[MUSIC]. Welcome to week 6 of the Strategic Innovation class. This week, we're going to talk about societal constraints. Societal constraints are the constraints that have to do with other, others around us. And I use as a sort of shorthand for this week. My innovation means you have to change. So, we know to be true. So, remember in the logic of this class, what we've done is taken a look at innovation at the problem of innovation from all these different perspectives. There all true perspectives, but we wanted to understand which one of way of lookings or which or I should say, which one of these lenses should be put on to generate the most power for a particular kind of problem. And so, what we went through was the idea. The idea is important, individuals have ideas. So, how is it we can have better ideas? With the perception, intellection and expression, as parts of these kinds of individual constraints. We've then, talked about groups. We talked about emotion, culture, environment and process, as the kind of constraints that will stop us from having ideas together with other people. And making those ideas, by getting other people to get bought into those ideas. Testing those ideas. We need people to give us feedback on those ideas. Okay. Then, we talk about group constraints. Emotion, culture, environment and process, which are important because they stop us from getting other people involved from getting help from other people, from getting support in the early stages of our ideas and turning them into innovations. Next, we'll talk about organizational constraints, what we called the B-school restraints that were about business strategy, organizational structure. And also, the resources that we need to be able to move our idea forward, to execute on the idea. Last week, we talked about industry constraints, we looked at competition, the role of suppliers, and also the role of markets. And the adoption of our ideas and how it is that those things are important to understand, even if we can't directly control them. It's certainly important to understand about how it is that they're going to affect the adoption of our innovations. This week, we're going to talk about societal constraints. What we're going to say is, society, in order for a, a constraint to be accepted as legitimate, but society has to say yes. In fact, that innovation is something that's good for us, something that we want. So, that's what we're going to look at. We're going to look through with sort of these three pretty questions of it. First being identity and values of these ways that a societies see themselves, what's the role of values in a society, where do we get our identity from and does it put innovation offer to change our innovation, our, our perception of ourselves? We're talking about social control. How is it that society asserts control over things. And also history. What's the role of history? What came before? So, when we think about it this way. the values and identity of the beliefs. Who believes that society use to judge its members and, and the sense of self that we construct for that. So, our sense of self comes from those around us. And so, how does that work, and how would that get in the way of innovation? How would that constrain innovation? We're going to talk about social control. that's the formal ways and the informal ways that society guides behavior. You know, what really keeps people accountable for being you know, meaningful members of society, productive members of society and to be not destructive to society itself. And then, we're going to talk about history which has obligations that come from what we did in the past. Now, we had beliefs in the past, we've done actions in the past and those things actually come forward through time and are things that we have to deal with when we do innovation. Because innovations are changes and changes are given the context of these things. And so, we need to understand how it is they work, and how it is their life go through changes? Well, our agenda for this week, is we're going to start with, I just want to be able to talk a little bit about the story of human cloning. It should be, hopefully you'll find this interesting. We're going to talk about values as a constraint. social controls, history as a constraint. And then, what I want to do is have a case study on applying the constraints framework. And so, what this is going to require is for you to read the Segway case study. Karl, Professor Karl[UNKNOWN] at Wharton wrote this case. He open sourced it, so it's been given to us for free, and we appreciate that. And so read the case before you watch video number seven. Which is the lecture number seven in this series of lectures here. It's the case of the Segway. And we're going to apply these ideas that we go with the first six lec, lectures. And also, through the first six classes to understanding what happened with the Segway.