In 1995, while working for Netscape, Brendan Eich came up with a programming language that he developed in just 10 days and today is used the world over by millions of developers. It was the era of the dotcom boom when Netscape was the best (and only) web browser around and 56K dial-up modems were the epitome of speed.
The echoes of this great marble hall always bring me back to college. I’m sitting in the Philadelphia 30th Street Station, awaiting my Amtrak train to take me home, circled by ornate pillars and homeward-bound revelries on a Friday afternoon.
“As the rate of change escalates exponentially, the old ways of organizing and educating, which were designed for efficiency and repetition, are dying.”
– Bill Drayton, Founder, Ashoka: Innovators for the Public
Confucius, when asked about leadership, likened people to grass and the ruler to wind: whichever way the wind blows so will bend the grass.
The anger that fuels my mission today surges from a speech I heard a year ago, in Las Vegas, in a packed conference hall. The keynote speaker opened with the line: “I have come to believe that large organizations cannot innovate. They produce ‘innovation antibodies’ that attack new ideas.”
You have an idea that will generate new profits for your company and make you even more of a hero. You can already feel the pats on your back and the industry keynote speech you will deliver, humbly explaining how you did it.
The world seems to have suddenly discovered a nirvana of agile prototyping. Some call it lean or lean start-up, some use human-centered design or design thinking, and you may even hear reference to agile or scrum. Whatever the name, the core message is the same: stop trying to build an idea (a business plan, product, marketing message) to perfection. Instead, conduct small experiments with your stakeholders to learn and improve.