“We know that driving change depends on keeping multiple layers of the system in which we are working top of mind. First, we need a data-driven understanding of the ecosystem. We can then design platforms or programs to push change forward. Within that platform, we can design and run pilots to implement low risk projects to incrementally learn. Finally, change requires a focus on people who are empowered to push into new initiatives. In 2023, we systematically worked to design innovation products that target each of these layers. In 2024, we will be working to continue refinement to launch.”

“We created our Immersive Innovation Labs (IILs) in 2021 and since then have run multiple cohorts across sectors that have allowed us to validate and improve our process. This last year we revisited that process and updated the Immersive Innovation Labs companion book based on our learnings over the past three years. We’re excited to be able to not only put out the Immersive Innovation Labs V 2.0 book in the new year, but also continue the feedback loop by running new IIL cohorts. ”

“Like most things, innovation doesn’t happen in a vacuum. New solutions and the connections and resources to make them happen are dependent on the surrounding network. Understanding the community in which a person or organization exists using network analysis and making informed decisions based on those insights is one way we are driving innovation forward. Considering the context of a problem fosters an inclusive approach toward a solution, which leads to more creative, more sustainable innovation. ”

“Orange Sparkle Ball has a passion for understanding the deeper indicators of what makes innovation programs and innovators themselves successful. We have been working on a tool to quantify these data markers and display them in a holistic innovation dashboard. The goal of this initiative will be to enable change-makers to track goals both personal and organizational, custom intervene in both internal and external ecosystems, as well as track tangible progress over time to prove program successes and sustainability.”

“This year’s TOP Sprint by the US Census and The National League of Cities has been a great opportunity to partner with local innovation ecosystem builders, such as our friends at The Hatchery at Emory University and Macon Black Tech. Through these partnerships, we gain a deeper understanding of what an inclusive innovation ecosystem looks like, and how to sustain innovation activity throughout a network.”

“Leveraging our experience building an autonomous delivery pilot program in the corporate space, we’re currently working on structuring a platform for testing Autonomous Robotic Pickup in the Detroit area. We plan to do this through a series of iterative pilots testing autonomous robotic pickup and removal of materials across a variety of use cases with the ultimate goal of creating a platform with a suite of pickup offerings. This opportunity stood out to our OSB team due to the new expedited permitting process the City of Detroit’s Office of Mobility Innovation is piloting. In the pilot geography, called the Transportation Innovation Zone (TIZ), those with an innovative mobility solution can more easily get their permit reviewed and issued. We are excited to get to work in this innovation zone.
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“Balancing the needs of multiple stakeholders is like juggling—requiring focus, agility, and skill to keep all the elements in motion without dropping the important ones. These needs are the threads that weave progress, requiring attention, understanding, and collaboration to create shared success.”

“This year more than ever, we prioritized community engagement with our tech pilots. We collected pre-pilot demographic data and crafted thoughtful community engagement plans for our pilot proposals. Community engagement is at the heart of the human centered design approach we use here at Orange Sparkle Ball, and ultimately, this is just an extension of our commitment to placing people at the heart of our process.”

“Sustainable packaging isn’t just about the environment; it’s about crafting a seamless user experience from start to finish. When end-of-life packaging becomes as intuitive and enriching as its initial use, we don’t just elevate sustainability, we redefine user experiences too.”

“As we delved into refining our communications strategy at Orange Sparkle Ball this year, we leveraged and experimented with AI tools like Opus AI and Chat GPT. Through strategic testing and exploration, we’ve successfully integrated these tools into our existing processes, seeing an immediate and significant boost in efficiency and an ability to produce a greater volume of content, which amplifies our voice and impact in our external communications.
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“With years of experience working with autonomous technology surrounding delivery use cases, Orange Sparkle Ball was intrigued by how the logistics of pickup, rather than delivery, could eliminate many of the pain points associated with the current process while also filling a distinct, public need - the removal of specialty waste. In 2023, we obtained a permit to explore the logistics of autonomous pickup of food waste for composting in Detroit and have plans to expand this investigation throughout 2024 to include other end-of-life materials. We are currently seeking funding to fully launch this public good initiative.
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“As we delve deeper into the potential of network analysis, we needed a way for members of the community to access and interact with the data and findings. For this, we developed the ecosystem dashboard. This is an interactive tool that community members can use to understand the information they have provided about their network and leverage the findings to develop and strengthen their ecosystem.”

“Orange Sparkle Ball is headquartered in Atlanta and about half our staff lives in Atlanta. In 2023 we had the opportunity to collaborate and brainstorm with organizations across the public, private, and educational sectors working to build Atlanta’s innovation ecosystem. Activating partners across sectors allows for stronger, more rich connections and helps us maintain our broad view of innovation work. Just to highlight a few of our amazing connections, we have had the honor of working with The Hatchery, Emory Center for Innovation and Macon Black Tech to understand their innovation ecosystems; have connected with Atlanta startups and entrepreneurs over Plug and Play, Startup Atlanta, and Georgia Tech events; as well as worked with partners across the corporate innovation sector.”

“In 2023, our team had the pleasure of launching an innovative business concept in Nashville, Tennessee for a corporate client entering a new market. Over the course of this market test, we visited Nashville multiple times to connect with the business, document the market entry, and immerse ourselves in the local community. We use analytics from multiple sources to tailor our strategies for optimal market impact. Engaging directly with the Nashville community was key to the success of this project, showcasing the power of on-the-ground insights and personalized approaches.”

“I grew up in Michigan and made the decision to move back several years ago. Being in Detroit has been fantastic. We do a lot of mobility work and Detroit is obviously a big part of that space. One of the manufacturers we work with is Detroit based and even startups not based here come through for mobility related events, so I can just run across town to meet with them. And the city of Detroit is creating innovative initiatives to make piloting easier. We just went through an expedited permitting process they put in place and look forward to starting our first pilot in Detroit in early 2024.”

“Spanish-speaking families bring different cultural and diverse needs and concerns. Understanding and catering to these unique aspects not only bridges gaps but fosters a more inclusive, compassionate, and supportive community for all. Having grown up in Colombia allows me to relate to these cultural and diverse needs, and I am happy I can bridge the gap in understanding to help these communities to have their voices heard.”

“It’s crucial to make innovation accessible. When we revisited our immersive innovation labs this year, we knew from the beginning we needed to be creating a Spanish version in parallel with our English content. We were lucky to have Nora Inigo work with us for the summer to support in the efforts to not only revise our IIL content but make it usable in Spanish. ”

“In 2023, OSB has worked with a wide variety of startups, including some with international operations whether that be manufacturing, remote piloting, or general management. This inherently comes with pros and cons that are important to consider when structuring a partnership. For example, by working with a startup that had made significant technological and regulatory progress in a country with less restrictive drone regulations, we were able to leverage their advanced experience in our pilot with them. On the other hand, an international startup we are partnered with was faced with challenges that disrupted their supply chain, leading to a cessation of manufacturing operations, delay in teleoperations, and disruption of tech support.”

“Because so much of our work is about making change, we are constantly scanning across industries, technologies, and countries to understand how people are tackling similar problems. This broad focus means we are looking for successful strategies and technologies to provide learnings for our work. Are we seeing innovative finance models developing in LATAM or a cluster of voice technology startups in Europe? Watching these innovative ecosystems develop allows us to understand more about both the technology or strategy and about ecosystem growth overall.
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“We were excited this year to push into a body of work around community resilience. In September, we co-produced the Tech-Enabled Community Resilience Summit with our friends at the University of Kansas. The summit brought together speakers who are focused on understanding, growing and measuring community resilience, often aided by innovative technology tools. In 2024, we look forward to continuing to develop methodology to more fully understand communities and ecosystems, allowing for targeted approaches to growth and resilience.
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“We are surrounded by technology tools - whether that’s in OSB’s work piloting new technologies or as Alexa keeps up with our music playlists. So, I welcomed the chance to talk to designers about what they can uniquely bring to their work, that technology can not.”

“For several members of the OSB team, including myself, staying connected to the Georgia Tech School of Industrial Design through our friend Steve Chininis and his Make 10 class has been a privilege. Make 10 is a class for entrepreneurs or those interested in entrepreneurship as it tasks students with developing and manufacturing their own product with the goal of making and selling 10 units. We typically consult on these products as they’re in development and then are allowed the honor of choosing several for entrepreneurial awards. I’m consistently impressed with the creativity and craftsmanship that comes out of this class! ”

“This year, we collaborated with Macon Black Tech to map the unique innovation ecosystem of Macon, Georgia using Social Network Analysis. Working closely with Christele Parham, the founder of Macon Black Tech, has allowed us to co-create effective research and communications strategies, which would be impossible to achieve without her on-the-ground knowledge of local innovation and entrepreneurship.”

“I recently graduated from Saint Louis University with a Masters’ of Public Health degree. Luckily for me, they have been eager to continue our collaboration to reimagine the future of public health. Whether that’s through their shared insights in our conferences and panels, or through more formal collaborations on reimagining public health education and programming, the faculty at the school of health have proved to be incredible thought partners committed to advancing the field of public health. I’m excited to see what our collaborations bring to the world of public health next! ”

“We are continuously grateful for our ongoing partnership with The Hatchery at Emory University. We were lucky enough to host our Rollins Innovation Summit at The Hatchery back in 2021. Since then, we have continued to visit the space and participate in everything from workshops to developing innovation content. Shannon Clute, Ben Garrett, and the rest of the team are incredible thought partners on both a programmatic and a strategic level.”

“We believe that the intersection between community, technology, and resilience is where the future of people-centered innovation lies. We have been partnering with the Social Dynamics Innovation Lab at KU to explore what that means and all the ways that we can make community resilience actionable. Our inaugural Tech-Enabled Community Resilience Summit this year was only the first of many steps we’re taking together. ”

“It’s hard to believe we’re already on Season 4 of Public Health+ with Rollins School of Public Health at Emory University. Huge shout out and thank you to Michelle James and the Rollins Alumni board for their continued engagement and partnership with us. We are so grateful to have the support of the school as we pursue new narratives and perspectives on issues that relate (sometimes not very obviously) to public health, in order to challenge both students and professionals to think broadly about the future of public health. ”

“Getting away from the office, meetings and phone calls, the retreat provided me with focused time with my colleagues. I was able to learn more about their personalities, likes and dislikes and it gave me a better understanding of who they are outside of the office.”

“As we’ve deepened our understanding of the potential of IILs, we’ve been checking in with our inaugural class from 2 years ago. While it was exciting to look at how their approach to innovation changed since our first cohort, it was even more interesting to see the long-term effects the IILs have had on participants’ careers.”

“We’ve learned so much over the last 3 years of IILs and I’m excited to see how our process continues to evolve, while also watching the creation and launch of new and innovative solutions in communities.”

“The easiest part of creating a brand is physically developing the look & feel (or as I like to call it the “Honeymoon Stage”). Once the visual identity is complete, the real challenge is implementing this design language across every aspect of the company in an efficient and effective manner. A successful brand is identifiable not only by how they appear to their clients/customers - but by how they cohesively represent themselves and their mission through everything they create, analyze, and present (internal and external). My goal was to put the OSB Brand Identity at the forefront of everyone’s mind when approaching any new company endeavor.”

“In the innovation ecosystem, combining survey data with Census information is like creating a strong web of insights. Surveys provide a granular viewpoint, catching nuances and details, whereas census data offers a broader context and structure. This layered approach empowers organizations like ours to gain a better understanding of our audience and how their responses tie back to the bigger picture.”

“The TOP sprint has been a great opportunity for our ecosystem partners to gather data about how their community interacts and functions, and then to put that in the greater context of their socio-economic environment. Merging the network data that our ecosystem partners have gathered about their own community with the detailed data collected by the Census into a powerful tool for understanding and intervention is the goal of the ecosystem dashboard. ”

“Throughout the sprint, we worked closely with our partners at the Hatchery and Macon Black Tech to collect ecosystem-level data on organizational reach and connections. With this data, we’re able to visualize each partner’s unique innovation ecosystem, and identify potential areas for intervention design. This strategic, data-driven approach to ecosystem growth ensures that future interventions are targeted toward network pain points and assures their impact.”

“With this newly identified opportunity, one of our first undertakings was addressing the lack of synergy across departments, uncovering the amount of siloed work that could be brought under one umbrella, and pinpointing areas where company-wide alignment would be beneficial.”

“It’s such a benefit to be a small and strategic team where we can see opportunities between projects and across the organization to benefit our clients and grow opportunity.”

“Building pilot strategies within carefully researched and structured programs allows Orange Sparkle Ball to easily build on pilot progress, always working toward a greater vision. This strategy also allows us to quickly adapt when pilots are unsuccessful or we have unexpected learnings. That way, pivots can happen without stopping overall program momentum.”