As I reflect on the past seven weeks, my position on Rogers’ Diffusion of Innovation scale, as an Innovator or at least an Early Adopter has not changed, though I now have a much deeper understanding of it. Thinking back to the final thought in my most recent WOL blog post, I’m on the curve: “Embracing innovation has shaped not only how I approach technology but also how I design learning experiences that empower others to grow, adapt, and confidently navigate change.”
I would now add that I have gained a deeper understanding of the process involved in exploring innovation, and I recognize that not every organization is ready for it due to a variety of influencing factors.
Let's start with the BUILDS evaluation framework, which can significantly influence how an organization adopts a specific innovation. The fact that it begins with Business Value illustrates the importance of considering return on investment (ROI). You may have the most exciting, cutting-edge technology in your industry, but if it doesn't deliver value, it could end up being a waste of investment dollars.
A strong example of this is VR/AR, an amazing technology, but one that can be challenging to implement in a financial institution like mine, which operates in a virtual, hybrid, and in-office environment. I once explored the idea of creating a VR/AR interactive sales-role environment; however, after conducting research and a cost analysis, I realized I could build a dynamic training system without the expense and implementation hurdles associated with VR/AR.
In my white paper, DialogueIQ: AI-Driven Interactive Sales Role-Play and Compliance Training System, I found that emerging technologies could deliver the same outcomes with a much better ROI. DialogueIQ could be an AI-powered sales role-play platform that helps financial professionals strengthen real-world client communication skills through realistic, voice-based simulations. By interacting with adaptive virtual clients, users can safely practice conversations, experiment with different approaches, and learn to handle objections more effectively than with traditional scripted training.
Learning about micro-credentials has given me valuable insight into how blockchain technology extends far beyond cryptocurrencies like Bitcoin. Through my research, I discovered that this emerging technology aligns particularly well with the financial industry, where strict compliance standards and regulatory training requirements are central to our operations. Blockchain’s transparency, security, and tamper-resistant nature make it an ideal tool for tracking mandatory learning, certifications, and ongoing professional development.
Additionally, the concept of housing training records within a blockchain-based system offers exciting possibilities for both internal mobility and career progression. Micro-credentials stored on a secure and verifiable platform could provide employees with recognized, transferable evidence of their skills. This could support colleagues in pursuing new roles, meeting required competencies, and demonstrating upskilling in a way that is both efficient and trusted across teams or even across organizations.
To expand on my thoughts about the innovation curve, as I stated, I still see myself positioned as an Innovator or at minimum, an Early Adopter. What has shifted is not my placement but my understanding of why I sit there. I’ve gained greater clarity on how I evaluate emerging technologies, how I experiment with new ideas, and how I balance excitement with strategic considerations such as ROI, feasibility, and organizational readiness.
When I think about how I used generative AI like ChatGPT as a design partner for a training slideshow such as The Last Horn of Ujung Kulon the experience was incredible. While there were challenges, once you identify those aspects, you can truly use the tool in the way it was designed.
As an Innovator/Early Adopter, that position comes with significant responsibilities to ensure that emerging technology is the right fit for your organization. This is why researching the technology is essential: you need to confirm that it is sustainable and not something that will become obsolete before you can complete its implementation.
Since research on a specific emerging technology may be limited, existing white papers or authoritative analyses might not yet exist. As a result, you must be prepared to conduct the foundational research yourself, often becoming the person who creates the first white papers that others will later rely on to assess their own organizations and strategies. This situation also underscores the importance of applying robust evaluation frameworks, such as the BUILDS framework, to ensure that the technology is examined thoroughly and objectively.
In addition, using an Emerging Technology Implementation Plan becomes crucial for moving from concept to execution in a structured and responsible way. This plan helps define the problem the technology aims to solve, assess organizational readiness, identify stakeholders, outline risks, and map out phased adoption steps. Combined with stress-testing the technology, including evaluating its performance with big data and its interaction with AI, this approach ensures that decisions are well-informed, scalable, and aligned with broader business or mission goals.
Looking ahead, my position on the innovation curve will guide me to stay curious, explore boldly, and prototype early, now with a more intentional focus on organizational context. Being an innovator means I may experiment before others do, but I’m increasingly attuned to the difference between when a technology is merely innovative and when it is truly valuable. Whether through AI-driven simulations, blockchain-backed micro-credentials, or tools yet to emerge, I want the learning experiences I design to empower people to navigate change with confidence.
Ultimately, staying on the early edge of the innovation curve will continue to shape my work, pushing me to explore, test, refine, and advocate for technologies that not only inspire but also deliver sustainable, strategic impact. And I will never look at a Netflix show icon the same way again, knowing that big data determined what I was going to see.
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