Yet it takes more than people and ideas. It also requires lots of agile experimentation. Two internal TCS information systems (a collaboration platform and a digital learning system) are good examples. Our company needed to enable training and development to go beyond the classroom, so that employees could be located anywhere, and learn at their own pace. Teams working on the systems used both design thinking and agile development practices to collect and evaluate ideas, and apply constraints (such as information security policies, scalability at the enterprise level, and 10 technical debt ) They used agile development methods to sharpen ideas and create prototypes. They used DevOps to push minimally viable products into production so that end users could test them and provide feedback quickly. The results: Fresco Talk, the collaboration platform, grew quickly to 60,000 TCS employees without an in-house marketing campaign before spreading out across the company globally. The digital learning platform, called Fresco Play, went through fine-tuning with end users in the real world business environment before it was rolled out to 400,000 employees. Forward-looking companies are also collaborating outside of their corporate walls to harvest innovative ideas from their ecosystem partners. A leading U.S. audio equipment manufacturer and a major toy maker are each tapping partners (such as TCS) to generate new product ideas through a structured ideation process. The two companies then flesh out the most promising ideas and test them with business stakeholders before they enter product development cycles. 10 Technical debt refers to the work a team will later need to perform to address problems that were not apparent at the time the software product was first developed. See Agile Alliance, Introduction to the Technical Debt Concept, accessed March 13, 2018, https://www.agilealliance.org/introduction-to-the-technical-debt-concept/