Business Innovation Success Factors

When KPIs are measured in silos. Every department hits its targets—while the mine misses its goals. Our last discussion on silos in mining education sparked an overwhelming response. Many of you pointed out these silos don’t stop at education—they shape how mining companies operate. Here’s what you shared: ✅ Geologists model resources but often miss downstream mining and processing needs. ✅ Mine engineers focus on moving tonnes but don’t always consider processing constraints. ✅ Metallurgists optimize recovery but lack insight into ore variability, setting them up to fail. But siloed KPIs hurt operations. Mining succeeds by maximizing metal recovery and throughput at the lowest cost. Yet, companies break this into departmental KPIs that reward local efficiency at the expense of overall performance. Here’s how that plays out: 📍Mining teams hit targets by extracting more tonnes—whether the plant can process them or not. ⚡Processing teams cut energy costs, even if it reduces throughput and recovery. 🔧 Maintenance minimizes downtime but defers repairs, leading to bigger failures later. 💸 Procurement buys the cheapest equipment, causing breakdowns and lost productivity. Each team hits its targets—while the mine falls short. Why does this happen? Company culture. Organizations set siloed KPIs because they manage operations in silos—separating budgets, encouraging competition instead of collaboration, and rewarding local wins over profitability. And they ignore one critical principle: 👉 Culture eats strategy for breakfast. Success depends on aligning incentives so every team works toward the same goal. This is where value-chain thinking matters. Mining must align every step of the process, from geology to the final product. ✅ Geologists must provide data that mining and processing teams can act on. ✅ Mine engineers must optimize feed prep for plant performance. ✅ Metallurgists must balance smelter requirements with environmental goals. This isn’t new—it’s Follow the Money 101. Yet teams optimize for their own success, not the mine’s profitability. The result? ❌ Poor communication disguised as “alignment meetings” that fail to drive real change.  ❌ Departmental KPIs that create trade-offs rather than shared wins.  ❌ Budgets that encourage departments to hoard resources instead of collaborating. How do we break free from siloed thinking? 1️⃣ Align KPIs with overall performance. ✅ Measure teams by their contribution to mine-wide success. ✅ Reward mining teams for delivering the right ore, not just more ore. 2️⃣ Break down budget silos. ✅ If cost savings in one area increase costs elsewhere, it’s a hidden expense. ✅ Empower managers to spend where it actually delivers results. 3️⃣ Build cross-functional teams. ✅ Use shared KPIs that require collaboration. ✅ Get geologists, engineers, and metallurgists aligned before problems arise. Until leaders fix this, the mine will keep falling short. What do you think? Let’s discuss.

The B2B Elements of Value 🌎 Frameworks such as the Elements of Value Pyramid, published by Harvard Business Review and Bain & Company, offer a concise snapshot of how true value creation extends beyond traditional transactional benefits. The model underscores that meaningful differentiation occurs when sustainability and purpose are integral, not peripheral, to a company’s core strategy. While functional elements—such as scalability, innovation, and cost efficiency—remain essential, their true value multiplies when they are explicitly aligned with environmental responsibility and long-term societal impact. This alignment positions companies to lead market transformations rather than merely react to them. Ease-of-business factors like transparency, simplified processes, and responsive partnerships are crucial for maintaining strong client relationships. When these aspects incorporate a clear sustainability perspective, they become more resilient, trustworthy, and strategically relevant amid evolving stakeholder expectations. Strategic elements including risk management, integration, and cultural fit gain new significance when combined with sustainability efforts. Businesses capable of strategically addressing environmental and social risks not only mitigate potential disruptions but also position themselves as forward-looking leaders prepared for future challenges. Delivering individual-level benefits—such as career advancement, personal growth, and reduced anxiety—builds stronger and more lasting business relationships. Organizations that authentically embed sustainability and impact into their internal culture inspire greater loyalty and engagement among employees, customers, and partners. Inspirational elements—vision, hope, and social responsibility—represent the apex of meaningful value creation. Today’s leading organizations define their ambition not simply through profit, but through a clearly articulated purpose that addresses urgent global challenges. Ultimately, the B2B Elements of Value framework illustrates that enduring business success is achieved only when companies integrate sustainability and genuine purpose across every layer of their value proposition. Those who embrace this integrated approach drive competitive advantage, deepen stakeholder trust, and meaningfully contribute to a better future. #sustainability #sustainable #business #purpose #impact

Leaders, be careful what you wish for in people’s extreme success. Employees, be careful how much of it you chase. A new study in Research Policy has a simple but unsettling conclusion: not all success is created equal. #Researchers followed employees inside a global automotive company’s internal innovation platform over four years, tracking more than a thousand ideas. Here’s what they found: When people had ordinary success (their ideas were implemented and rewarded in typical ways), their next #ideas tended to improve. They #learned, #adapted, and kept #contributing. But when people experienced extreme success — #rewards or #recognition far beyond expectation — their next ideas got worse. Specifically: 👉 They became less likely to collaborate on new ideas. Success made them more confident in their solo ability and less open to feedback. 👉 Their self-perceived status rose. They saw themselves higher on the social ladder, which in turn made them more cautious and protective. As a result, their new ideas were less likely to be implemented. 👉 The effect wasn’t momentary. It lasted up to two years before fading. The authors call this the innovation cost of extreme success. It’s a psychological trap: the very moment that signals brilliance also plants the seeds of creative decline. When success inflates the self, it deflates curiosity. There’s a lesson here for today’s organizations racing to innovate — especially in the age of #AI: Leaders: don’t over-reward the outlier. Celebrate, yes, but be careful not to turn exceptional performance into an identity. Balance praise with process. Keep great performers inside the collaborative loop. Innovators and employees: success is data, not destiny. Learn from it, then let it go. The goal is momentum, not medals. AI teams: when models and metrics start defining “success,” the same dynamic can appear at scale ... systems that reinforce what worked before instead of exploring what could. Extreme success feels like a finish line, but for innovation it’s often a quiet full stop.

NITI Aayog’s report "#Electricvehicles in #India: Unlocking $200 Bn Opportunity" ⚡𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗦𝘂𝗺𝗺𝗮𝗿𝘆 • Aims: aggressive #electricmobility to cut fuel dependence, GHG, improve air quality. • Goal: 30% EV share in total vehicle sales by 2030. • EV sales rose from 50K (2016) to 2.08 mn (2024), slow transition. ⚡𝗜𝗻𝗱𝗶𝗮'𝘀 𝗘𝗩 𝗦𝘁𝗮𝘁𝘂𝘀 (𝟮𝟬𝟮𝟰) • Global EV sales ~18.78 mn (2024), w/ total stock ~61.21 mn. • India's EV sales ~2.08 mn (2024), total stock ~5.45 mn. • India performs well in e2/3W, Slow Progress: eCars & trucks. • Target 2030: increase EV share by ~22% in next 5 years. ⚡Indian OEMs & Suppliers opportunity & challenges. • OEMs desire single approach for PM E-DRIVE & PLI to avoid mixed signals. • Advocate: mandating % of EV sales for OEMs. • Reduced import duty on EV components, until manuf. scales for localization. • Supply constraints from OEMs pose barrier▶EV truck adoption. • GST piling up (18% input, 5% output) causes cash flow issues for manuf. ⚡𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲𝘀: • Financing ebus/trucks is a major hurdle due to high costs and lender risks. • Inadequate charging facilities coupled w/ low utilization of existing public points. • Lack of #awareness about EV #performance & benefits limits adoption. • Inadequate data & regulatory gaps impede evidence-based policy making. • #powersupply connection problems & inconsistent fee structures impact #chargingstation viability. • High #publiccharging cost (18% GST): 4 times of #homecharging. ⚡𝗥𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗲𝗱 𝗔𝗽𝗽𝗿𝗼𝗮𝗰𝗵 (𝟵 𝗣𝗶𝗹𝗹𝗮𝗿𝘀) • #transition from incentives to mandates for a stronger push. • #focus on subset of fleet based on high benefits & #ecosystem ease. • #prioritize saturation in limited geographies for impact & replication. • Enable finance for e-Bus/Truck to overcome high capital cost problems. • Shift focus to services delivered rather than assets procured. • Shift #capitalcost ➤ #operatingcosts (battery/vehicle #leasing ) • Scale R&D on new battery tech. for ⬇️ #prices, ⬆️ #energydensity & ⬇️ import dependence. • Strategically scale charging infra. based on viability & coordination. • Enhance awareness & information systems to counter misconceptions & support decision-making. ⚡𝗡𝗲𝘅𝘁 𝗦𝘁𝗲𝗽𝘀: • Develop clear policy w/ targets & timelines for EV transition. • Program of stringent reg. for EV transition within timeframes. • Launch program to saturate 5 cities w/ 100% e-Bus/Paratransit/freight. • Operationalize blended fund to reduce capital costs for eTruck/Bus. • Inter-ministerial committee: swiftly resolve inter-agency coordination. ⚡𝗨𝗻𝗶𝗾𝘂𝗲 𝗜𝗻𝗱𝗶𝗮𝗻 𝗖𝗼𝗻𝘁𝗲𝘅 • 2W form 75% of vehicles; cars are ~13%. • 98% of vehicles are small, #publictransport, or goods carriers. • Travel distances are short, w/ 54% of urban trips under 10 km. • Buses (94%) & trucks (80%) are managed by small pvt. operators. • 3W: vital & popular paratransit system component. • Cost-conscious consumers are deterred by high EV capital #costs.

Wondering What’s Holding Back Widespread EV Adoption? Check out our newest study on barriers, equity, and supply chain challenges. As the world pushes toward decarbonization, the transition to electric vehicles (EVs) remains a critical component of a sustainable future. However, adoption is still hindered by high costs, financing hurdles, and inadequate charging infrastructure—challenges that disproportionately impact low-income and marginalized communities. At the same time, global supply chain disruptions, from semiconductor shortages to critical mineral scarcity, are keeping EV prices elevated and limiting accessibility. In our latest study, "Modern challenges facing electric vehicle adoption: A review of barriers to adoption, supply chain challenges, and equity" (published in Environmental Research Letters), we systematically reviewed 130 articles to assess these pressing issues and explore how policy, investment, and equitable resource allocation can address these gaps. We introduce a systemic equity framework, advocating for policies that ensure EV adoption benefits all communities—especially those historically excluded from transportation advancements. Key Findings: 1. Supply chain disruptions (e.g., COVID-19 impacts, trade tensions, raw material shortages) are driving up EV prices. 2. Charging infrastructure remains insufficient in many disadvantaged communities, deepening mobility inequities. 3. Without targeted policies, EV incentives may primarily benefit higher-income households, limiting widespread electrification. 4. The transition to EVs must be sustainable and equitable. This review underscores the need for integrated solutions that consider affordability, infrastructure expansion, and global networks. Thanks to Hala A. and Dan Matisoff for leading this. Co-authors include: Sanya Carley and Joe Bozeman III, PhD, CEM. Really grateful the National Science Foundation (NSF) believed in this work and funded us before the federal funding 'freezes' kicked in. #electricvehicles #EV #phdlife #engineering #systemicequity #energyjustice #DEI #ERL #EVs #Sustainability #Equity #SupplyChain #ElectricVehicles #Decarbonization #Transportation #Research Link to paper: https://lnkd.in/dFW8u-ZP

When my house helper rings the doorbell, it used to take me about 50 seconds to a minute to open the door. She would patiently wait, understanding that I needed to walk from one corner of my bedroom to the door to unlock it. Later, I installed a digital door lock that allowed me to unlock the door using an app on my phone. The first time I used it, she was both surprised and delighted, marveling at how the door opened without anyone physically unlocking it. She was so amazed that she asked me to repeat the process two or three times, finding it almost magical. The app gives 25 seconds to unlock the door, which reduced my average response time from a minute to 15-18 seconds. However, this change unintentionally reset expectations. Now, when I am not near my phone, take longer to find it, or choose to walk to the door, she starts to grow restless. This shift perfectly illustrates the Kano model, which explains how a feature that initially delights can quickly become an expectation. Once an expectation is set, its absence creates dissatisfaction. This is a reflection of how industries are evolving, constantly striving to turn today’s innovations into tomorrow’s baseline. It even led me to wonder if I could automate further—perhaps by installing a bot that could validate her image on the camera and unlock the door within two seconds of her ringing the bell. Yet, even if I succeeded, I can’t help but think, what next? Where does the cycle of continuous improvement end? The pursuit of innovation is thrilling, but it carries the risk of creating an unending loop of rising expectations. The challenge of innovation is not just about keeping up; it’s about the deeper emotional toll—the fear of falling short, the anxiety of losing relevance, and the restlessness that comes with wondering, what next? While progress is essential, it’s equally important to pause and evaluate whether we are improving for genuine value or simply reacting to perceived demands. True innovation isn’t just about doing more; it’s about ensuring that what we do adds meaningful and lasting impact.

🌍 Shocking truth: Mining drives 53% of Indonesia's nickel production and 24% of Chile's copper output. But here's the twist - while these critical minerals power our clean energy future, mining itself generates massive emissions. The story unfolds across three resource giants - Chile, Indonesia, and South Africa - each wrestling with a complex challenge: How to fuel the global energy transition while decarbonizing their own mining operations. 🎯 KEY REVELATIONS: • Chile leads the charge with specific mining emission targets: 57% reduction in open-pit copper mines, 74% in underground mining by 2050 • Indonesia's mining sector contributes just 2.62% to GDP but accounts for a staggering share of global nickel production • Mining emissions have tripled in Chile since 1990, primarily driven by copper extraction 🚧 PLOT TWISTS: • Chile aims for carbon neutrality by 2050 while increasing critical mineral production • Indonesia faces unique challenges balancing its role as the world's largest nickel producer with emission reduction goals • Data transparency varies dramatically - Chile reports detailed mining emissions while Indonesia aggregates them within broader categories 💡 RESOLUTION PATHWAYS: • Chile's renewable energy integration in mining hits 44%, targeting 62% by 2025 • Strategic policy frameworks emerging across all three nations • Public-private partnerships reshaping control of critical mineral assets • Innovation in electric mining vehicles and thermal electrification The professional development opportunity is clear: Mining leaders must master the delicate balance between increased production and decreased emissions. This requires new skills in sustainable mining practices, renewable energy integration, and emissions management. Ready to accelerate your mining sector's decarbonization journey? Start by: Benchmarking current emissions Setting science-based targets Implementing renewable energy solutions Investing in clean mining technologies The question isn't whether mining will decarbonize, but who will lead the transformation. Will you be at the forefront? #SustainableMining #Decarbonization #CleanEnergy #MiningInnovation

As AI becomes more embedded in organizational life, we often hear promises of greater efficiency, innovation, and creativity. But a recent study by Schweitzer & De Cremer (2024) reveals a surprising twist: When employees are managed by algorithms instead of humans, they are perceived as less creative, and as a result, receive less innovation funding. In three experiments, the authors placed participants in top management roles and asked them to evaluate teams led either by human or algorithmic supervisors. Despite the broader narrative that AI frees workers for creative tasks, participants consistently rated algorithm-supervised teams as less imaginative and inventive. These perceptions directly influenced how much innovation budget teams received. Even when algorithmic management was common throughout the organization, the bias persisted. This finding has deep implications. Algorithmic systems might not just change workflows, they may also subtly erode how we see human potential. If perceptions of creativity are tied to who (or what) manages us, then the rollout of AI in leadership roles might come at an invisible cost: Undervaluing the very people it aims to empower. As we continue to design the future of work, it is worth asking: Are we overlooking the psychological effects of letting algorithms lead? Full paper: https://lnkd.in/e--34bmS #AI #Leadership #OrganizationalPsychology #FutureOfWork

EV Charging-as-a-Service: 4 Moves That Work, and 4 Excuses That Don’t. ⚡️ Most CaaS “strategies” sound like a PowerPoint buffet of buzzwords. So let’s talk about what actually moves the needle, and what current data says, not marketing decks. 1️⃣ Reliability isn’t a feature. It’s the product. Stop bragging about “99% uptime.” Harvard found real-world public charging closer to 78% functional, and Bay Area field data hit 72.5%. J.D. Power says 14% of drivers still can’t charge when they plug in, even though that’s “the best year yet.” That’s not uptime. That’s downtime with good PR. Track what matters: failed-to-charge rate, MTTR, and live connector status. Publish it. Transparency sells more than taglines ever will. 2️⃣ Interoperability or irrelevance. If your network can’t talk to others, you’re not a network, you’re an island. Implement OCPI so drivers from other apps can find and pay you. Run OCPP 2.0.1 so your chargers actually speak to your cloud. And test ISO 15118-20 Plug & Charge where it makes sense (note: it’s not backward-compatible). Most “adapter drama” isn’t hardware, it’s your software pretending to be special. 3️⃣ Build where utilization will be earned, not hoped. If your ROI model depends on traffic that doesn’t exist, you don’t have a charging business, you have an expensive parking lot. Use simple math, corridor DC fast charging should target 6-8 sessions per port per day at maturity (some networks like EA barely hit it). And remember, lighting, bathrooms, 24/7 access, and safe exits are worth more than a PR ribbon. 4️⃣ Sell outcomes, not boxes. CaaS isn’t hardware rental, it’s uptime, predictability, and trust. Bundle service tiers (“Fleet 180,” “Depot L2+DC”) with ≥97% port-uptime SLAs, preventive maintenance, and real-time dashboards. If you’re only selling kilowatts, someone else will sell peace of mind and take your customer. 📊 Reality check: The average public fast charger in America still only works about ¾ of the time. Drivers know it, fleets know it, and the internet never forgets. You don’t fix that with hashtags. You fix it with data, standards, and service that actually works. So in 2025, stop calling yourself a “Charging-as-a-Service” company unless the service part actually shows up. #EVCharging #FleetElectrification #BatteryStorage #CaaS #EnergyTransition #EVMobility