That historic moment when the perfect team unifies beyond an opportunity, pregnant with possibility, is the essential scene of any great innovation legend: think Jobs and Wozniak when they created Apple, Gates and Allen with Microsoft, or Page and Brin with Google.
If someone handed you a sledgehammer and told you to start smashing your company’s products, would you do it? That’s exactly what Haier CEO Zhang Ruimin did to prove a point to his employees. That was the first in a long line of radical decisions that have transformed the company from a fledgling refrigerator maker to the world’s number one appliance manufacturer – and kept it there.
The 150+ internal innovators I’ve interviewed over recent years all have precisely one thing in common. This thing they share is not any of the traits we typically associate with successful innovators: not creativity, customer insight, or influence; not technical knowledge, team leadership skills, or marketing prowess.
No … the one thing they share is this: persistence. They don’t give up.
Mine was not the best high school, but we had some perks. I got to take an economics class at Yale my senior year, my small cohort mostly went on to Ivy League colleges, and I got to leave school at 12:30pm.
While working on an analysis for a client, attempting to assess the key trends that will shape the future of apparel, my mind turns to how an emerging technology in any industry can rise, fall, and eventually succeed. To help understand how trends like artificial intelligence, blockchain, or big data will affect any client, we often turn to the “hype cycle.”
If you have been feeling the pace of change accelerating, 2018 will demand an even faster pace. Companies that thrive will have to learn to experiment like a startup.
If you are thinking this is a motivation piece about the power of ambitious thinking, it’s not. What I’m going to lay out here has nothing to do with psychology or inspiration. This is basic math. A concept so simple, you will grow frustrated that your company doesn’t embrace it. My 11-year-old gets it. But the $50b company I worked with yesterday doesn’t.
People often ask me how to incentivize entrepreneurial behavior from within an established organization. My first answer is “stop killing it.” Leaders put so many barriers and shut doors in front of would-be internal entrepreneurs that just lifting a few barriers or leaving a few doors ajar would on their own create a momentous acceleration in their flow of innovation.
Over one billion people are on it. While its future is still uncertain, it is already impacting most businesses, transforming journalism, and raising broad societal issues in its wake.
The DMV completely disrupted my plans today. I walked in, notebook and laptop under arm, expecting to spend an hour writing while waiting. But after just 15 minutes I was done!