“Diana was amazing. We are incredibly happy we hired her for our virtual event. She came prepared, passionate, and full of energy from the moment she joined. She was extremely knowledgeable with Zoom and delivered one of the most polished virtual presentations we've experienced. The technology, transitions, and audience engagement were seamless, making the experience feel effortless. Her presentation was also highly interactive, which was exactly what we needed for a virtual event and helped keep attendees engaged throughout. Beyond her presentation skills, Diana's story was both compelling and motivational. She connected with our audience in a meaningful way and left a lasting impression. When the session ended, our founder immediately said, "That was one of the best presenters I've ever seen!" We would absolutely work with Diana again and highly recommend her to any organization looking for an engaging, impactful speaker.”
In today’s ever-changing business climate, your attendees’ roles have evolved far past their job descriptions. They face a volatile external environment - they encounter pressure to stay relevant to customers - they experience challenging workforce issues - and they are being asked to do a lot more with a lot less. All of this is asking them to be innovators. The big question is, are they doing it the hard way or the easy way.
Based on Diana Kander's book, "The Curiosity Muscle," this keynote helps members of organizations who don't have innovation in their job description to embrace and identity as an innovator. Diana will share the key skills and habits that make innovation easier and a lot more fun. And she'll empower attendees to harness the power of curiosity to unlock new possibilities and drive business growth. Attendees will leave this keynote identifying as innovators and seeking opportunities to use their new skills.
ROI & Key Outcomes:
Diana is an innovation nerd - she spent the first decade of her career as an entrepreneur, launching 10 companies in 10 years, while selling millions of dollars of products and services. She spent the next decade coaching innovators inside large organizations; at one point she served as the innovation coach for the executive team of a $100 million dollar project.

Toys ‘R’ Us. Kodak. Blockbuster. Why is it that some companies evolve while others get left in the dust? How do they lose their relevance with customers? The scary truth is that the only thing harder than getting to the top is staying there. It may sound counterintuitive, but in many cases, it is the success of a company that eventually leads to its downfall. So what does it take to stay competitive and relevant when what customers went wild for yesterday is the boring, banal, bare minimum they’ll accept today?

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