What is holding you back?
Charles Darwin is long remembered for informing us, based on years of study as a naturalist and biologist, that it is not the strongest of the species that survives, but rather, the one most adaptable to change.
At least partly for this reason, business owners and global executive leaders rather predictably call for significant innovation when crafting their annual business growth plans.
Be this innovation grounded in expected technological advances, market research, organisational restructuring or hefty financial investment, the linkage between better results and doing something new or perhaps even bold has never been stronger.
There are, after all, a great many examples of people and enterprises taking small ideas and changing the world, along the way enriching themselves and their stakeholders. That's the kind of result the Chief Executive Officer wants to realise, and no doubt, you and your teams as well.
And there are likewise many business tales about the cost of standing still, of watching customers and markets change around them, and ultimately, realising it's simply too late to save the company.
So, if your company's greatest potential for innovation hasn't yet been realised, what's been holding it back?
That is a serious question worth asking and worth exploring until one can gain some answers particularly if you and your team have been tasked with ideating the next big thing for your enterprise.
For in order to innovate, one must operate in an environment where such exploration and risk is encouraged and rewarded. Further, one must find the time and resources to commit intense study and focus to just one pursuit at a time when the pressure to multitask and deliver results on multiple projects remains.
The potential for great success
If one were to ask Darwin, today, about what to expect on the road to a true breakthrough, it may well be that setting up the dynamics and environment for innovation must indeed come before the great success. That is, there may be bureaucracy, internal politics and/or stubborn managers stuck in their old ways standing in the way of agility and change.
Darwin himself is also credited with this quote:
To kill an error is as good a service as, and sometimes even better than, the establishing of a new truth or fact!
Especially true in these times. The implication for today's global executive is that one must study whether the organisation has the ingredients, the environment, the culture and also the true resolve to innovate. Much like a scientist studying the natural world, one must assess whether the pre-conditions for life, or, in this case, for breakthrough discoveries that can revolutionise or accelerate the business are present or not.
By carefully considering the opportunities as well as the obstacles to innovation, one should be able to see the potential for great success more clearly. This improved vision could translate into a defined set of actions required to nurture experimentation.
If your mandate is to innovate, or to drive innovation, you would be well served to understand whether you have the people and the will to fight through organisational barriers. Otherwise, you might only realise that despite the rhetoric about change, your company only wants to keep spinning its old wheels.
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