Innovation poses two enormous problems for most leaders given the way they are trained to think. First, it's a time based form of value. It goes sour like milk. This year's "must-have" gadget will end up in a landfill next Christmas, or at least be overwritten by Version 2.0. Second, innovation only pays in the future for which you presently have no data, unless you are psychic. As the philosopher Kierkegaard put it: "Life can only be understood backwards; but it must be lived forwards."
So you can't answer the two questions that will determine the value of your clever initiative: How much? How fast? The speed and magnitude of an innovation is highly situational. If you don't time the market right, anticipate the new breakthrough tech or sell it in the wrong color, you're out. And there is that other little challenge of your competitors, known and otherwise, conspiring to cut you off at the pass. A sure sign of a leader in denial is that they collect excessive data, a passive aggressive form of resistance, instead of launching a wide array of experiments that will accelerate the failure cycle and provide real information.
Real sense-making only occurs in highly ambiguous situations where uncertainty not only elicits new ideas but provokes new ways of thinking. Artists call this sensation de-familiarization, meaning, seeing common things in uncommon ways. It's easy to talk about the dominant logic of the firm. You see it clearly because we live within it. The organizational culture, competencies and practices it embraces will largely determine the vision, values, goals and even processes it pursues. Sure your team did that assessment of personality types at your last leadership-away day, but when push comes to shove everyone needs to do things the right way -- your way -- your bosses' way -- your client's way. Forget the hybrid breakthroughs that come from the positive tension of diverse approaches. It's time to get with the program. You don't have time, money or patience for this constructive conflict nonsense.
Making room for new ideas requires that leaders expand their boundaries and reconsider where the organization begins and ends. Consider how the improbable case of Albert Einstein is as much a story of the curious and broad mind of eminent University of Berlin Professor of Physics, Max Planck, as it is of the man synonymous with creative genius. At a time when Einstein couldn't secure a high school teaching position and worked as a patent clerk in provincial Switzerland, Plank recognized the brilliance of his Special Theory of Relativity paper and helped promote it after it was published it in the most prestigious physics journal of the day, Annalen der Physik.Without Planck it's highly doubtful that we would have ever heard of Einstein.
Contrary to our romantic notions of the lone genius or misunderstood maverick, Einstein was highly educated and capable, but offbeat in his innovative approach to both his life and the community of scholars. It took the vision and courage of the older and more established man to make way for a completely new approach to an intractable problem. In more than one case Einstein's solutions usurped those established by Plank. Would you be willing to promote the very ideas that would unseat you?
In a real sense, Einstein did the creative work that the entirety of the academic community couldn't because he was not fully indoctrinated in their dominant logic. He never drank the Kool-Aid. The same could be said for the off-beat innovators of our time, like Walt Disney or Steve Jobs, who were successful because they didn't follow convention. The more you try to accommodate these people inside your organization, the more likely they will succumb to corporate think. This is why incubators are referred to in the trade as incinerators. They burn up money, ideas and creative people. While we might not be a creative genius, we can change our thinking to accommodate their own. It is improbable that this will happen within the confines of your organization. To be truly better or new, you have to go across street and drink some coffee.
The Point: Although we wish to create substantive innovation our institutional mindset and the commensurate practices we use inadvertently eliminate the deviation required to make it happen.
What to Do: Our ability to "think different" may be as much a result of what we stop doing as what we start. Learning to do anything new requires sufficient time to acquire the capability. Learn to play an instrument or speak a foreign language and the point becomes clear. All learning is developmental regardless of age. The point is that real innovation requires that we get to a destination we have never been to before and by a new route. We make it up as we go along. Otherwise it's just another lap around the planning circuit.
We learn by accelerating the failure cycle, not by avoiding it. As the great American philosopher John Dewey put it, "The self is not something ready-made, but something in continuous formation through choice of action." This requires that we launch our own innovation experiments with the aim of gaining meaningful experiences. We need to open ourselves up to new things. But our creativity does not happen on cue or in the calmness of our calendar. It seldom happens on demand. Instead we find our ingenuity, imagination and growth in the muddle and maelstrom of our circumstances.
Remember innovation is a game of attrition. Every venture capitalist knows that you take multiple shots on a goal because you never know what's going to score, and that isn't until you take the shot. So hedge first and optimize later. Find existing projects with lawyers, guns and money and hide your coffee shop revolutionaries inside these Trojan Horses. They already have political capital and the means for propulsion. Use them to keep moving forward. Work out of sight until you have something to show but don't tell. Everyone comes together to admire the shiny new success especially when they think it's their own.
Word has it that there is an open seat in the café across the way where you can do the creative work your company can't.