creativity

as the ability to have ideas.

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And we all have hundreds today.

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I define innovation is the ability

to get those ideas done.

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That's the hard part.

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So, you know, with creativity being

as important, more important than ever,

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how much of how much of creativity

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and our own individual,

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you know, need to bring creativity

to work.

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How much of that is our responsibility

versus the organizational responsibility?

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And what's the best way

to fuel this in the workplace?

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Well, so first of all,

I would encourage, playfulness.

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And so why?

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Because if you ask people

who are the most creative people

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you ever met, people say kids.

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You say, well,

what do they do? Business, play.

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So let me explain the importance

of playfulness at the right time.

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Can I invite you

for just a second to close your eyes?

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I want you to shout out the answer

to the following question,

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providing it's something you can shout out

in public on your podcast.

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When I ask you the following question

where are you usually

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and what are you doing

when you get your best ideas?

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I'm out walking typically.

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Then open your eyes.

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I've done this

with up to 20,000 people in Helsinki.

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You hear?

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Shower, walking, jogging,

falling asleep, waking up,

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in the bathroom, at the gym, commuting.

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And I get people to write it down.

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And even with 20,000 people, hands up.

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Who wrote down at work?

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Nobody.

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Nobody ever gets their best ideas at work.

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Well. Why not? Well,

close your eyes again.

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Actually, for people

listening are watching.

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Close your eyes

to picture that last verbal argument.

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Somebody. A bit of a shouting match.

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Angry at them.

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They're angry at you.

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Now you turn to walk away

from that argument.

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Your five seconds away,

the 10s you're 20s away from the argument.

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And what just popped into your head

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totally spontaneously that second

you turn to walk away from that argument.

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What was it?

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Yeah. What you wish you said.

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Yeah. The killer one liner.

You can open your eyes.

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That perfect, beautiful line.

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Oh, yeah.

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If I said that I covered

in the perfect line.

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We can write volumes and volumes

and volumes of the perfect line.

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We never delivered.

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Why? Because when you're an argument,

your brain is moving in a

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thousand miles an hour

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defending yourself.

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Guess what your brain looks like at work

emails, presentations, weekly

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posts, expense reports, weekly meetings.

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And I hear myself say,

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I don't have time to think.

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The number one barrier

to innovation and creativity.

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And when we hear ourselves say,

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I don't have time to think, you

on the brain state called beta.

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I call it busy beta, where the reticular

activating system, much easier remembered

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as a door between your conscious

and subconscious brain is when we closed.

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When that door is closed

and you don't have time to think,

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you are working with your conscious brain

and you can Google this.

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What percentage of my brain is conscious?

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13% of your brain is conscious.

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87% of your brain is subconscious.

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Every meeting you've attended,

every innovation you've ever seen,

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every creative problem you've ever

sold, is back here

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to serve as unrelated stimulus

to help you solve the challenge

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you're working on right now.

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But when the door shut,

you don't have access to it.

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So what do I do?

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I run energizers there in the book.

The imagination.

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But what is an energizer?

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An energizer is a 62nd exercise

specifically designed to make you laugh.

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Why? Because the moment I hear laughter,

I know that metaphorically,

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I've just opened the door and placed

you metaphorically back in the shower,

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where the door between your conscious

and subconscious brain is just wide

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enough open.

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You can still make an informed decision

in the shower or when you walk in,

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but you could still have a big ideas.

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I don't expect people to be playful

every minute of every day.

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I do expect people to be playful

when they're trying to develop

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big ideas,

particularly as a leadership team.

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So as a leadership team,

I'm glad you brought that up.

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Duncan,

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what do you recommend for leaders in terms

of, you know, cracking the door open?

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You talked about energizers, but how do we

how do we structure this

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in the workplace to make sure

people can be playful and be creative?

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This one's easy.

I do an exercise. Let's try it.

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So, Jeff, you and I are responsible

for a $100,000 birthday party tonight.

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You and I are responsible

for designing that party.

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Are we going to do a Star Wars party

or a Harry Potter party.

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A Star Wars?

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So I'm going to come with you

some amazing ideas for a Star Wars party.

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I'd like you to star each

and every response with the words.

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No, because the words you always hear

at work and tell me why not?

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So start with no. Because.

And then tell me why not.

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So I was thinking of coming to your house

and, actually to blowing up

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the structure, the inside of the house

and turn it into an intergalactic,

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canteen.

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And we can have food and wine

from the house and the. That's tattoo.

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You know, I have the cantina band

playing. It'd be great.

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No, because there's not

nearly enough space.

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It wouldn't.

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It just wouldn't fit. Right. Okay.

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Right.

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Well, we borrow somebody's

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corporate jet

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and we paint it

black and turn it into the desktop,

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and we'll go down to Walt

Disney World to Galaxy's Edge.

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Know the logistics.

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And the budget would just never work

for something like that.

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How about a glow?

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Oh, no. Cosplay party.

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All the tall people could come

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as Lord Vader

and all the little people will be books.

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No, it's people would complain it's

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too discriminatory

and they'd want more control.

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Yeah, how about glow

in the dark lightsaber fight

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now? Because it would

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have to be in the dark, and that causes

a whole series of problems.

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All right, what if we just show

the movies back to back?

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We do a movie marathon,

give people free Coca Cola and popcorn

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while.

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No, because, you know,

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where are you showing that

it'd be far too long for a birthday party?

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Okay, so we'll stop there.

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The biggest barrier to innovation is not,

time to think.

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The biggest barrier to innovation

is our own river of thinking.

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Well, what's a river thinking?

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It's our own expertise

and our own experience built on years

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of of experience

in our company, in our industry,

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allowing us to make quick

and informed decisions.

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But the world's changed.

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We don't get to think

the way we always do.

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So no, because has served as very well

for the last 30 years.

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The challenges from the more

the leadership team

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have the experience and expertise.

That's the single biggest barrier.

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Right.

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And so,

yeah. So so let me ask you a question.

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Do you think our idea is getting bigger

or smaller as we were going just say.

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Smaller, a lot smaller.

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Okay, so let's try it again.

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Can we do Harry Potter?

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Sure. Excellent.

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So I'm going to come at you

some ideas for Harry Potter party.

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Same budget, $100,000.

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Only this time

I'd ask you to respond with the words yes.

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And they'll be the first two words

you use in each response.

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And then you'll build on

what I've given you.

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So I think he wrote coming to your house.

Right.

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Put a sorting hat outside the front door

and all the goodies

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get to go to the Gryffindor party and

all the bad people get the dark mysterious

00;10;05;27 - 00;10;07;14

with the red party.

00;10;07;14 - 00;10;10;04

Yes. And we can have,

you know, four different parties

00;10;10;04 - 00;10;13;03

and completely different experiences

for different people.

00;10;13;03 - 00;10;13;19

Oh, yes.

00;10;13;19 - 00;10;15;27

And we can have a magic potions room

where everybody drink

00;10;15;27 - 00;10;18;27

some amazing cocktail

that turns into something totally freaky.

00;10;19;17 - 00;10;22;27

Yes. And we can prepare it all in advance

and make sure that there,

00;10;23;12 - 00;10;25;17

you know, delicious.

Made with fresh fruit.

00;10;25;17 - 00;10;26;05

Oh, yes.

00;10;26;05 - 00;10;29;21

And we can invite in all the stars

from the film Daniel Radcliffe, Hermione,

00;10;29;29 - 00;10;31;26

Hermione Granger, forgotten Moss

00;10;33;21 - 00;10;34;16

and holograms

00;10;34;16 - 00;10;38;05

of those who have passed Maggie Smith,

Robbie Coltrane will actually have.

00;10;38;09 - 00;10;41;08

Oh, yeah, because they could be ghost

like headless Nick.

00;10;41;08 - 00;10;42;17

Yeah. Let's, Yes.

00;10;42;17 - 00;10;45;02

And let's get those invitations out

as soon as possible.

00;10;45;02 - 00;10;46;03

They're going to be so excited,

00;10;46;03 - 00;10;48;22

and it'll help us structure the party

and what we can do.

00;10;48;22 - 00;10;51;22

Yes, and we could deliver the invitations

by our.

00;10;54;05 - 00;10;55;06

So. Yes. And.

00;10;55;06 - 00;10;56;12

Yeah. Yeah.

00;10;56;12 - 00;10;57;06

We'll stop there.

00;10;57;06 - 00;10;58;29

A lot more laughter, a lot more energy.

00;10;58;29 - 00;11;01;08

Most of us became Italian

for the first time this morning.

00;11;01;08 - 00;11;03;07

This time around, bigger or smaller?

00;11;03;07 - 00;11;04;27

A lot bigger.

00;11;04;27 - 00;11;08;21

Now we work inside big organizations,

small organizations with constituents

00;11;08;21 - 00;11;12;02

and clients and colleagues and bosses

to bring on board with our ideas

00;11;12;08 - 00;11;15;03

by the time we just finished building

the idea together, whose idea was it?

00;11;15;03 - 00;11;16;00

By the time we finished.

00;11;17;04 - 00;11;18;23

It was all of our both of ours.

00;11;18;23 - 00;11;19;09

Ours.

00;11;19;09 - 00;11;22;13

Two very simple words from the world

of improv that have a remarkable power

00;11;22;14 - 00;11;24;25

to turn a small idea into a big

one really quickly.

00;11;24;25 - 00;11;27;04

You can always take a big idea of value

and do it down.

00;11;27;04 - 00;11;30;12

Far more importantly, has that power

to transfer the power of my idea,

00;11;30;12 - 00;11;32;13

which never goes anywhere inside

an organization,

00;11;32;13 - 00;11;35;22

to our idea and accelerates

its opportunity to get to

00;11;36;00 - 00;11;37;18

the challenges with the more experienced,

00;11;37;18 - 00;11;39;18

the more expertise

we have, the more resources we know. What.

00;11;39;18 - 00;11;41;21

A new idea won't work,

so we can't really start with.

00;11;41;21 - 00;11;45;25

No, because, as a leadership team

doing this exercise with leaders,

00;11;45;25 - 00;11;47;04

they instantly recognize

00;11;47;04 - 00;11;51;04

they have become a no because and here's

the thing, that person may have a genius

00;11;51;04 - 00;11;54;13

two seconds from now, two hours from now,

two days from now, two weeks from now,

00;11;54;15 - 00;11;56;06

if the first two words out of your mouth

00;11;56;06 - 00;11;58;13

or as a leader,

I know because that person's

00;11;58;13 - 00;12;01;19

never coming back in your office

with an idea again, just remind yourself,

00;12;01;19 - 00;12;04;18

I know you have responsibilities,

deadlines, quarterly results.

00;12;04;19 - 00;12;05;22

It's just an idea.

00;12;05;22 - 00;12;08;08

We're not greenlighting

this idea for execution today.

00;12;08;08 - 00;12;10;11

We're merely green

housing it together, using. Yes.

00;12;10;11 - 00;12;14;03

And the other thing we had at Pixar,

Marvel and Disney was a space.

00;12;14;29 - 00;12;17;17

It was

I called them the Expansionist Rooms.

00;12;17;17 - 00;12;20;29

We, so you could I'm sure everybody

listening has boring meeting rooms,

00;12;21;04 - 00;12;22;13

but you could actually,

00;12;22;13 - 00;12;25;21

have within your boring meeting rooms,

you could invite a local arts call in

00;12;25;21 - 00;12;28;13

to paint a greenhouse around the wall,

call it the green house,

00;12;28;13 - 00;12;30;05

and everybody knows

when they're in the green house.

00;12;30;05 - 00;12;33;05

This is the one room

where you don't get to kill ideas.

00;12;33;08 - 00;12;36;16

If you don't have that

physical space, you'll never succeed.

00;12;37;17 - 00;12;39;07

Let's let's talk about that physical space

00;12;39;07 - 00;12;41;09

for a second, Duncan,

because I love the idea.

00;12;41;09 - 00;12;44;18

I think having,

you know, a really creative space

00;12;45;02 - 00;12;47;02

can, can change the way people think.

00;12;47;02 - 00;12;50;02

You mentioned something earlier, though,

that may or may not be in conflict

00;12;50;02 - 00;12;50;13

with that.

00;12;50;13 - 00;12;53;28

And that's the,

you know, return to office mandate

00;12;53;28 - 00;12;57;24

and some of the creativity stifling that

happens when you tell people, you know,

00;12;58;00 - 00;12;59;11

you've got to be in this space

at this time.

00;12;59;11 - 00;13;02;01

How do you marry those two.

Of the technologies? Change.

00;13;02;01 - 00;13;05;01

Look, I was doing in, Covid,

00;13;05;02 - 00;13;08;02

I went to Copenhagen in March 15th, 2020.

00;13;08;07 - 00;13;11;01

As I landed, the British prime

minister said no more live events.

00;13;11;01 - 00;13;14;00

I spoke to 3002 chairs

and the camera and the like.

00;13;14;05 - 00;13;17;22

I was unemployed,

and so I hired, a couple of 17 year olds

00;13;17;22 - 00;13;21;16

out of London, and I turned this room

into a full broadcast studio.

00;13;21;28 - 00;13;24;17

We were doing over 300 events a year.

00;13;24;17 - 00;13;28;06

I could speak for years ago

in 37 different languages

00;13;28;06 - 00;13;31;06

simultaneously

through an artificial intelligence robot.

00;13;31;18 - 00;13;34;17

It wasn't that good in the Asian languages

in those days.

00;13;34;17 - 00;13;36;02

But it was very good in the European.

00;13;36;02 - 00;13;37;24

Now it's good at all of them.

00;13;37;24 - 00;13;42;03

Avatar, avatars, Zoella,

the AI, RPA, slate.com.

00;13;42;08 - 00;13;45;12

You can go in, create your own avatar,

create your own campaigns,

00;13;45;12 - 00;13;48;03

you can white label it

and only your employees can get in.

00;13;48;03 - 00;13;48;25

And it's fun.

00;13;48;25 - 00;13;50;23

They've got a cocktail lounge,

they've got a bar,

00;13;50;23 - 00;13;53;18

they've got a soccer pitch,

they've got offices, break up and

00;13;53;18 - 00;13;55;29

and you can want to dress up for

Halloween. Here's the Halloween costumes.

00;13;55;29 - 00;13;59;16

Now there's no barriers to entry into

Bella because everybody's got a computer

00;14;00;14 - 00;14;01;00

special.

00;14;01;00 - 00;14;02;27

On the other hand, you need a VR headset.

00;14;02;27 - 00;14;05;07

And I recognize

not every company has that today.

00;14;05;07 - 00;14;05;22

And today.

00;14;05;22 - 00;14;08;06

They're too expensive

and they're too bulky, but it'll come.

00;14;08;06 - 00;14;12;16

And so, I was doing a workshop in 2021

with a woman in Johannesburg.

00;14;12;29 - 00;14;14;00

I was in Orlando.

00;14;14;00 - 00;14;16;13

I handed her

my virtual pen with my virtual hand.

00;14;16;13 - 00;14;18;18

She took it out of my virtual hand

with her virtual

00;14;18;18 - 00;14;20;25

and wrote on a virtual person

a virtual ink,

00;14;20;25 - 00;14;23;29

which she could have actually dictated to,

and handed me back the virtual post-it

00;14;23;29 - 00;14;25;28

note that technology

existed for years ago.

00;14;25;28 - 00;14;28;16

So, we just need to catch up.

00;14;28;16 - 00;14;32;09

And so, you know, and so, yeah, look,

everything has changed.

00;14;32;09 - 00;14;33;11

And I'll give you an example.

00;14;34;18 - 00;14;36;28

I know I'm doing some work with,

00;14;36;28 - 00;14;40;06

the let's just call it the,

the one of the largest baseball teams in

00;14;40;06 - 00;14;43;06

America who also owns one of the largest

football teams in England.

00;14;43;07 - 00;14;46;28

And, they probably can seat

50,000, 60,000 in their stadiums.

00;14;46;28 - 00;14;49;16

And I said, well, how many fans you got?

They said, oh, 20 million.

00;14;49;16 - 00;14;51;04

I said, well,

what if they could all come to the game?

00;14;51;04 - 00;14;52;08

They looked at me like I was nuts.

00;14;52;08 - 00;14;54;23

Was that hello?

It's called augmented reality.

00;14;54;23 - 00;14;58;12

Now today the, you know, the Vision

Pro phenomenal technology.

00;14;58;12 - 00;14;59;12

Too expensive, too big.

00;14;59;12 - 00;15;02;20

Well, it'll be the pair of glasses

that you're wearing within 5 or 7 years

00;15;02;20 - 00;15;03;19

from today.

00;15;03;19 - 00;15;05;08

And now Johnny in Cairo.

00;15;05;08 - 00;15;09;09

So I was actually invited

to sit in the dugout of this particular

00;15;09;09 - 00;15;13;09

baseball team with the Major League

Baseball players during the game live.

00;15;14;06 - 00;15;17;27

Now, we were in the Apple Store in London,

but I was in the stadium.

00;15;18;01 - 00;15;22;09

Now, fast forward that technology to a day

where a not too far distant future,

00;15;22;11 - 00;15;25;26

you pay a dollar in Cairo, you'll see it

on the back of a stadium, $5.

00;15;25;26 - 00;15;27;19

You'll sit

in the middle of the stadium, $10.

00;15;27;19 - 00;15;30;11

You sit in the dugout next to the

players. Hollywood's dead.

00;15;31;16 - 00;15;32;23

Hollywood just doesn't realize it.

00;15;32;23 - 00;15;35;15

Yeah, but what an outrageous statement.

It's been around since 1920.

00;15;35;15 - 00;15;36;09

Yeah, okay.

00;15;36;09 - 00;15;39;08

And I went to the movies in the 60s,

and I've been to the movies last week.

00;15;39;08 - 00;15;40;10

And what's changed?

00;15;40;10 - 00;15;43;08

Oh, yeah. The cigaret girls gone.

00;15;43;08 - 00;15;44;11

Nothing else has changed.

00;15;44;11 - 00;15;46;16

There's an industry that deserves to die.

00;15;46;16 - 00;15;47;24

I'm sorry, but it just does.

00;15;47;24 - 00;15;50;10

Nothing's changed in 60 years.

00;15;50;10 - 00;15;52;27

Nothing has changed. Nothing has changed.

00;15;52;27 - 00;15;53;28

We've done multi screens.

00;15;53;28 - 00;15;55;27

Oh, you still got a set time.

00;15;55;27 - 00;15;56;25

You have to watch the preview.

00;15;56;25 - 00;15;58;09

You can't participate blah blah blah.

00;15;58;09 - 00;16;02;15

So so Hollywood went on strike for a year,

00;16;02;24 - 00;16;07;03

18 months and very proudly

announced that the, the the the Oscars.

00;16;07;03 - 00;16;09;27

Oh we didn't use

I it's not coming. Oh, yeah.

00;16;09;27 - 00;16;10;19

Good luck with that.

00;16;10;19 - 00;16;13;00

Yeah.

The coal miners went on strike in 1973.

00;16;13;00 - 00;16;14;08

How did that work out for them?

00;16;14;08 - 00;16;15;22

AI is here, people.

00;16;15;22 - 00;16;17;28

So embrace it or go under.

00;16;18;26 - 00;16;21;24

A certain company

just lost hundreds of millions of dollars

00;16;21;24 - 00;16;24;28

on a certain film with a certain character

called Indiana Jones.

00;16;25;03 - 00;16;27;21

Now, Wall Street would probably suggest

they don't do that again.

00;16;27;21 - 00;16;30;21

Option A, they could go to another

screenwriters say give it a go.

00;16;31;00 - 00;16;34;15

Option B, they could go to ChatGPT today

and they and say, here's

00;16;34;15 - 00;16;36;19

the scripts of the last five movies,

here's what worked, here's

00;16;36;19 - 00;16;39;19

what didn't work, here's the history,

here's the character analysis,

00;16;39;21 - 00;16;41;06

piece could you do storyline, script

00;16;41;06 - 00;16;43;14

and character development

based on the algorithms of the top

00;16;43;14 - 00;16;46;29

performing action adventure

TV shows or movies of the last six months?

00;16;47;06 - 00;16;49;11

That's a three minute assignment

for ChatGPT.

00;16;49;11 - 00;16;51;00

Is it good enough today?

00;16;51;00 - 00;16;52;24

No. Will it be in less than three years?

00;16;52;24 - 00;16;54;01

Of course it will.

00;16;54;01 - 00;16;55;15

Tom Cruise sorry, Tom.

00;16;55;15 - 00;16;56;26

Love you, Sally Smith.

00;16;56;26 - 00;16;59;07

Sally Smith doesn't have wrinkles,

doesn't take bathroom break.

00;16;59;07 - 00;17;02;04

Speaks every language on the planet.

And you don't have to pay her.

00;17;02;04 - 00;17;03;05

She doesn't exist.

00;17;03;05 - 00;17;05;18

The number four selling K-pop in the band

today.

00;17;05;18 - 00;17;07;01

Well, today they don't exist.

00;17;07;01 - 00;17;08;06

I that they never did.

00;17;08;06 - 00;17;09;14

So I is here.

00;17;09;14 - 00;17;12;15

We can embrace it

or we can just say it's not coming.

00;17;13;13 - 00;17;15;25

And for those who think it's not coming,

goodbye.

00;17;15;25 - 00;17;17;16

I don't care

how big you are in the industry

00;17;17;16 - 00;17;20;26

today, the future of Hollywood,

the future of education, the universities.

00;17;20;26 - 00;17;22;23

No. Hello? Why?

00;17;22;23 - 00;17;25;11

Because they're teaching the same thing

they taught me when I went to university.

00;17;25;11 - 00;17;27;14

A very, very, very long time ago.

00;17;27;14 - 00;17;30;04

The future of, Hollywood is gaming.

00;17;30;04 - 00;17;32;19

A Pokemon Go started it.

I want to be in the movie.

00;17;32;19 - 00;17;34;06

I want to interact with the characters.

00;17;34;06 - 00;17;36;04

I want some level of social status.

00;17;36;04 - 00;17;38;11

I want to participate.

00;17;38;11 - 00;17;41;13

I believe what you'll see

is one of the Hollywood studios who,

00;17;41;24 - 00;17;44;16

will certainly burn Epic Games

in the next 24 months.

00;17;44;16 - 00;17;46;06

That's my personal speculation.

00;17;46;06 - 00;17;49;00

And the future of the movies will be,

if I want to be Jack Sparrow,

00;17;49;00 - 00;17;50;01

I'll be Jack Sparrow.

00;17;50;01 - 00;17;53;01

And if I want you to be Captain

Barbers, you'll be Captain Barbosa.

00;17;53;29 - 00;17;54;19

Education.

00;17;54;19 - 00;17;57;19

Today I sit in the back of an auditorium,

virtual or real,

00;17;57;24 - 00;18;00;15

and the professor stands

at the front of the room and goes.

00;18;00;15 - 00;18;03;28

Or want war or.

00;18;04;00 - 00;18;05;03

Yeah. Okay, great.

00;18;05;03 - 00;18;08;05

Or with my headset,

I can walk into the Senate and roam,

00;18;08;05 - 00;18;11;22

debate with the senators

and tell Julius Caesar, look behind you.

00;18;12;22 - 00;18;14;27

So the glasses

that you're wearing now, today,

00;18;14;27 - 00;18;18;05

when I walk into my dentist, they know me,

my optician knows me, my doctor.

00;18;18;06 - 00;18;19;18

I got a clue.

00;18;19;18 - 00;18;22;20

However, give it five years from now

when you're wearing

00;18;22;20 - 00;18;25;29

those glasses, that will be,

you know, meta started piloting them.

00;18;25;29 - 00;18;27;27

They're not great today,

but that is just a pilot.

00;18;27;27 - 00;18;30;05

Of course it is

now on your right hand lenses.

00;18;30;05 - 00;18;34;02

They don't caboodle age prescriptions,

medical history, family medical history

00;18;34;05 - 00;18;35;22

issue. He's coming in to talk about today.

00;18;35;22 - 00;18;38;17

And on my left lens

I will tell you. And he is out of self.

00;18;38;17 - 00;18;40;07

It so it's coming.

00;18;40;07 - 00;18;44;00

It's, we can just continue to duck

and hide, or we can just embrace it.

00;18;44;00 - 00;18;45;18

Get on with the number.

00;18;45;18 - 00;18;49;01

A second barrier to innovation

after our own expertise is

00;18;49;01 - 00;18;51;11

I don't have time to think.

Everybody says that.

00;18;51;11 - 00;18;53;01

Well, what's I about to give us?

00;18;53;01 - 00;18;53;13

Let me think.

00;18;53;13 - 00;18;57;12

It's can do all we can replace expense

reports, forecasting, coding, accounting.

00;18;57;15 - 00;19;00;06

It's going to give us time to think.

00;19;00;06 - 00;19;01;27

So I'm not scared of AI.

00;19;01;27 - 00;19;03;12

I'm scared of man's stupidity.

00;19;04;23 - 00;19;05;12

Right.

00;19;05;12 - 00;19;09;10

So lots of lots to digest and unpack

there.

00;19;10;23 - 00;19;13;17

You talk about the need

for more innovation.

00;19;13;17 - 00;19;15;03

You talked about the need

for more creativity,

00;19;15;03 - 00;19;17;29

for fundamentally

reimagining a lot of these industries.

00;19;17;29 - 00;19;20;24

And, you know, there's

this kind of underlying,

00;19;20;24 - 00;19;23;13

yeah, this underlying sense

to what you're saying of

00;19;23;13 - 00;19;25;06

we have to adapt or die, right?

00;19;25;06 - 00;19;29;07

These, these industries

that haven't changed in 100 years

00;19;29;07 - 00;19;30;16

are they have nowhere to go but down

00;19;30;16 - 00;19;33;18

if they're not going to adapt

new practices. You,

00;19;35;02 - 00;19;38;18

you used a few tools there, Duncan, around

kind of imagining.

00;19;38;18 - 00;19;38;26

Right.

00;19;38;26 - 00;19;41;18

Figuring out what the rules are

and imagining what they could be.

00;19;41;18 - 00;19;44;09

Can you, you know, maybe walk.

You might walk me through your. Yeah.

00;19;44;09 - 00;19;47;09

So how we

we suggest organizations do this.

00;19;48;02 - 00;19;51;22

So, when you walk into an outfit now,

this will come across as a pitch

00;19;51;23 - 00;19;52;15

is not meant to.

00;19;52;15 - 00;19;53;19

So his thing

00;19;53;19 - 00;19;55;27

when you walk into your office,

in fact, your office today

00;19;55;27 - 00;19;57;23

and you have a business book,

where's the business book?

00;19;59;28 - 00;20;01;00

On the desk.

00;20;01;00 - 00;20;01;20

Yeah.

00;20;01;20 - 00;20;02;17

Ever have you read it?

00;20;02;17 - 00;20;04;24

And, I've got my boss needs this by 2:00.

00;20;04;24 - 00;20;07;03

I've got a weekly report to go

to. I've got a weekly meeting to go.

00;20;07;03 - 00;20;09;19

Now. I don't have time to read a book,

so I thought, okay, well,

00;20;09;19 - 00;20;13;17

how do I take a nonfiction book

and give it to people

00;20;13;18 - 00;20;17;26

who are normal, hardworking, busy people

and make innovation accessible?

00;20;18;03 - 00;20;20;09

So I set about creating a toolkit,

not a book.

00;20;20;09 - 00;20;23;06

A toolkit that makes innovation

accessible to normal, hardworking

00;20;23;06 - 00;20;26;22

people, creativity, and for people

uncomfortable with ambiguity.

00;20;26;22 - 00;20;28;22

Great fun. More reporting.

Make the process fun.

00;20;28;22 - 00;20;32;23

Give people tools they choose to use

when with all their other deadlines

00;20;32;23 - 00;20;33;11

that they've got.

00;20;33;11 - 00;20;36;20

So now, I thought, well,

what nonfiction book of I've a River?

00;20;36;20 - 00;20;37;20

I could read one piece that

00;20;37;20 - 00;20;41;21

I get what I need and get out and do what

I need to do and come back another day.

00;20;41;27 - 00;20;42;21

My mom's cookbook.

00;20;42;21 - 00;20;44;17

You want shepherd's pie? It's on page 67.

00;20;44;17 - 00;20;46;08

Sherry trifle. It's on page 12.

00;20;46;08 - 00;20;48;15

So the contents

page is exactly the same way.

00;20;48;15 - 00;20;50;21

Have you ever been to your brainstorm

when nothing ever happened?

00;20;50;21 - 00;20;53;09

Go to page 12.

Set up your boss shooting your ideas down.

00;20;53;09 - 00;20;54;06

Go to page 54.

00;20;54;06 - 00;20;56;06

Work in a heavily regulated industry.

00;20;56;06 - 00;20;57;28

Go to page 36 now.

00;20;57;28 - 00;21;00;24

But it also has to appeal to all three

learning styles.

00;21;00;24 - 00;21;02;19

So let me explain what that means.

00;21;02;19 - 00;21;03;24

Can you close your eyes, Jeff?

00;21;05;05 - 00;21;07;17

How many days are there in September?

00;21;07;17 - 00;21;10;04

30. Keep your eyes closed.

How did you know?

00;21;10;04 - 00;21;11;16

How did you learn? How did you remember?

00;21;11;16 - 00;21;14;16

What can you see with your eyes closed?

00;21;15;21 - 00;21;17;11

I did not answer that question.

00;21;17;11 - 00;21;20;29

I just try and remember which the

few months that I have 30 versus 31 days.

00;21;21;06 - 00;21;23;02

Well, that tell. Okay,

you can open your eyes.

00;21;23;02 - 00;21;24;22

You've just told me

you're a visual learner. How?

00;21;24;22 - 00;21;25;19

Because you were probably looking

00;21;25;19 - 00;21;28;18

at a calendar that could tell you

which was 30, in which was 31,

00;21;28;22 - 00;21;32;05

a third of the audience will recite

the rhyme, 30 days has a tempo,

00;21;32;05 - 00;21;33;00

blah blah blah.

00;21;33;00 - 00;21;34;25

And they just tell me the number

listening.

00;21;34;25 - 00;21;35;18

How do I know that?

00;21;35;18 - 00;21;37;04

Because they learned the rhyme

when it was six.

00;21;37;04 - 00;21;38;23

How to remember because they heard it.

00;21;38;23 - 00;21;39;18

The next set a peep.

00;21;39;18 - 00;21;41;07

30% will count them, not course they will.

00;21;41;07 - 00;21;43;22

January, February,

March, April, May, June, July, etc.

00;21;43;22 - 00;21;47;04

those are kinesthetic learners

and and people who just go 30, 31.

00;21;47;06 - 00;21;49;14

They're visual learners

that you saw Canada.

00;21;49;14 - 00;21;52;14

So the book is designed to appeal

to all three learning styles.

00;21;52;17 - 00;21;55;17

There's QR codes in the chat, up

with a Spotify playlist,

00;21;55;24 - 00;21;58;24

which will be turned into an auditory book

for people who are listening.

00;21;59;11 - 00;22;01;15

There are animated videos in each chapter.

00;22;01;15 - 00;22;02;20

I'm now a cartoon character

00;22;02;20 - 00;22;04;10

where I could pop out of the book

and show you,

00;22;04;10 - 00;22;07;10

in a fun way, how to use the tools

for the visual learners

00;22;07;14 - 00;22;08;23

and for our kinesthetic learners.

00;22;08;23 - 00;22;10;29

The QR code on the back cover is I.

00;22;10;29 - 00;22;11;25

You can ask the book

00;22;11;25 - 00;22;16;06

how to use a specific tool on page

67 to sell more orange pencils

00;22;16;06 - 00;22;17;12

in the state of Pennsylvania

00;22;17;12 - 00;22;20;11

on Valentine's Day

to the market of 20 months, 24 years

00;22;20;13 - 00;22;21;17

and the book will answer you.

00;22;21;17 - 00;22;23;15

Make it fun. Make it tangible.

00;22;23;15 - 00;22;25;29

Make it easy to use.

00;22;25;29 - 00;22;28;23

There are tools within there

that really cut through the nonsense.

00;22;28;23 - 00;22;32;11

So for example, one tool was created

by Walt Disney, I call it.

00;22;32;11 - 00;22;33;17

What is this about?

00;22;33;17 - 00;22;36;17

Listing the rules of your challenge,

picking one rule

00;22;36;21 - 00;22;40;09

and asking the most audacious,

provocative, outrageous, what if statement

00;22;40;09 - 00;22;43;09

to get you out of your rhythm of thinking

the way you always think?

00;22;43;09 - 00;22;44;14

So Walt had Fantasia.

00;22;44;14 - 00;22;46;11

He wanted to pump mist

and heat into the theater,

00;22;46;11 - 00;22;48;16

and the theater owner said, no, Walt,

that's not the way we do it here.

00;22;48;16 - 00;22;51;01

We try that. Last year,

that one hit our quarterly results.

00;22;51;01 - 00;22;53;14

So Walt listed the rules

of going to movie theater.

00;22;53;14 - 00;22;55;28

I must go to a physical theater.

00;22;55;28 - 00;22;58;11

It is dark. I must go to set time.

00;22;58;11 - 00;23;00;08

I, have to pay to get.

00;23;00;08 - 00;23;03;08

I can't control the environment

in which people experience my content.

00;23;03;16 - 00;23;04;14

So he took that one.

00;23;04;14 - 00;23;06;29

The environment said, well,

what if I could control the environment?

00;23;06;29 - 00;23;07;25

Well, he couldn't.

00;23;07;25 - 00;23;10;11

And besides, it

was, wasn't audacious enough.

00;23;10;11 - 00;23;10;28

So I said, all right,

00;23;10;28 - 00;23;12;25

if I can't control the environment

inside the theater,

00;23;12;25 - 00;23;15;12

what if I take my movies out

to the theater?

00;23;15;12 - 00;23;17;01

If you know how to do it,

you're iterating.

00;23;17;01 - 00;23;18;09

If it scares you, you're innovating.

00;23;18;09 - 00;23;20;12

Well, how you could do that, Walt?

00;23;20;12 - 00;23;22;20

The two dimensional there. All whatever.

00;23;22;20 - 00;23;24;14

What if I made them three dimensional?

00;23;24;14 - 00;23;25;23

Well, how on earth would you do that?

00;23;25;23 - 00;23;26;02

Well,

00;23;26;02 - 00;23;29;16

what if I had people dress up in costume

as pirates and princesses and cowboys?

00;23;29;24 - 00;23;31;12

But. Yeah, well,

you kind of Cinderella standing

00;23;31;12 - 00;23;34;20

next to Jack's fairy people wouldn't

be immersed in his story, a fair point.

00;23;34;24 - 00;23;36;18

What if I put them in different lands?

Oh, wait a minute.

00;23;36;18 - 00;23;37;25

What if I called it Disneyland? Oof!

00;23;37;25 - 00;23;40;16

We're done here. Simple, powerful, fun.

00;23;40;16 - 00;23;42;11

People used to go to Blockbuster Video.

00;23;42;11 - 00;23;44;02

The founder of Netflix used the same tool.

00;23;44;02 - 00;23;47;02

Set up a late fees step one list

the rules.

00;23;47;02 - 00;23;49;02

Had to drive to a physical store.

00;23;49;02 - 00;23;50;13

They had to go set time.

00;23;50;13 - 00;23;53;00

They never had. The one I want.

I was only allowed to take out three.

00;23;53;00 - 00;23;54;18

I had to return it, to rewind it.

00;23;54;18 - 00;23;56;21

And if I was late, I paid a late fee.

00;23;56;21 - 00;24;00;16

So he took store, and in 2005,

simply asked the question, what is.

00;24;00;16 - 00;24;03;04

There was no physical store.

00;24;03;04 - 00;24;06;01

And so he said,

well, well, no physical store.

00;24;06;01 - 00;24;08;21

That's. Well, and he looked outside

of his industry with another talk.

00;24;08;21 - 00;24;09;09

Go where else?

00;24;09;09 - 00;24;11;08

Which is in the book,

a lot of insights for innovation,

00;24;11;08 - 00;24;14;06

or most of the most people come

from looking outside of your industry.

00;24;14;06 - 00;24;16;29

And he found a company called YouTube

six months out on new streaming

00;24;16;29 - 00;24;18;22

amateur content.

So I said, well, why isn't it?

00;24;18;22 - 00;24;20;24

What if I just stream

professional content?

00;24;20;24 - 00;24;22;21

I could do a deal with a movie Studios.

00;24;22;21 - 00;24;24;09

Well, a nobody have to drive to a store.

00;24;24;09 - 00;24;26;13

I'll be open 24 hours

a day, seven days a week.

00;24;26;13 - 00;24;29;04

Everybody get the one they want.

They won't have to return it or rewind it.

00;24;29;04 - 00;24;31;00

I'll cut the rental off at 24 hours.

00;24;31;00 - 00;24;32;27

Nobody pays

a let's say I'll call it Netflix.

00;24;32;27 - 00;24;34;23

I'll take my video to blockbuster

five times.

00;24;34;23 - 00;24;35;28

They'll tell me down five times.

00;24;35;28 - 00;24;38;05

I'll take them out of business

in less than five years.

00;24;38;05 - 00;24;39;10

Now, for a lot of your listeners,

00;24;39;10 - 00;24;41;28

they're going to sit there and go, oh,

but I don't have the resources.

00;24;41;28 - 00;24;43;11

So I'll give you a smaller example

00;24;43;11 - 00;24;45;00

because I want people to know

the tools work for them.

00;24;45;00 - 00;24;49;03

Two very tiny company in Great Britain,

the late 60s, before the days of mass

00;24;49;03 - 00;24;51;21

automation, used to make glasses

that we drink out of fat,

00;24;51;21 - 00;24;53;20

and they found too much breakage

and not enough production

00;24;53;20 - 00;24;55;24

when the glasses

were being packaged and shipped.

00;24;55;24 - 00;24;56;26

So they went down the shop floor,

00;24;56;26 - 00;25;00;29

observe the process, wrote down the rows

26 employees, couple boxes, 12 glasses

00;25;00;29 - 00;25;04;28

to a box, six on top, six on the bottom,

glasses separated by corrugated cardboard

00;25;05;01 - 00;25;06;08

glasses wrapped individually.

00;25;06;08 - 00;25;08;06

Newspaper employees reading the newspaper.

00;25;08;06 - 00;25;10;20

So somebody asked me somewhat outrageous

what if question.

00;25;10;20 - 00;25;11;22

What if we put their eyes out?

00;25;11;22 - 00;25;13;21

Well, that's against the law

and it's not very nice.

00;25;13;21 - 00;25;17;04

But because they had the courage to ask

the most absurd was the question of all.

00;25;17;09 - 00;25;19;15

The lady sitting next to me immediately

got out of a river,

00;25;19;15 - 00;25;21;23

I think he said, well, hang on,

why don't we just hire blind people?

00;25;21;23 - 00;25;26;13

So they did production up 26%, break

is down 42%, and the British government

00;25;26;13 - 00;25;29;17

gave them a 50% salary subsidy

for hiring people with disabilities.

00;25;29;26 - 00;25;33;10

Take the rules of the challenge

you're working on next week.

00;25;33;22 - 00;25;34;16

List them.

00;25;34;16 - 00;25;35;20

Do not think about them all.

00;25;35;20 - 00;25;38;14

You'll start thinking of all the reason

you can't break. Pick one and ask.

00;25;38;14 - 00;25;40;05

The most audacious was you've questioned.

00;25;40;05 - 00;25;41;07

You'll be amazed how it helps

00;25;41;07 - 00;25;44;07

you jump out of your river of thinking

and think differently.

00;25;44;19 - 00;25;46;17

I love, I love that approach.

00;25;46;17 - 00;25;50;02

I, you know, I find it's such a

such a valuable exercise and it can,

00;25;50;12 - 00;25;53;28

you know, I love the examples

of how it can, you know, completely upend

00;25;53;28 - 00;25;55;18

what organizations are doing.

00;25;55;18 - 00;25;58;17

One of the you know, I'm curious

with your book and your approach, Duncan,

00;25;58;17 - 00;26;02;16

one of the most common pieces of feedback

I hear from,

00;26;02;16 - 00;26;05;20

you know, people I talk to is, well,

I don't work for Walt Disney.

00;26;05;21 - 00;26;08;08

You know, my leadership,

my leaders would never go for this.

00;26;08;08 - 00;26;08;29

How do we

00;26;09;28 - 00;26;11;20

how can we flip that around?

00;26;11;20 - 00;26;13;15

You've got to do the do it with them.

00;26;13;15 - 00;26;14;24

Do the yes and no.

00;26;14;24 - 00;26;17;24

Because get them to do exactly

what you just watched me and Jeff

00;26;17;24 - 00;26;20;28

to come up with the party idea,

have them do the no.

00;26;20;28 - 00;26;22;23

Because do it again.

00;26;22;23 - 00;26;25;23

Have them do the yes and

and they'll realize I'm a no because.

00;26;25;25 - 00;26;27;24

And look how big the idea was

when I became a yes.

00;26;27;24 - 00;26;30;13

And again, it's just a question of how.

00;26;30;13 - 00;26;33;12

So another to how you

just by reframing the challenge.

00;26;33;13 - 00;26;37;09

So this tool was created by Walt Disney

on July 17th, 1955.

00;26;37;09 - 00;26;38;16

When you opened the doors to Disneyland.

00;26;38;16 - 00;26;40;14

He said, we will not have any

00;26;40;14 - 00;26;42;06

customers in our park,

will only have guests,

00;26;42;06 - 00;26;43;27

we won't have employees,

we'll have cast members.

00;26;43;27 - 00;26;46;27

And but that simple

reframing of the challenge,

00;26;46;28 - 00;26;50;16

he creates a level of hospitality

that's rarely been repeated since. So.

00;26;50;16 - 00;26;52;12

So Jeff, where do you live?

00;26;52;12 - 00;26;53;17

I live in Toronto.

00;26;53;17 - 00;26;56;15

So if I was coming to Toronto tomorrow

and you and I were going to open a car

00;26;56;15 - 00;26;58;00

wash together, tell me if you would.

00;26;58;00 - 00;27;01;04

Five essential ingredients

we must have in a car wash. Go,

00;27;03;29 - 00;27;07;10

soap, soak sponges, water.

00;27;07;18 - 00;27;10;18

You know, water hoses. Hoses.

00;27;10;23 - 00;27;13;13

One of those automated conveyors,

I would say.

00;27;13;13 - 00;27;14;02

I don't know. So.

00;27;14;02 - 00;27;16;14

Got water, soap

brushes, vacuum and conveyor.

00;27;16;14 - 00;27;18;18

So close your eyes.

00;27;18;18 - 00;27;21;02

We've been invited to open an auto spa.

00;27;21;02 - 00;27;23;02

Ooh, us. New franchise.

00;27;23;02 - 00;27;24;05

What have you seen in a spa?

00;27;24;05 - 00;27;24;26

Anything you like.

00;27;24;26 - 00;27;27;14

What would you like to have in your spa?

00;27;27;14 - 00;27;30;02

There's probably a good fragrance there.

00;27;30;02 - 00;27;31;29

There's oils?

00;27;31;29 - 00;27;32;15

Sure.

00;27;32;15 - 00;27;34;27

Yeah.

00;27;34;27 - 00;27;36;29

I don't know, nicer soaps.

00;27;36;29 - 00;27;39;29

Probably more of a human aspect to it.

00;27;40;01 - 00;27;43;08

People who would talk to you

and say nice things to your car, maybe.

00;27;43;08 - 00;27;44;02

Are you.

00;27;44;02 - 00;27;44;23

What's the spa?

00;27;44;23 - 00;27;47;23

What do you want in your spa?

00;27;49;11 - 00;27;49;15

What?

00;27;49;15 - 00;27;50;10

Have you seen the spa?

00;27;50;10 - 00;27;53;10

Jeff?

00;27;54;08 - 00;27;54;19

I don't know.

00;27;54;19 - 00;27;56;13

I don't go to a lot of spas. Duncan.

00;27;56;13 - 00;27;57;26

But watch your eyes and imagine what.

00;27;59;17 - 00;28;01;06

I don't know, relaxing music.

00;28;01;06 - 00;28;02;01

Very relaxing music.

00;28;02;01 - 00;28;05;01

What else?

00;28;07;09 - 00;28;08;20

I don't know, a bath.

00;28;08;20 - 00;28;11;08

Above massages, but mani. Pedis.

00;28;11;08 - 00;28;14;08

Yeah. So here's the thing. I say car wash.

00;28;14;08 - 00;28;16;04

And everybody thought the same thing

you did.

00;28;16;04 - 00;28;18;00

Water. So brush, dry vacuum.

00;28;18;00 - 00;28;19;03

I said auto spa.

00;28;19;03 - 00;28;22;25

People start to think about other things

like essential oils and music and relaxing

00;28;22;25 - 00;28;25;20

atmosphere and blah, blah.

Which one would you rather go to? The spa?

00;28;25;20 - 00;28;27;12

It's a simple, simple tool.

00;28;27;12 - 00;28;29;16

If we do ask the question,

how might we make more money?

00;28;29;16 - 00;28;33;02

In 2011, we'd put the gate price up

at Walt Disney World by 3%.

00;28;33;03 - 00;28;36;15

We made our quarterly results,

but instead we reframe the channels, said,

00;28;36;15 - 00;28;38;15

how might we solve the biggest consumer

pain point?

00;28;38;15 - 00;28;40;09

Everybody knew what it was.

It was standing in line.

00;28;40;09 - 00;28;43;02

And I said, what if there were no lines?

I didn't know the answer at the time.

00;28;43;02 - 00;28;46;00

We looked outside of our industry

using that where else tool,

00;28;46;00 - 00;28;49;10

and we found a very small pharmacy

in Tokyo, Japan, using RFID

00;28;49;10 - 00;28;52;10

technology to enable people

not to stand in line.

00;28;52;13 - 00;28;53;08

Welcome to the world.

00;28;53;08 - 00;28;56;03

This is Magic band. It's RFID enabled.

It is my room key.

00;28;56;03 - 00;28;56;24

It's my theme park.

00;28;56;24 - 00;28;59;11

Ticket is my reservation

from my favorite meet and greets.

00;28;59;11 - 00;29;01;14

My favorite rides.

I can pay for merchandise with it.

00;29;01;14 - 00;29;02;25

I can pay for food with it.

00;29;02;25 - 00;29;03;25

The average guest today

00;29;03;25 - 00;29;07;19

has two hours free time each and every day

they didn't have in 2016.

00;29;07;26 - 00;29;08;25

What does that resulted in?

00;29;08;25 - 00;29;10;27

Record intensive recommend records

intend to return?

00;29;10;27 - 00;29;13;27

And what is it we lovely people

do with their free time in Disney parks?

00;29;13;28 - 00;29;17;06

Spend money, the single biggest revenue

generating idea in Disney

00;29;17;06 - 00;29;21;08

theme parks history, by not asking

how might we make more money now?

00;29;21;08 - 00;29;22;24

Again, that's a big example.

00;29;22;24 - 00;29;26;11

So I'll give you some of those people

that you said, I don't work for Disney.

00;29;26;15 - 00;29;28;14

I was waiting for an appointment

up in New York

00;29;28;14 - 00;29;31;14

at Chaplin's, the young lady

behind the reception desk got upset.

00;29;31;14 - 00;29;32;12

I said to the boss, your

00;29;32;12 - 00;29;36;08

your reception's delightful,

so friendly, so helpful, so empathetic.

00;29;36;08 - 00;29;38;27

Said, wow, that is nice to hear.

How long were you chatting to?

00;29;38;27 - 00;29;41;19

It was about ten minutes,

I suppose. He goes, oh, that's odd.

00;29;41;19 - 00;29;42;22

I said, well, what is odd?

00;29;42;22 - 00;29;45;22

He said, well, we don't have

a receptionist like, well hang on, do do.

00;29;45;24 - 00;29;47;03

I was talking to somebody.

00;29;47;03 - 00;29;48;20

She has some address on, had no sleeves.

00;29;48;20 - 00;29;51;00

She goes, oh, that was probably Sarah.

00;29;51;00 - 00;29;52;20

So I said, oh Sarah. Yeah.

00;29;52;20 - 00;29;54;27

He goes, oh, Sarah's our director

of first Impressions.

00;29;54;27 - 00;29;56;07

Is that good? Simple.

00;29;56;07 - 00;30;00;10

Re expression of her form of employment

empowered to own the space.

00;30;00;10 - 00;30;03;10

She is the challenge for most of us

is this

00;30;03;18 - 00;30;06;01

we don't get fresh

stimulus into our lives. So.

00;30;06;01 - 00;30;08;04

Jack, hands up if you,

00;30;08;04 - 00;30;10;28

if you go to your favorite restaurant

or cafe, you read the menu.

00;30;10;28 - 00;30;12;01

You already know what's on it.

00;30;12;01 - 00;30;14;21

You listen to the specials, and then you

order the same thing every single time.

00;30;16;24 - 00;30;17;08

Hands up.

00;30;17;08 - 00;30;20;07

If you get to on the same side of the bed

every night,

00;30;20;15 - 00;30;23;15

even when you're staying

in the hotel room by yourself.

00;30;23;17 - 00;30;25;09

If you ever got home

when you used to commute

00;30;25;09 - 00;30;27;06

from wherever you used to work

and you get home,

00;30;27;06 - 00;30;29;06

just look at your front door

and there's just that split second.

00;30;29;06 - 00;30;32;06

We just go, oh, shit, how do I get home?

00;30;33;04 - 00;30;36;07

So, yeah, on the way home,

because you went past the same stimulus

00;30;36;07 - 00;30;37;15

day in, day out,

00;30;37;15 - 00;30;40;10

your brain physically shut down,

didn't wake up to, and you got home.

00;30;40;10 - 00;30;44;06

No fresh stimulus, no new ideas out,

different companies do it different ways.

00;30;44;06 - 00;30;45;17

Microsoft says think quick.

00;30;45;17 - 00;30;47;23

No meetings, no emails, no presentations.

00;30;47;23 - 00;30;49;15

Pixar does not sit by department.

00;30;49;15 - 00;30;52;24

They sit by unplanned collaboration

specifically designed

00;30;52;24 - 00;30;54;24

to bring two people together

to have a conversation.

00;30;54;24 - 00;30;56;29

They was supposed to have to spark

a new idea.

00;30;56;29 - 00;31;00;15

Hasbro says employees $3 a quarter

to put something on a table,

00;31;00;15 - 00;31;01;09

but it can't be a toy.

00;31;01;09 - 00;31;05;00

To spark a different conversation,

Google gives their engineers 20% time.

00;31;05;00 - 00;31;07;08

It's not up and miss. They are given it.

00;31;07;08 - 00;31;10;26

And so I'm not suggesting everybody

walks up to their boss on Mondays.

00;31;10;26 - 00;31;13;14

Hey, dude, from now on, on Fridays off

only 20%.

00;31;13;14 - 00;31;15;13

What if you take one hour

a month as a team?

00;31;15;13 - 00;31;16;11

Real or virtual?

00;31;16;11 - 00;31;18;23

Invite your team in. No PowerPoint

presentation?

00;31;18;23 - 00;31;20;03

No. Why? Is it good for the business?

00;31;20;03 - 00;31;22;13

Call it first Friday of every month

nine till ten.

00;31;22;13 - 00;31;23;09

But be consistent.

00;31;23;09 - 00;31;24;26

Whatever day or time you choose,

00;31;24;26 - 00;31;26;20

just invite people to come in

and talk about something

00;31;26;20 - 00;31;29;20

they've seen in their business life,

or ideally their personal life

00;31;29;20 - 00;31;31;11

that they thought was innovative

or creative.

00;31;31;11 - 00;31;34;17

You'll be amazed at the new energy and

ideas you drive into your organization.

00;31;35;18 - 00;31;36;27

I love that approach.

00;31;36;27 - 00;31;40;24

And you know, I'm reflecting

on, you know, all the creative ideas that

00;31;40;24 - 00;31;44;03

that you've shared here and how I can, you

know, implement them in my own workflow.

00;31;44;22 - 00;31;49;07

I'm curious, do you have like a, like

a number one piece of advice for leaders?

00;31;49;07 - 00;31;53;05

You know, how you can get more creativity

and more innovation in your organization.

00;31;54;24 - 00;31;56;22

Give your employees time to think,

00;31;56;22 - 00;31;59;09

stop the oh,

you got two hours to do a brain.

00;31;59;09 - 00;32;01;18

So the other thing

is this our legal department,

00;32;01;18 - 00;32;04;18

we hired them out of college

because they studied the bar.

00;32;05;07 - 00;32;07;03

It went to coding school.

00;32;07;03 - 00;32;09;22

Our sales team got sales

training, our operations, etc..

00;32;09;22 - 00;32;11;25

When it comes to innovation

and brainstorming,

00;32;11;25 - 00;32;13;29

we just tell people

to get rid of a big idea

00;32;13;29 - 00;32;17;10

with absolutely no training and no tools.

00;32;17;15 - 00;32;20;21

And that's why I developed the Imagination

Emporium to give people a toolkit

00;32;20;26 - 00;32;23;27

they can use for things

like brainstorming and innovation,

00;32;24;01 - 00;32;25;26

because today it's too ethereal.

00;32;25;26 - 00;32;29;05

I get lots of people come to conferences

and they leave inspired and motivated,

00;32;29;10 - 00;32;30;23

and they haven't got a clue

what to do next.

00;32;30;23 - 00;32;34;01

So this is creating your toolkit

in a workshop where people do

00;32;34;01 - 00;32;37;01

the tools, where by the end of the day,

they know what to do.

00;32;37;01 - 00;32;38;23

I want, yes, people want to be inspired.

00;32;38;23 - 00;32;42;19

A motivated, but what they really want

is 2 or 3 tools they can take away

00;32;42;19 - 00;32;43;16

and use in their day

00;32;43;16 - 00;32;46;15

to day business to help them

think differently and grow their business.

00;32;47;03 - 00;32;50;20

I love that, and one of the reason

it resonates with me, Duncan, is it's it's

00;32;50;20 - 00;32;56;00

so, it's so practical and it's so oriented

around, like, what do I actually do?

00;32;56;07 - 00;32;58;13

Well, one of the things I've found,

and I'm sure you found it too,

00;32;58;13 - 00;33;01;26

is just there's no there's

no shortage of hype right now for,

00;33;01;26 - 00;33;04;28

you know, technology

or tools or approaches that are,

00;33;05;06 - 00;33;06;21

you know, going to change the world.

00;33;06;21 - 00;33;08;02

And, oh, you've got to buy this.

00;33;08;02 - 00;33;12;14

I'm curious for you if you can, you know,

call out 1 or 2, you know, things

00;33;12;14 - 00;33;15;26

that you've seen hyped and in your mind

you're like, this is not the answer.

00;33;15;26 - 00;33;18;26

This is not what's going to make

organizations more effective.

00;33;19;05 - 00;33;21;18

Well, I saw an article in Harvard Business

Review

00;33;21;18 - 00;33;24;26

about a year and a half ago

that says process beats culture.

00;33;25;20 - 00;33;26;20

Good luck with that meat

00;33;27;20 - 00;33;29;24

culture eats process for lunch.

00;33;29;24 - 00;33;31;14

And, most companies are driven

00;33;31;14 - 00;33;33;23

by culture results

and they're obsessed by quarterly results.

00;33;33;23 - 00;33;35;00

But and here's the thing, Dave.

00;33;35;00 - 00;33;37;20

And it worked up until generation

Z entered the workforce

00;33;37;20 - 00;33;39;13

or tried to enter the work

they're not working for.

00;33;39;13 - 00;33;43;00

How will you remain relevant

ten years from today if a new generation

00;33;43;00 - 00;33;45;29

employee chooses not to work for you?

00;33;46;19 - 00;33;49;08

You know, so let's let's I mean,

let's talk about that for a minute.

00;33;49;08 - 00;33;51;27

What do you see

as being different with Gen Z?

00;33;51;27 - 00;33;54;08

Is it is it, you know, radically?

00;33;54;08 - 00;33;57;12

No. We were as passionate as generations

about our causes.

00;33;57;12 - 00;33;59;06

We could only tell

two people down the part.

00;33;59;06 - 00;34;01;07

When we kick the football around,

they can tell the world,

00;34;01;07 - 00;34;02;17

call Greta Thunberg.

00;34;02;17 - 00;34;04;05

I was asked to give a talk to.

00;34;04;05 - 00;34;06;20

Let's just call them

the world's largest tool manufacturer.

00;34;06;20 - 00;34;09;07

They make more hammers and chisels

and sauce than everybody else,

00;34;09;07 - 00;34;11;27

and they wanted to know

about how to innovate with generation Z.

00;34;11;27 - 00;34;14;18

So I went down to, 91ÖÆƬ³§ Depot and Lowe's,

hung out in the aisle

00;34;14;18 - 00;34;15;19

like some creepy dude

00;34;15;19 - 00;34;17;22

just watching their consumers

and listening at the point

00;34;17;22 - 00;34;20;03

to push out their decision

making. I'm taking this home.

00;34;20;03 - 00;34;23;14

I was watching generation Z

and they didn't talk about this brand.

00;34;23;14 - 00;34;24;05

They'd never heard of it.

00;34;24;05 - 00;34;26;01

They didn't talk about their products,

the hammer, the chisel.

00;34;26;01 - 00;34;28;05

They didn't talk about the price,

but talk about what's important to them.

00;34;28;05 - 00;34;30;29

We had to remodel our dream apartment,

our dream kitchen ordering bathroom.

00;34;30;29 - 00;34;33;05

I said, your purpose is

you choose to create.

00;34;33;05 - 00;34;36;15

One is you could be the, brand

who helps people build their dreams.

00;34;36;20 - 00;34;37;22

You can see the finance guys

00;34;37;22 - 00;34;39;22

rolling their eyes in laughter, thinking,

this guy's a joke.

00;34;39;22 - 00;34;41;16

Let's get him out of it,

okay? Fair enough.

00;34;41;16 - 00;34;43;11

If you have the brand,

you can help people build their dreams.

00;34;43;11 - 00;34;45;01

Could you be an education? Yes. Force.

00;34;45;01 - 00;34;46;00

Yes. Hospitality.

00;34;46;00 - 00;34;47;22

Yes. Finance. Yes. Insurance.

00;34;47;22 - 00;34;49;06

Yes. Education. Yes.

00;34;49;06 - 00;34;51;11

You could be in any line of business.

No, no, we made tools.

00;34;51;11 - 00;34;54;03

We're really good at it. In fact,

we're going to expand in India. Mexico.

00;34;54;03 - 00;34;56;04

They have a growing middle class.

They will buy our tools.

00;34;56;04 - 00;34;57;07

Oh yeah. Good luck with that.

00;34;57;07 - 00;34;59;18

India, bypass

the laptop computer over a decade ago.

00;34;59;18 - 00;35;00;29

Went straight to a mobile phone.

00;35;00;29 - 00;35;04;03

India will be bypassing your tools

and going straight to 3D printing.

00;35;04;27 - 00;35;06;10

So. But oh, no.

00;35;06;10 - 00;35;09;14

Well we may so so yeah, this company,

they will make

00;35;09;14 - 00;35;12;18

a quarterly results

for about 7 to 8 more years.

00;35;12;25 - 00;35;17;24

This company, the world's largest

tool manufacturer, will be gone by 20, 32,

00;35;17;25 - 00;35;18;24

six years from today.

00;35;18;24 - 00;35;20;03

Yes. They'll make their quarterly results.

00;35;20;03 - 00;35;22;18

I don't give a damn because they've got

no purpose. They got no where to go.

00;35;24;16 - 00;35;27;08

So that that purpose for you, that's

that's thing one.

00;35;27;08 - 00;35;30;29

You've got to figure out

where you should really be playing,

00;35;31;00 - 00;35;34;19

how you're inspiring people

and everything else follows from that.

00;35;34;19 - 00;35;36;07

Is that right? It's my way.

00;35;36;07 - 00;35;39;22

And if you can't articulate it in 20s,

you don't have one.

00;35;40;10 - 00;35;43;10

I believe everybody is creative

and I'm on a mission to prove it.

00;35;43;12 - 00;35;46;12

It's as simple as that. Yeah.

00;35;46;23 - 00;35;48;06

We roll, so we roll.

00;35;48;06 - 00;35;51;06

Born creative education

just squeezed it out of us.

00;35;51;20 - 00;35;52;19

Right?

00;35;52;19 - 00;35;53;07

I want to,

00;35;53;07 - 00;35;56;06

you know, but before I lose track of it,

I do want to talk a little bit about,

00;35;56;09 - 00;35;58;27

you know, Disney and your journey

from there to what you're doing now.

00;35;58;27 - 00;36;03;00

You've talked about this mission

and kind of unlocking creativity.

00;36;03;00 - 00;36;05;08

How did how did that come to be for you?

00;36;06;09 - 00;36;07;07

30 years.

00;36;07;07 - 00;36;08;05

I got the job.

00;36;08;05 - 00;36;11;10

So I was when I finished, I was head

of innovation and creativity at Disney,

00;36;11;21 - 00;36;12;29

Marvel, Pixar, etc..

00;36;12;29 - 00;36;14;16

Yeah, I didn't start that way

00;36;14;16 - 00;36;17;16

as actually started

the cappuccino boy in the London office.

00;36;18;13 - 00;36;21;07

But I was the guy who had the mad,

audacious, outrageous ideas

00;36;21;07 - 00;36;23;00

that used to upset loads of other people.

00;36;23;00 - 00;36;25;03

But the difference

was I've gotten dumb. Why?

00;36;25;03 - 00;36;26;26

Because I use tools.

00;36;26;26 - 00;36;28;06

To help me get them done.

00;36;28;06 - 00;36;33;01

Tenacity, patience, but also just ways of

thinking differently and giving people.

00;36;33;01 - 00;36;34;07

And here's the thing.

00;36;34;07 - 00;36;36;12

We tried four models of innovation

at Disney.

00;36;36;12 - 00;36;39;12

Model number one, I hired an outside

consultancy, said make me look good.

00;36;40;02 - 00;36;41;06

They were very expensive.

00;36;41;06 - 00;36;42;18

They were never around for execution.

00;36;42;18 - 00;36;43;21

They sure as hell weren't going to show me

00;36;43;21 - 00;36;46;03

how they did it,

because then we would not.

00;36;46;03 - 00;36;47;27

Model number two,

we're creating the innovation team.

00;36;47;27 - 00;36;48;29

Bad idea.

00;36;48;29 - 00;36;50;13

Anybody outside legal? Do legal?

00;36;50;13 - 00;36;51;21

Know anybody outside of sales?

00;36;51;21 - 00;36;54;01

Do sales

know anybody outside of market know.

00;36;54;01 - 00;36;56;09

So if you create an innovation team,

you subliminally

00;36;56;09 - 00;36;58;15

just tell the rest of the organization

they're off the hook.

00;36;58;15 - 00;37;00;19

Model number three an accelerator program.

00;37;00;19 - 00;37;03;27

We bring in some young tech startups,

take a 5050 stake in that business.

00;37;04;04 - 00;37;04;21

They enable

00;37;04;21 - 00;37;05;29

us to bring products and services

00;37;05;29 - 00;37;07;16

to market much quicker

than we normally would,

00;37;07;16 - 00;37;09;05

because they weren't

encumbered by our politics.

00;37;09;05 - 00;37;10;13

And that's the way we do it here.

00;37;10;13 - 00;37;11;28

We will enable them to scale things.

00;37;11;28 - 00;37;15;13

But again, we had failed in our overall

objective was how might we embedded

00;37;15;13 - 00;37;18;10

culture of innovation, creativity

into everybody's DNA?

00;37;18;10 - 00;37;22;15

So I set out to create a toolkit

that that we could pass along.

00;37;22;15 - 00;37;25;12

The other people chose to use

when we were not around.

00;37;25;12 - 00;37;27;02

That's when you know,

you're changing the culture.

00;37;27;02 - 00;37;30;08

We have a three and a half year

wait list for a two day voluntary

00;37;30;11 - 00;37;31;12

training workshop.

00;37;32;12 - 00;37;35;06

And so after 30 years,

I was given the bronze Jiminy Cricket.

00;37;35;06 - 00;37;37;00

Thank you for 30 years of magical service

00;37;37;00 - 00;37;38;19

that you and I thought,

you know what I do?

00;37;38;19 - 00;37;39;26

I got to do something else.

00;37;39;26 - 00;37;43;17

And so I love the keynotes, but

I love the workshops you get in the room,

00;37;43;24 - 00;37;44;05

you know, it's

00;37;44;05 - 00;37;47;09

you can inspire and motivate people,

but you can't help them in 60 minutes.

00;37;47;27 - 00;37;51;20

But if you give people a fake challenge

at 9:00 and let them use the tools

00;37;51;20 - 00;37;53;24

to solve the challenge,

but it's like a clock,

00;37;53;24 - 00;37;55;09

then they know what to do next.

00;37;55;09 - 00;37;56;04

And again, here's

00;37;56;04 - 00;37;59;05

another industry that needs to be blown up

the conference industry.

00;38;00;17 - 00;38;03;21

It's just speakers because speaker panels

speak about, you know,

00;38;04;04 - 00;38;06;04

people learn by doing.

They do not learn by listening.

00;38;06;04 - 00;38;08;02

So yes, they learn both, but we can't.

00;38;08;02 - 00;38;09;05

We're going to shake it up with it.

00;38;09;05 - 00;38;11;27

We can't just get on a stage

and speak at people.

00;38;11;27 - 00;38;12;28

You've got to engage them.

00;38;12;28 - 00;38;13;26

And so to me,

00;38;13;26 - 00;38;17;05

people always ask me when I get off stage,

how did you know if you were successful?

00;38;17;05 - 00;38;18;18

I said, that's easy as well.

How'd you know?

00;38;18;18 - 00;38;21;18

I said, if one person is looking down

the telephone, I fail.

00;38;21;25 - 00;38;24;28

Simple as that. Yeah. So from

00;38;26;03 - 00;38;26;27

for you, it all comes

00;38;26;27 - 00;38;29;29

back to like that, that muscle memory.

00;38;29;29 - 00;38;30;06

Right.

00;38;30;06 - 00;38;34;03

Like actually practicing

these new skills. So.

00;38;34;04 - 00;38;37;12

So yeah.

And I'm just kind of digesting it.

00;38;37;12 - 00;38;41;11

But for you the answer is not I'll create

a chief innovation officer

00;38;41;11 - 00;38;43;19

and they'll come in and tell everybody

what to do.

00;38;43;19 - 00;38;44;24

It's like. But.

00;38;44;24 - 00;38;48;10

We need to use these tools and put them

into practice and get comfortable.

00;38;48;15 - 00;38;51;15

We need to impart them

to the rest of the organization.

00;38;51;20 - 00;38;54;19

Every conversation

that has an innovation team of 12 people.

00;38;54;26 - 00;38;57;06

Oh yeah, great. Good luck with that.

00;38;57;06 - 00;38;59;29

When we really moved,

the needle was when we imparted

00;38;59;29 - 00;39;03;18

our knowledge to other people

and let them do it for themselves.

00;39;03;24 - 00;39;06;08

That's

when you're really changing a culture.

00;39;06;08 - 00;39;06;29

Right?

00;39;06;29 - 00;39;09;03

I think I think that's very well said.

00;39;09;03 - 00;39;10;08

And I loved your

00;39;10;08 - 00;39;11;18

I loved your walk through of why

00;39;11;18 - 00;39;14;08

the different models don't work

and why this was the right one.

00;39;14;08 - 00;39;15;25

And yeah, certainly that,

00;39;17;17 - 00;39;20;28

just kind of triggered a few different

organizational memories I've had as well.

00;39;20;28 - 00;39;22;13

So, no, thanks for that.

00;39;22;13 - 00;39;22;29

Thank you for that.

00;39;22;29 - 00;39;25;19

I think that's, that

that's really interesting. Duncan.

00;39;25;19 - 00;39;26;26

This has been super interesting.

00;39;26;26 - 00;39;29;26

I really appreciate you

opening my mind in terms of,

00;39;29;28 - 00;39;33;06

you know, not just the why of creativity

in innovation, but the how when you've,

00;39;33;16 - 00;39;37;01

you know, shared so many great tools

that I'm excited to try out myself.

00;39;37;28 - 00;39;39;20

Well, thank you very much indeed.

00;39;39;20 - 00;39;40;10

Anybody else?

00;39;40;10 - 00;39;42;16

It's the Imagination emporium.com.

00;39;42;16 - 00;39;43;20

It will change your lives.

00;39;43;20 - 00;39;45;07

So I actually I've finished my

00;39;45;07 - 00;39;48;28

I created this character called out,

this is the importance of diversity.

00;39;49;05 - 00;39;51;28

We were doing a new,

designing a new retail

00;39;51;28 - 00;39;54;22

dining entertainment complex for Hong Kong

Disney Resort.

00;39;54;22 - 00;39;57;05

And in the room that day,

I had the Imagineering team.

00;39;57;05 - 00;40;00;04

But that day, with 12 white

male American architects over 50.

00;40;00;04 - 00;40;01;20

So I brought in a naive expert.

00;40;01;20 - 00;40;05;10

Or who or what's naive about somebody who

doesn't know what you're working on? Why?

00;40;05;16 - 00;40;08;14

Because they'll ask the silly questions

that we're too embarrassed to ask.

00;40;08;14 - 00;40;11;01

They'll throw out the audacious idea

and governed by our river thinking.

00;40;11;01 - 00;40;13;18

So I brought in a young female Chinese

chef. Why?

00;40;13;18 - 00;40;15;28

Because she was the antithesis

of everybody else in the room.

00;40;15;28 - 00;40;17;16

And I asked everybody to draw house.

00;40;17;16 - 00;40;19;21

And everybody drew what you were draw,

Jeff?

00;40;19;21 - 00;40;22;23

Two windows, one door

and the roof was a triangle.

00;40;22;23 - 00;40;25;18

Except the chef

she drew in some architecture.

00;40;25;18 - 00;40;26;11

And why wouldn't she?

00;40;26;11 - 00;40;29;01

She's a young female Chinese chef,

not an architect.

00;40;29;01 - 00;40;32;06

On the way out the door, when the Disney

Imagineers slapped a, post-it

00;40;32;06 - 00;40;35;10

over her drawing, which said

Distinctly Disney, authentically Chinese.

00;40;35;21 - 00;40;37;22

Seven years later,

the strategic brand position

00;40;37;22 - 00;40;40;24

that guided the entire design

of the Shanghai Disney was all distinctly

00;40;40;24 - 00;40;43;24

Disney, authentically

Chinese diversity is fashion.

00;40;44;00 - 00;40;46;16

If somebody doesn't look like you,

they don't think like humans.

00;40;46;16 - 00;40;47;14

They don't think like you.

00;40;47;14 - 00;40;49;18

They can help you think differently.

00;40;49;18 - 00;40;52;27

And so, when I was designing the book,

I had this character called Archie,

00;40;53;04 - 00;40;54;28

who was a direct descendant of Archimedes,

00;40;54;28 - 00;40;56;05

because when you ask people

where they are,

00;40;56;05 - 00;40;59;05

when they get their best ideas, they say,

the shower, Archimedes was in the bar

00;40;59;10 - 00;41;00;09

and my daughter looks at it.

00;41;00;09 - 00;41;02;15

She goes, dad, it's an all white guy.

00;41;02;15 - 00;41;03;20

You can't do that shit anymore.

00;41;03;20 - 00;41;05;26

You know, like

so I created three new characters.

00;41;05;26 - 00;41;07;03

This is Spock.

00;41;07;03 - 00;41;09;27

Spock is male.

He introduces you to the crazy behavior.

00;41;09;27 - 00;41;12;21

Zing. Gender

neutral. Introduce to the energizers.

00;41;12;21 - 00;41;13;21

No. She's female.

00;41;13;21 - 00;41;14;16

She introduces you.

00;41;14;16 - 00;41;18;09

The innovation tools make it fun,

and people will use it,

00;41;18;19 - 00;41;21;14

but make it practical at the same time.

00;41;21;14 - 00;41;22;23

Nice, I love it.

00;41;22;23 - 00;41;24;05

Well, thank you so much again for joining.

00;41;24;05 - 00;41;26;16

This has been awesome

and I really appreciate your time.

00;41;26;16 - 00;41;27;27

So thank you very

much. Lovely to meet you.