‘Twas the night before launch day, when throughout HQ, Not a worker had left, there was too much to do; The plans were laid out by the whiteboard with care, While our Innovation Chief Sarah planned with great flair;
The team was all nestled all snug at their posts, While visions of success inspired them the most; And Sarah in her blazer, so sharp and so bright, Had just settled in for a long working night,
When out in the hall there arose such a clatter, She sprang from her desk to see what was the matter. When what to her wondering eyes should appear, But the CEO and board, spreading holiday cheer!
“Now, ARCHITECTURE!” they cried, “We need strategy and rules! Now BEHAVIORS and CULTURE!” – these ABC tools. “Tell us Sarah,” they said, “how you’ll lead us to glory, Through bringing new value – tell us your story!”
She smiled as she stood, confidence in her stance, “The ABCs of Innovation aren’t left up to chance. Architecture’s our framework, our process and measure, Our governance model not built at our leisure;
“The Behaviors we foster? Curiosity leads, With courage and commitment to meet future needs. And Culture,” she said, with a twinkle of pride, “Is how innovation becomes our natural stride.”
Her cross-functional team gathered ’round with delight, Each bringing their skills to help win this big fight: “From concept to testing, from planning to more, We’re ready to launch what we’ve worked toward before!”
The CEO beamed and the board gave a cheer, “This is exactly the progress we’d hoped for this year! With Architecture to guide us, and Behaviors so strong, Plus Culture to fuel us – well, nothing could go wrong!”
Then Sarah exclaimed, as they turned out the light, “Happy launching to all, and to all a good night! For tomorrow we share what’s been worth all the wait, Guided by ABCs, we’ll make something great!”
Last week, InnoLead published a collection of 11 articles describing the root causes and remedies for killers of innovation in large organizations. Every single article is worth a read as they’re all written by experts and practitioners whose work I admire.
I was also inspired.
In the spirit of the hustle and bustle of the holiday season, I gave into temptation, added my own failure mode, and decided to have a bit of fun.
The 12 Killers of Innovation
(Inspired by the 12 Days of Christmas yet relevant year-round)
On the twelfth day of innovating, management gave to me:
12 leaders short-term planning
11 long projects dragging
10 cultures resisting
9 decisions made too quickly
8 competing visions
7 goals left unclear
6 startups mistrusted
5 poorly defined risks
4 rigid structures
3 funding black holes
2 teams under-staffed
And a bureaucracy too entrenched to change
Want to write a happier song?
Each of the innovation killers can be fended off with enough planning, collaboration, and commitment. To learn how, check out the articles:
Do you feel like you’re drowning in a sea of bad news? You’re not alone. We’re standing in the eye of a storm of war, political division, and endless layoffs. In times like these, why bother with innovation when we’re using all our energy to survive and make sense of things?
I’ve asked myself this question with increasing frequency over the past months. After hours of searching, querying, and reading to understand why you, me, or any other individual should bother with innovation, I can tell you two things:
There’s no logical, data-backed reason why any individual should bother innovating (there are many logical, data-backed reasons why companies should innovate)
Innovation is the only life raft that’s ever carried us from merely surviving to thriving.
If that seems like a big, overwhelming, and exhausting expectation to place on innovators, you’re right. But it doesn’t have to be because innovation is also small things that make you smile, spark your curiosity, and prompt you to ask, “How might we…?”
Here are three small innovations that broke through the dark clouds of the news cycle, made me smile, and started a domino effect of questions and wonder.
LEGO Braille Bricks: Building a More Inclusive World
You know them, and you love them (unless you’ve stepped on one), and somehow, they got even better. In 2023, LEGO released Braille Bricks to the public.
By modifying the studs (those bumps on the top of the brick) to correspond with the braille alphabet, numbers, and symbols and complementing the toy with a website offering a range of activities, educator resources, and community support, LEGO built a bridge between sighted and visually impaired worlds, one tiny brick at a time.
How might a small change build empathy and connect people?
The Open Book: Fulfilling a Dream by Working on Vacation
Have you ever dreamed of going on vacation so that you could work an hourly job without pay? Would you believe there is a two-year waitlist of people willing to pay for such an experience?
Welcome to The Open Book, a second-hand bookstore in Wigtown, Scotland, that offers “bibliophiles, avid readers, kindred book lovers, and adventure seekers” the opportunity to live out their dreams of running the bookstore by day and living above it in a tiny apartment by night. The bookstore is owned and operated by a local nonprofit, and all proceeds, about $10,000 per year, go to supporting the Wigtown Book Festival.
How might you turn your passion into an experience others would pay for?
The Human Library: Checking Out Books That Talk Back
If used books aren’t your thing, consider going to The Human Library. This innovative concept started in Copenhagen in 2000 and has spread to over 80 countries, offering a unique twist on traditional libraries. Readers “borrow” individuals from all walks of life – from refugees to rockstars refugees, from people with disabilities to those with unusual occupations – to hear their stories, ask difficult questions, and engage in open dialogue.
How might you create opportunities for dialogue and challenge your preconceptions?
Small Things Make a Big Difference
In a world that often feels dark, these small innovations are helpful reminders that if you are curious, creative, and just a bit brave, you can spark joy, wonder, and change.
How will you innovate, no matter how small, to brighten your corner of the world?
It’s award season, which means that, as a resident of Boston, I have the responsibility and privilege to talk about The Departed (pronounced: The Dep-ah-ted). The film won the Oscar for Best Picture in 2007 and earned Martin Scorsese his first, and to date only, Academy Award for Best Director. It is also chock-full of great lessons for corporate innovators.
Quick Synopsis
If you’ve seen The Departed, you can skip this part. If you haven’t, why not and read on.
The Departed is loosely based on notorious Boston crime boss Whitey Bulger and features three main characters:
Frank Costello (Jack Nicholson), a vicious and slightly unhinged Irish mob boss
Colin Sullivan (Matt Damon), a Massachusetts State Trooper in the Special Investigation Unit (SIU) formed to catch Costello, who, in his spare time, is a spy for Costello.
Billy Costigan (Leonardo DiCaprio), a police academy recruit who goes undercover to infiltrate Costello’s organization
But wait! There’s more. Alec Baldwin plays Colin’s SIU boss, George Ellerby. Martin Sheen and Mark Wahlberg (who received an Oscar nomination for this role) play Billy’s Mass State Police (MSP) bosses, Captain Queenan and Staff Sergeant Dignam, respectively. Completing the chaos is Vera Farmiga, who plays Madolyn Madden, Colin’s girlfriend and Billy’s court-ordered psychiatrist.
There’s a lot of other stuff going on, but that gives you enough context for the following quotes to hopefully make sense.
Listen to the words people use.
Colin (after Dignam refuses to hand over undercover files): I need those passwords.
Ellerby: No, you want those passwords
It’s not often that Ellerby says something useful, let alone wise, but he nails it with this one. Colin wants the passwords to Dignam’s files on undercover agents because it will make both Colin’s official job of finding Costello’s rat in the MSP and his unofficial job of finding the MSP officer in Costello’s crew easier. He doesn’t need the passwords, however, because, with enough time and effort, he can find the rats he’s looking for.
When we hear from customers that they want something, it’s tempting to run off and create it. But as Ellerby points out, wants and needs are different. Just because customers want something doesn’t mean they are willing to pay for or change their behavior to get and use it.
Figuring out what a customer needs is difficult because it requires them to trust you enough to admit they have a problem they can’t solve. It’s also difficult because most of us have access to solutions to our functional needs (think the bottom few layers of Maslow’s hierarchy). As a result, the needs consumers grapple with tend to be emotional and social, and it’s far more challenging to admit those to a stranger, especially in a focus group or product-focused interview.
How you feel impacts everyone around you
Madolyn (after a counseling session): Why is the last patient of the day always the hardest?
Billy: Because you’re tired, and you don’t give a sh*t. It’s not super-natural.
Billy and Madolyn get off to a rough start in their first counseling session, culminating in Billy asking for a prescription for Valium. Madolyn calls him out for “drug-seeking behavior” and throws two Valiums across the desk before Billy storms out. A few minutes later, Madolyn catches up with Billy, hands him a prescription for Valium, and asks the above question.
Being a corporate innovator can be difficult, sometimes soul-crushing work (ask the good people at Store 8). It can also be thrilling and inspiring. It can even be all those things in one day. That’s what makes it tiring, even when you give a sh*t.
Managing your energy and monitoring your behavior are leadership qualities we don’t discuss often enough. It’s okay to be exhausted after a day of facilitating ideation sessions or intense strategic meetings. It’s normal to be frustrated after a contentious conversation or demotivated when you get bad news. But leaders usually find a way to not take those emotions out on their teams. And, in the rare instance when they punish the team for someone else’s sin, they apologize and explain.
Your job is not your identity.
Billy: Look, I just want my identity back, all right? That’s all.
Colin: All right, I understand. You want to be a cop again.
Billy: No, no, being a cop’s not an identity. I want my identity back.
Towards the end of the film, Billy is tired of working undercover and reports to MSP headquarters to complete the paperwork required to expunge his criminal record and get his identity back. That’s when Colin makes the same mistake most of us make and confuses Billy’s job with his identity.
We spend so much time at work. We rely on our paychecks for so much. We even introduce ourselves to new people using our job titles. It’s easy for your job to feel like your identity, especially when your job aligns so closely with your deeply held beliefs and values. But your job is not your identity. You are still a Tempered Radical, even without your corporate title. You are still an optimistic problem-solver, even when it’s been months since your last brainstorming session.
You are an innovator, even if you don’t have a business card to prove it.
That is the job title on my very first business card. I remember holding the card in my hands, staring at it for entirely too long, and thinking, “This is sooooo boring. Even my parents won’t be impressed.”
To be fair to P&G, that was the job title on the business card of everyone in marketing in the business units. The company didn’t put job titles on the card for security reasons (or at least that’s what my boss told me when I politely asked why my title wasn’t on the card).
I am older now and should have the maturity to accept the bland and nondescript title on my first business card. But I’m not. It’s still boring, and it shouldn’t be because we were working on innovation projects with code names and outfoxing corporate spies in the airport (another story for another post). We were doing cool stuff and should have cool titles to show for it!
So, to right the wrong inflicted upon me and the countless others stuck with boring job titles despite doing brave, bold, and daring things, today is Make Your Own Title Day (business cards not included)
Intrapreneur
PRO: Short and sweet with a great original definition – “dreamers who do”
CON: Everyone will think you misspelled Entrepreneur
Pirates in the Navy
PRO:Title of a book by one of the foremost thinkers in the field of corporate innovation and a phrase inspired by Steve Jobs’ statement that it’s better to be a pirate than be in the Navy. It also creates the excuse to wear an eyepatch, talk like a pirate, and keep a parrot in the office.
CON: People are afraid of pirates. You don’t want people to be scared of you.
Rebel Smuggler
PRO: Also the basis of a book with the benefit of being a cool title that doesn’t scare people. Plus, who wanted this to describe them:
Whether you’re are a Rebel in a functional company or a Smuggler in a dysfunctional company, you are the essential part of any transition. You are the catalyst that transforms the caterpillar into a butterfly. You disrupt the status quo and create opportunities for growth,
You are not the caterpillar nor the butterfly. You are the magic that prompts the transition.”
Natalie Neelan, Rebel At Work: How to Innovate and Drive Results When You Aren’t the Boss
CON: Legal and Corporate Security may not love the “Smuggler” part of the title
Tempered Radical
PRO: A more “professional” version of Rebel Smuggler, and it’s a term used in HBR, so you know it’s legit. Here’s how they’re described:
They all see things a bit differently from the “norm.” But despite feeling at odds with aspects of the prevailing culture, they genuinely like their jobs and want to continue to succeed in them, to effectively use their differences as the impetus for constructive change. They believe that direct, angry confrontation will get them nowhere, but they don’t sit by and allow frustration to fester. Rather, they work quietly to challenge prevailing wisdom and gently provoke their organizational cultures to adapt. I call such change agents tempered radicals because they work to effect significant changes in moderate ways.
Debra Meyerson, “Radical Change, the Quiet Way” in HBR (October 2001)
CON: Sometimes working quietly doesn’t work. Sometimes, you need to make a ruckus.
[YOUR TITLE HERE]
What title do you want to give yourself and other innovators?
Drop your suggestion in the comments (and feel free to print up new business cards)!
The phrase is a core principle of improv that has become the “magic” brainstorming phrase. On stage, it encourages acceptance and collaboration, and in innovation, it quiets the critics (“No, because”), one-uppers (“No, but”), and passive-aggressive show-offs (“Yes, but”).
And there are other core Improv principles that will help you lead your team to innovation success.
You probably know them. You may or may not love them. And you definitely need to use them.
1.Be human
As Alla Weinberg pointed out in our conversation about Psychological Safety, “People are messy.” YOU are a person (I assume), meaning YOU are messy. And that’s ok because guess what? Your boss, team, and even that super annoying person in (fill in the function) are people, meaning they’re messy.
Improv embraces the mess. When someone says the wrong thing, something unexpected happens, or everything goes wrong, the actors don’t stand around, point fingers, and complain. They embrace the opportunity to step into the scene, support their fellow actor, and move things forward. Plus, a Coach Beard says, “Perfection sucks. Perfect is boring.”
2. Connect
Building genuine and authentic relationships is central to building Psychological Safety. It’s also central to great Improv. Consider this example:
If two performers come on stage and only talk about the muffins they are baking, it’s going to be a boring scene. The audience doesn’t care about the muffins! What they really want to know is how these characters feel, especially about each other. Is one character sad because her daughter is about to go off to college, and she will miss spending time with her? Or is the other character fearful because she will have to navigate adulthood without her mom nearby? If the scene doesn’t focus on the relationship, it isn’t going very far. In order to connect well in the scene, improvisers must be attuned to one another.
If all you do as a leader is talk about your calendar, your To-do list, and deadlines, people aren’t going to care about the work. They’ll do the work because that’s what you pay them to do. But they won’t care enough to problem-solve (they’ll ask you for the solution), suggest improvements (they’ll do what you ask), or develop new ideas (they’ll wait for your orders). As a leader, you need to connect to create. That applies to creating solutions, new businesses, and the next generation of leaders.
3. Actively Listen
Active listening isn’t just about nodding your head while someone else speaks. Active listening requires giving full attention to the speaker, letting go of judgment, and understanding their point of view. You don’t have to agree with what they’re saying, but you do have to understand and respond to it.
Actively listening, understanding, and responding are essential to Improv. When an actor does something completely unexpected, their fellow actors can’t ignore it because that will destroy the show. They respond to it and build on it. After all, you shouldn’t say “Yes and” if you don’t know what you’re saying yes to.
4. Pivot
Pivoting is hard. It’s hard to admit something isn’t working, and often harder to figure out what will work while you’re in the middle of doing the thing that doesn’t work. And that’s what Improv actors have to do all the time. You may not notice because it looks easy. But it only looks easy because they practice all the time.
Flexibility, adaptability, and the ability to change quickly are all skills that can be developed. But you must practice. Some people are naturally more comfortable making changes, but everyone can learn skills and tools to recognize when a change in direction is required and quickly sort through the options to find the next best option.
5. Have fun
Improv is hard work, and it’s fun. Innovation is hard work and (it should be) fun. We spend too much time at work and with our colleagues to not have fun, laugh, or enjoy ourselves. Work will never be all rainbows and unicorns, just like not every Improv sketch will be hilarious. But there must be moments of fun, laughter, and joy because you can’t create or innovate when you’re overwhelmed, downtrodden, or burned out.
As Jeff Ash, Director of Westside Improv, explains:
“Play unlocks the creative spirit that we all have. When people lose a creative spirit and get engulfed in whatever they’re doing in their day-to-day lives, I believe it impacts our ability to connect, build relationships, and be in community.”
