If your PB&J bread keeps getting soggy from the jelly, slather peanut butter on each slice and then put the jelly in the middle. That’s process improvement in its simplest form: You identified the existing order and found a way to make it better. Easy enough, right? But workflow optimization becomes a lot trickier when you’re dealing with a complex process.

Whether you’re new to Miro or a seasoned pro, it’s likely there’s more for you to discover to get the most out of the visual innovation workspace. There’s always Miro Academy, where you can take free courses and attend live training. But what if you want to learn — fast — how you can use Miro for your specific job?

The retrospective is a familiar end-of-cycle exercise for product development teams who follow Agile methodology. Done right, it can be a highly impactful process with the potential to improve how teams collaborate, function, and innovate. But all too often, teams skip this critical step of reflection in favor of moving on to the next “big” thing.

From coding a website from scratch (ChatGPT) to synthesizing insights with just a click (Miro Assist), generative AI can generate novel content and perform tasks that traditionally only humans could perform, e.g. coding, drawing, writing, etc. As generative AI democratizes access to information globally, it amplifies the quality and scale of creative outputs while reducing the cost of creation. Despite its benefits, generative AI is not without its challenges, including.

You know your company’s vision and goals — and you have all of the ambition and enthusiasm you need to make them a reality. But do you have the right people? Goals are nothing but a pipe dream if your organization doesn’t have the right skills, knowledge, and capacity to take action on them. Unfortunately, this is where a lot of companies fall short, with 90% of organizations failing to execute their strategies successfully. Why?

Asynchronous work — when team members collaborate on the same project or assignment, but not at the same time — is a growing trend in the world of digital and Agile product development. Many teams have discovered that when time is of the essence, scheduling yet another meeting to “sync” might not be the best call. With full calendars, different time zones, and tight deadlines, asynchronous work can be a more efficient and flexible alternative.

Between managing concerns about global markets and conflict to navigating new ways of working, climate change, and more, we’re living in a world where instability is one of our only constants. Our global innovation survey showed that this uncertainty has made enterprise leaders question how practical it is to actively focus on innovation. But we know the worst thing a company could do right now is to stop innovation entirely.

We’ve all been there. A day of back-to-back meetings, trying to squeeze productive work in between Slack messages and emails. As the afternoon rolls around, you realize you have yet another calendar invite: a dreaded virtual happy hour. While virtual happy hours are well-intentioned, they can often fall flat for team members experiencing meeting fatigue.

Work deadlines, personal commitments, annual goal planning, to-do tracking: For most, a calendar is the go-to tool for keeping life organized. Yet, its adaptability to any number of these use cases also makes it a perfect blank canvas for iteration. So who better to elevate the humble calendar than our active community of Creators in Miroverse? To kick off the new year, we asked Miro Creators to show us their take on a virtual calendar for 2024, with zero requirements and the sky as the limit.

It’s uncommon for the first draft of anything to be an instant success. That’s because innovation requires trial and error — to brainstorm, develop, and launch a new product or service means iterating continuously throughout the process. But we know failure can be scary: Miro found that 62% of enterprise leaders believe that fear gets in the way of innovation at their companies. In this article, we look at why successful innovators accept failure as part of the process.