Embracing the NEW
Or the Art of Breaking Walls And Building Bridges
Hi there !
In my earlier posts, I explained why I had chosen the word "KoncentriK" to describe a new way to look at old things and discover new ways of doing, working, playing, living... to find the spark that will ignite the new.
Specifically, I described the "NEW" as a mix of upgrades and evolutions, which I called "Digital Upvolution".
These were the premise of exploring how to ignite and execute on creating the "NEW" or how to drive corporate innovation.
Today I will focus on the people who are driving innovation.
During the course of my career I have been in a position to advise, mentor, invest in and create the "NEW".
Why? What has been driving me? I just like to imagine, design, create, build something new, better, faster, cheaper... I like to provoke, question, challenge. I don't like to hear "no, can't do it". I like to solve problems, make people's lives easier, healthier better.
We are creatures of habits
“We are, all of us, creatures of habit, and when the seeeming necessity for schooling ourselves in new ways ceases to exist, we fall naturally and easily into the manner and customs which long usage has implanted ineradicably within us.”
― Edgar Rice Burroughs, The Beasts of Tarzan
In his book, The Power Of Habit, Charles Duhigg highlights research showing that more than 40 percent of the actions people performed each day weren’t actual decisions.
Most people don't like change. Because it takes efforts to learn something new, because it's exhausting to challenge everything all the time, because it's takes time to re-think something that already exists. So we tend to just do what we do best, replicate what we know, again and again.
It takes a special type of mindset to want to lead change.
Execution Matters
It’s not enough to have a great idea: we tend to overvalue creativityand the ideation process but underestimate the execution that makes it happen. The Silicon Valley has made us think of innovation as being led only by some cash-poor high school drop-outs in a garage becoming some billionaire super heroes.
The reality hides elsewhere: the unsung heroes who have patiently, silently, persistently build their business, big or small, taking sometimes huge amount of risks.
I highly recommend reading Shoe Dog by Phil Knight, the founder of Nike. Although it started (almost) in a garage, it's not a startup story, it's a long lasting, risky, nerve breaking journey, where Phil risked it all, every year for 15+ years, to build the great company Nike is today. And with such simplicity and humility. Execution Matters.
And executing a new idea is already hard on its own, but executing it in an existing corporate structure is even harder.
Leading change from within
Let's start by defining what company really is. A company is an organizational entity that systematically integrates human capital, procedural methodologies, and technological resources to reliably generate specific products or services. It is strategically constituted to consistently produce a predetermined and replicable output, leveraging these integrated components to achieve maximum efficiency and effectiveness in its operations. This organizational structure is engineered to harness the collective capabilities of its constituents, optimizing workflow and resource utilization to fulfill its core objectives and deliver value to its stakeholders including shareholders, employees, customers, and the broader community.
Pardon the convoluted (yet comprehensive?) definition, I just like these! But with this in mind, it's easy to see that if you are here to make the “new” happen, aka innovation, you really can’t expect things are going to work for or with you.
Whether you have been hired to create new products, services or help transform the business, you will face systemic resistance of the organisation.
Why? Simply because what you are trying to do will go against the established structure and has not been done before, therefore :
it will make people uncomfortable because it’s different or uncertain
it will require efforts for people to understand or to do things differently, so why would they?
it will seem to distract people from their "real" job (and their targets, which their bonus depends on)
it will go against internal processes and create non-conformities that require waivers, justifications, deviation papers
it might create non-compliance or legal risks that have never been catered for before
it might create new revenue models and financial flows that systems are not configured for and / or new tax exposures
it will certainly require a new type of hires that talent acquisition teams are not used to assess or may just disregard
it certainly will require success metrics that are NOT just about P&L (lagging indicators - reflecting on past performance) but about measuring future signs of growth (leading indicators)
The above will crush any meaningful ways to start something fundamentally new. Although some minor incremental innovations that fits exactly the current business model might be realized.
Clayton Christensen's “Innovator’s Dilemma” talks about incumbents not being able to see or execute on disruptive innovations because they would be crushed by the "system" before they can bear fruits. The system is the company structure optimized to do what it does best: the 'old' stuff.
As an innovator, championing change in a corporate setting specifically, implies to be a change agent.
Breaking Walls and Building Bridges
First and foremost, a change agent needs to know what he/ she is up to. Balancing assertiveness with patience is vital for a change agent.
Change agents understand that change is a process that requires time and often involves shifting deeply ingrained beliefs and habits.They approach resistance with empathy, recognizing it as a natural reaction to uncertainty and fear of the unknown, and work to address these concerns directly. Commitment to the cause, combined with a diplomatic approach to negotiation and consensus-building, allows them to navigate the complexities of organizational change, gradually winning over skeptics and building a coalition of supporters that can drive the innovation agenda forward. In short: change agents can break walls and build bridges.
What are the qualities required to be a good change agent?
Challenging the conventional ways of operating, introducing novel ideas, technologies, or methodologies that can significantly enhance productivity, product offerings, and customer satisfaction. Their role is not just to invent but to also infuse the corporate culture with a forward-thinking mindset.
Securing internal buy-in and facing resistance: For innovation to take root, innovators must first navigate the complex landscape of corporate politics and culture to gain support from key stakeholders. This process often involves presenting evidence of the viability and potential impact of their ideas, overcoming skepticism and resistance from those who may see change as a threat to their position or the status quo. Achieving this buy-in is crucial, as it not only secures the necessary resources and support but also begins the process of cultural transformation within the organization.
Navigating Structural and Procedural Barriers: Corporate structures and processes, often designed to maintain stability and control, can inadvertently stifle innovation. Rigid hierarchies, risk-averse cultures, and cumbersome approval processes can slow down or outright block new initiatives. Innovators must, therefore, be adept at finding ways to work within or around these constraints, advocating for more flexible approaches that allow for experimentation and rapid iteration, essential components of the innovation process.
Exhibit a mix of personal resilience, the ability to inspire and rally others around their vision, and strategic thinking. They are not deterred by setbacks but see them as opportunities to learn and adapt. Their persuasive skills are crucial in articulating the benefits of change, not just at a business level but in a way that resonates with individuals’ concerns and aspirations. Additionally, they possess an intrinsic motivation and passion for innovation, driving them to persevere where others might give up.
By no means I am saying I am able to do all of the above; maybe some better than others. It's certainly hard work! but with knowing what to expect, awareness is the first step to learn and improve over time.
To me, the two most important factors are leadership and resilience.
If you can create a vision that inspires enough people and weather the storms of resistance; I believe you can achieve wonders!
How about you? Do you see yourself as an agent of change? What changes are you able to make around you? What's driving you?