Feb 05 2024 43 mins 3
In this episode, I talk with John Guilfoyle, Chief of Technology and Innovation at Stanley Consultants, about his career journey and the establishment of Stanley's innovation program. He explains how the program operates, involving various stakeholders and addressing internal and external challenges. John also highlights the role of AI in the program and shares advice for engineers looking to drive innovation in engineering.
***The video version of this episode can be viewed here.***
Engineering Quotes:
Here Are Some of the Questions I Ask John:
Why did Stanley establish the innovation program, and how does it align with the company's broader goals?
Could you guide us through the operations of the innovation program and highlight the specific problems it aims to address?
How does Stanley promote collaboration in its innovation program, giving credit to junior members and involving others?
How does Stanley measure the success of its innovation program?
Do you have concrete data supporting whether this was a success, needs further improvement, or any other conclusive insights?
How does AI integrate into Stanley's innovation program, and are there any specific AI projects or initiatives you'd like to highlight?
What major challenges have you encountered in managing the program, and what insights have you gained from overcoming them?
What advice would you offer to engineers aiming to lead innovation in their respective fields?
Here Are Some Key Points Discussed in This Episode About Exploring Cutting-Edge Innovation in Engineering:
Stanley, with 900-1,000 employees, is adapting to economic changes by ditching direct competition with bigger firms. Led by the CEO, they're all about disruption and collaboration, pooling the best ideas across projects. The key is their innovation program, evident in a solid three-year deal for a tech platform. They're committed to a comprehensive, cradle-to-grave approach across various sectors.
Stanley is all about innovation in engineering, aiming to improve internal processes, staff satisfaction, and project efficiency. They're tackling challenges from small tweaks to global issues like public health. Their tiered approach involves internal collaboration through challenges and external co-creation with partners. At the top level, open innovation engages a vast network of experts for groundbreaking solutions. It's a comprehensive strategy to drive innovation across the board.
Stanley is breaking down hierarchies in engineering by promoting diverse voices through their Innovate @ Stanley program. With dedicated sponsors, they turn ideas into action, avoiding duplication and aligning with business goals. They extend innovation beyond internal staff, involving retirees and external partners for collaborative problem-solving. It's a powerful approach, uniting diverse perspectives within and beyond the organization.
In its two-year run, Stanley's innovation program prioritizes impactful metrics. Internally, they measure efficiency gains, like the finance team saving a thousand hours annually. Externally, the focus is on project efficiency, utilizing innovations like AI to reduce task hours. Introducing new services is directly tied to revenue, demonstrating financial success. The metrics approach is tailored to specific concerns and objectives within the company.
Stanley openly acknowledges challenges in their innovation program, with some initiatives providing clear results, while measuring engagement improvement, especially with the young professional group, proving more complex. Despite not having perfect metrics for every aspect, they are dedicated to continuous improvement, aiming for measurable success where feasible.
In the third year of their innovation program,
***The video version of this episode can be viewed here.***
Engineering Quotes:
Here Are Some of the Questions I Ask John:
Why did Stanley establish the innovation program, and how does it align with the company's broader goals?
Could you guide us through the operations of the innovation program and highlight the specific problems it aims to address?
How does Stanley promote collaboration in its innovation program, giving credit to junior members and involving others?
How does Stanley measure the success of its innovation program?
Do you have concrete data supporting whether this was a success, needs further improvement, or any other conclusive insights?
How does AI integrate into Stanley's innovation program, and are there any specific AI projects or initiatives you'd like to highlight?
What major challenges have you encountered in managing the program, and what insights have you gained from overcoming them?
What advice would you offer to engineers aiming to lead innovation in their respective fields?
Here Are Some Key Points Discussed in This Episode About Exploring Cutting-Edge Innovation in Engineering:
Stanley, with 900-1,000 employees, is adapting to economic changes by ditching direct competition with bigger firms. Led by the CEO, they're all about disruption and collaboration, pooling the best ideas across projects. The key is their innovation program, evident in a solid three-year deal for a tech platform. They're committed to a comprehensive, cradle-to-grave approach across various sectors.
Stanley is all about innovation in engineering, aiming to improve internal processes, staff satisfaction, and project efficiency. They're tackling challenges from small tweaks to global issues like public health. Their tiered approach involves internal collaboration through challenges and external co-creation with partners. At the top level, open innovation engages a vast network of experts for groundbreaking solutions. It's a comprehensive strategy to drive innovation across the board.
Stanley is breaking down hierarchies in engineering by promoting diverse voices through their Innovate @ Stanley program. With dedicated sponsors, they turn ideas into action, avoiding duplication and aligning with business goals. They extend innovation beyond internal staff, involving retirees and external partners for collaborative problem-solving. It's a powerful approach, uniting diverse perspectives within and beyond the organization.
In its two-year run, Stanley's innovation program prioritizes impactful metrics. Internally, they measure efficiency gains, like the finance team saving a thousand hours annually. Externally, the focus is on project efficiency, utilizing innovations like AI to reduce task hours. Introducing new services is directly tied to revenue, demonstrating financial success. The metrics approach is tailored to specific concerns and objectives within the company.
Stanley openly acknowledges challenges in their innovation program, with some initiatives providing clear results, while measuring engagement improvement, especially with the young professional group, proving more complex. Despite not having perfect metrics for every aspect, they are dedicated to continuous improvement, aiming for measurable success where feasible.
In the third year of their innovation program,
