One place I consistently see people struggle is in creating an approach or work-plan for attacking a given problem. Often you see people try and drive straight to solutions without putting in the thinking or time to comprehend their motivations, goals or even where they are today.
But We Know What We Know!
I think a major reason for this is people tend to assume that they already know what’s happened, or what the strategy is or what their motivations are but the truth is, unless you have a clear, concise and CONSISTENT way of expressing those positions or goals you, and the people you work with, will never be as effective at delivering on your vision.
“Ideas are Cheap” is a maxim you hear with alarming frequency. For the most part it’s true, ideas are everywhere and yes, the real key is in the execution. The risk of this attitude though is that we begin to treat ideas as a commodity.
Ideas are living things, they start off small but cared for, and helped to develop, they can begin to take on a life of their own but to really be transformational your idea will likely need a little TLC before you even think about executing in it. That said, where ideas really need the TLC is before you even have them.
Nature vs. Nurture
Some ideas are born great, others need some help and hate to break it to you, most ideas fall in the latter category. It’s rare to have that ‘a-ha’ moment in a spontaneous fashion. Your ideas need time to grow. Think of the idea as a seed, often the idea gets planted and as soon as we see any green poking out of the ground we’re harvesting it (Get it done!) but have you really thought everything through? How often have you seen a team run with an idea only to hit a major roadblock that wasn’t anticipated? Have you even had the best idea yet?
Every project has that looming obstacle in the distance (if not several), you know it’s there but you’re never sure when, where or how it’s going to appear. Even worse, you keep crashing into the same obstacles because that’s what the process tells you to do.
In the latter case people often don’t realize they’re hitting the wall because it’s always been that way, or they’re so removed from the people actually doing the work they never know what is happening. It’s as if you send your car off with someone you don’t know and they return it back to you sometime later, smashed up but just barely recognizable. At that point you’re so glad to see it again that you simply take it and say “Thank You”.
For innovators in a big organization I think it’s a critical part of our job to seek out those obstacles and deliberately go crashing headfirst into them. Let me explain…
The Field and The Jungle
My biggest learning in the past few months since joining a huge organization has been just how many obstacles there are and how hard it can be to identify who’s responsible and how to resolve the issue. There are endless rabbit holes of anonymous forms, group email addresses and blackbox processes where you slip in your idea and wait to see what comes out.
Having previously worked in nothing but small organizations & start-ups (<20 people, usually 3-5) in the past I always knew who was responsible for a specific task or process and where I could go if I was having problems. If it couldn’t be solved there was always a way around the problem. I’d equate it to standing on a path through an open field with some small pebbles and rocks blocking your path – Sure you’d hit the odd big, immovable rock (i.e. “Money”) but generally getting over, around or just plain removing an obstacle always seemed possible.
Compare that to a big enterprise where it’s more like walking down a narrow, sometimes barely discernible, path in a heavy jungle that turns black with darkness a few feet off the path. Sure you encounter the odd pebble and rock but quite often you find yourself face to face with a giant boulder obstructing the way. It could probably be moved, and you know the person responsible for it is somewhere out there in the jungle, but stepping off the path is fraught with danger and you’re not even sure who you’re looking for. It’s full of risk and many people are taught “stay on the path”. As a result, many simply stand at the boulder waiting for someone or something to come along and roll it out of the way for them, resenting the process while they watch their project backup on the trail behind them.
Innovation in a Big Organization
In the team we refer to the three types of innovation work we address “New to ‘us'”, “New to the Industry”, and “New to the World” – of course everyone would rather play in that final category but the reality is very few organizations have the stomach for, or capability to play in, that realm. Instead there’s a lot of time spent bringing new to us, or new to the industry, ideas that have traction in the ‘outside’ world into the organization.
Increasingly though, I’m seeing the role of our team evolve to become jungle guides – it’s become less about “what” we bring into the organization but more about the “how” we bring things in. There are actually plenty of innovative people in the organization, everyday we learn of initiatives or ideas that are being hatched and worked on. Too often though we hear about them because the people championing them are coming to us looking for help navigating the trail.
Walk Softly and Carry a Big Stick
Our team has a huge advantage in the enterprise jungle – Our cross-functional make-up of our team (we all report to different areas of the organization) and interaction with a diverse group of people across the organization gives us a unique view of the landscape. Our complementary skills (Strategist, Business Analyst, Facilitator and a Developer) serve as a giant machete, it’s not hard for us to blaze new trails occasionally and when we get on open trails we can move quickly. Lastly, our executive support means we’ve got air support that when necessary, can be used to help get obstacles out of our way.
Put the Stick Away
Here’s the thing though – putting all those tools to use helps in the short term, but in the long run it doesn’t actually help the organization. It all comes down to whether you want innovative ‘things’ or an innovative culture. Sure we can push a new technology or application through a little quicker or find loopholes and openings to get us around the obstacles but that isn’t something the average employee has the benefit of. To really benefit the organization we need to go running headfirst into some of these obstacles. This will necessarily mean it takes longer to get to our destination but there’s no point in blazing new trails that other people can’t follow.
Crash Test Dummies
The IIHS doesn’t crash cars into things because it’s fun (though I’m sure it doesn’t hurt) – they smash them into the walls, see what happens and then learn from their findings. As innovators we need to crash a few cars. Our advantage is we’re equipped for the crash. We know we can withstand it, and largely, we’re in control of it – we can see the obstacle ahead and we can choose when, where and even how fast we’re going to crash into it.
Now I’m not advocating rushing recklessly into walls to see what happens, to be effective you need to control the experiment as much as possible – in our case we first Scout out what’s ahead on the road. We learn what’s ahead while trying to balance not over familiarizing ourselves with the process, just enough to have a pretty good hunch where something is going to break. It’s important to scout on both sides, with the drivers and the obstacle owners. Find out what’s failed for people and learn what is expected at each stage – then you can put your car on the track.
There will often be multiple obstacles, take on one at a time.
Look What Happened To My Car
We need to crash into these walls not just so we can make better cars (better prepare our projects/ideas) but also so we can go visit the owner of the obstacle and say “Look what happened to my car” and hear their version of what happened. It’s not about blame, but rather understanding. One there’s common understanding we can begin to determine if the obstacle is the right size and how we better let the drivers know where it is so they can anticipate it.
I’ve been consistently amazed when I talk to the groups on either side and find how similar their stories are. Each feels the other doesn’t understand them, has unreasonable requests and ridiculous time lines. “There’s not enough information” “They can’t tell me what information they need” – the list goes on. The reality is, neither side is to blame, often there’s multiple middlemen between the people with the request and the people whose job it is to fufil it.
Communicate & Facilitate Change
At the end of the day this is all an exercise in communication. You need to crash a car or two so you can demonstrate that you’ve followed the path and something isn’t working long it and it builds credibility with all involved. The most important thing is to avoid blame, note the wording of “look what happened to my car” versus “look what your boulder did to my car” . The obstacle owners aren’t mischievous punks who put a big rock out to see what happens – they may not even be aware it’s there or that something they’re doing makes it bigger than it needs to be. Everyone is trying to do their own job to the best of the ability but they may have goals or expectations that challenge the others. This process is about helping create awareness about what each participant needs and helping create an environment where those needs are fulfilled.
Sometimes awareness is all that’s needed, other times the solution is more complex but if we don’t follow the path we’ll never gain those insights.