There are thousands of technology integrations to use in your classroom, so it’s important to keep students in mind when choosing the best implementation for your class. Our biggest goal here at MAD-learn is to empower students with hands-on 21st century learning so that they can learn useful skills to help them achieve great success in whatever they choose to do in the future. Whether you’re using MAD-learn in a core curriculum classroom or in a technology or computer science based class, there are three huge takeaways for students to help them succeed in today’s digital age.
Clarity around which trade-offs are best for the company as a whole—something an innovation strategy provides—is extremely helpful in overcoming the barriers to the kind of organizational change innovation often requires. People don’t resist change because they are inherently stubborn or political but because they have different perspectives—including on how to weigh the trade-offs in innovation practices. Clarity around trade-offs and priorities is a critical first step in mobilizing the organization around an innovation initiative.
A company’s innovation strategy should specify how the different types of innovation fit into the business strategy and the resources that should be allocated to each. In much of the writing on innovation today, radical, disruptive, and architectural innovations are viewed as the keys to growth, and routine innovation is denigrated as myopic at best and suicidal at worst. That line of thinking is simplistic.
Much of the information in the guide has been gathered via our work with students, faculty, and universities. In particular, Google would like to express our profound gratitude to our outstanding volunteer faculty advisors: Laleh Behjat, University of Calgary; Judith Gal-Ezer, Open University of Israel; Mia Minnes, University of California San Diego; and Sathya Narayanan, California State University Monterey Bay. They gave substantial input to the design and content, and helped us keep the needs of their peers and students front and center.
As companies begin their recruiting efforts, they need to know not only whom they are looking for but also where to look. This is particularly true for organizations with a global footprint. These organizations must identify cities that have a good supply of digital talent—cities where the company will seem attractive to native residents and where the company will be able to build up its digital resources over the medium to long term.