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.
Organizations that have all the money, talent and technology in the world are struggling to innovate with deadly consequences. Why?
- They get real comfortable
- They take it nice and slow
- They stop caring about those pesky customers
Confucius, when asked about leadership, likened people to grass and the ruler to wind: whichever way the wind blows so will bend the grass.
Here is the fundamental issue: innovation seems too risky. Your company says they want it. They hold innovation events, call “innovation” a top priority, and build internal innovation teams. But no one, even the most admired innovators, is confident their efforts are paying off.
Every week I interview five to 10 innovators and innovation experts as part of my book project. Each time I ask the same question: In your experience, what are the greatest barriers to innovative ideas realizing their potential inside large organizations?
Thousands of years ago, hunter-gatherers huddled around campfires would share stories of the “great hunt” or battle. Our heroes in these narratives left the safety of camp, clad in leather, wielding swords, stepped into dark woods to battle a mythically large creature or enemy, and returned in glory with meat to feed a village.