Shipulski On Design

Posts Tagged ‘Competitiveness’

At some point, what worked last time won’t work this time. It’s not if the business model will go belly-up, it’s when. There are two choices. We can bury our heads in the sands of the status quo, or we can proactively observe the world in a forward-looking way and continually reorient ourselves as we analyze and synthesize what we see.

The world is dynamic, but we behave like it’s static. We have massive intellectual inertia around what works today.  In a rearward-looking way, we want to hold onto today’s mental models and we reject the natural dynamism swirling around us.  But the signals are clear. There’s cultural change, political change, climate change and population change. And a lower level, there’s customer change, competition change, technology change, coworker change, family change and personal change. And still, we cling to static mental models and static business models. But how to move from static to dynamic?

Continual observation and scanning is a good place to start. And since things become real when resources are allocated, allocating resources to continually observe and scan sends a strong message. We created this new position because things are changing quickly and we need to be more aware and more open minded to the dynamic nature of our world.  Sure, observation should be focused and there should be a good process to decide on focus areas, but that’s not the point. The point is things are changing and we will continually scan for storms brewing just over the horizon.  And, yes, there should be tools and templates to record and organize the observations, but the important point is we are actively looking for change in our environment.

Observation has no value unless the observed information is used for orientation in the new normal.  For orientation, analysis and synthesis is required across many information sources to develop ways to deal with the unfamiliar and unforeseen. [1] It’s important to have mechanisms to analyze and synthesize, but the value comes when beliefs are revised and mental models are updated. Because the information cuts against history, tradition and culture, to make shift in thinking requires diversity of perspective, empathy and a give-and-take dialog. [1] It’s a nonlinear process that is ironed out as you go.  It’s messy and necessary.

It’s risky to embrace a new perspective, but it’s far riskier to hold onto what worked last time.

[1] Osinga, Frans, P.B. Science, Strategy and War, The strategic theory of John Boyd. New York: Routledge, 2007.

image credit – gabe popa

Big companies hold tightly to what they have until they feel threatened by upstarts, and not before. They mobilize only when they see their sales figures dip below the threshold of tolerability, and no sooner. And if they’re the market leaders, they delay their mobilization through rationalization.  The dip is due to general economic slowdown that is out of our control, the dip is due to temporary unrest from the power structure change in government, or the dip is due to some ethereal force we don’t yet fully understand. The strength of big companies is what they have, and they do what it takes only when what they have is threatened.  But once they’re threatened, watch out. But, the truth is, big companies don’t make change, people within big companies make change.

Start-ups want to change everything. They reject what they don’t have and threaten the status-quo at every turn.  And they’re always mobilized to grow sales.  Every new opportunity brings an opportunity to change the game. In a ready-fire-aim way, every phone call with a potential customer is an opportunity to dilute and defocus. Each new opportunity is an opportunity to create a mega business and each new customer segment is an opportunity to pivot. The strength of start-ups is what they don’t have. No loyalty to an existing business model, no shared history with other companies, and no NIH (not invented here). But, once they focus and decide to converge on an important market segment, watch out.  But, truth is, start-ups don’t make change, people within start-ups make change.

When you work in a big company, if your idea is any good the established business units will try to stomp it into oblivion because it threatens their status quo.  In that way, if your idea is dismissed out of hand or stomped on aggressively, you are likely onto something worth pursuing. If you’re told by the experts “It will never work.” that’s a sign from the gods that your idea has strong merit and deserves to be worked. And this is where it comes down to people. The person with the idea can either pack it in or push through the intellectual inertia of company success.  To be clear – it’s their choice. If they pack it in, the idea never sees the light of day. But if they decide, despite the fact they’re not given the tools, time, or training, to build a prototype and show it to company leadership, your company has a chance to reinvent itself. What causes and conditions have you put in place for your passionate innovators to choose to do the hard work of making a prototype?

When you work at a start-up the objective is to dismantle the status quo, and all ideas are good ideas. In that way, your idea will be praised and you’ll be urged to work on it. If you’re told by the experts “That could work.” it does not mean you should work on it. Since resources are precious, focus is mandatory. The person with the idea can either try to convert their idea into a prototype or respect the direction set by company leadership. To be clear – it’s their choice. If they work on their new idea they dilute the company’s best chance to grow. But if they decide, despite their excitement around their idea, to align with the direction set by the company, your startup has a chance to deliver on its aggressive promises. What causes and conditions have you put in place for your passionate innovators to choose to do the hard work of aligning with the agreed upon approach and direction?

When no one’s looking, do you want your people to try new ideas or focus on the ones you already have? When given a choice, do you want them to focus on existing priorities or blow them out of the water? And if you want to improve their ability to choose, what can you put in place to help them choose wisely?

To be clear, a formal set of decision criteria and a standardized decision-making process won’t cut it here. But that’s not to say decisions should be unregulated and unguided. The only thing that’s flexible and powerful enough to put things right is the good judgment of the middle managers who do the work.  “Middle managers” is not the best words to describe who I’m talking about. I’m talking about the people you call when the wheels fall off and you need them put back on in a hurry. You know who I’m talking about.  In start-ups or big companies, these people have a deep understanding of what the company is trying to achieve, they know how to do the work and know when to say “give it a try” and when to say “not now.” When people with ideas come to them for advice, it’s their calibrated judgement that makes the difference.

Calibrated judgement of respected leaders is not usually called out as a make-or-break element of innovation, growth and corporate longevity, but is just that.  But good judgement around new ideas are the key to all three.  And it comes down to a choice – do those ideas die in the trenches or are they kindly nurtured until they can stand on their own?

No getting around it, it’s a judgment call whether an idea is politely put on hold or accelerated aggressively. And no getting around it, those decisions make all the difference.

Image credit Mark Strozier

Innovation is difficult because it demands new work. But, at a more basic level, it’s difficult because it requires an admission that the way you’ve done things is no longer viable. And, without public admission the old way won’t carry the day, innovation cannot move forward. After the admission there’s no innovation, but it’s one step closer.

After a public admission things must change, a cultural shift must happen for innovation to take hold. And for that, new governance processes are put in place, new processes are created to set new directions and new mechanisms are established to make sure the new work gets done.  Those high-level processes are good, but at a more basic level, the objectives of those process areto choose new projects, manage new projects and allocate resources differently. That’s all that’s needed to start innovation work.

But how to choose projects to move the company toward innovation? What are the decision criteria? What is the system to collect the data needed for the decisions? All these questions must be answered and the answers are unique to each company. But for every company, everything starts with a top line growth objective, which narrows to an approach based on an industry, geography or product line, which then further necks down to a new set of projects. Still no innovation, but there are new projects to work on.

The objective of the new projects is to deliver new usefulness to the customer, which requires new technologies, new products and, possibly, new business models. And with all this newness comes increased uncertainty, and that’s the rub. The new uncertainty requires a different approach to project management, where the main focus moves from execution of standard tasks to fast learning loops. Still no innovation, but there’s recognition the projects must be run differently.

Resources must be allocated to new projects. To free up resources for the innovation work, traditional projects must be stopped so their resources can flow to the innovation work. (Innovation work cannot wait to hire a new set of innovation resources.)  Stopping existing projects, especially pet projects, is a major organizational stumbling block, but can be overcome with a good process. And once resources are allocated to new projects, to make sure the resources remain allocated, a separate budget is created for the innovation work. (There’s no other way.) Still no innovation, but there are people to do the innovation work.

The only thing left to do is the hardest part – to start the innovation work itself. And to start, I recommend the IBE (Innovation Burst Event). The IBE starts with a customer need that is translated into a set of design challenges which are solved by a cross-functional team.  In a two-day IBE, several novel concepts are created, each with a one page plan that defines next steps.  At the report-out at the end of the second day, the leaders responsible for allocating the commercialization resources review the concepts and plans and decide on next steps. After the first IBE, innovation has started.

There’s a lot of work to help the organization understand why innovation must be done. And there’s a lot of work to get the organization ready to do innovation. Old habits must be changed and old recipes must be abandoned. And once the battle for hearts and minds is won, there’s an equal amount of work to teach the organization how to do the new innovation work.

It’s important for the organization to understand why innovation is needed, but no customer value is delivered and no increased sales are booked until the organization delivers a commercialized solution.

Some companies start innovation work without doing the work to help the organization understand why innovation work is needed. And some companies do a great job of communicating the need for innovation and putting in place the governance processes, but fail to train the organization on how to do the innovation work.

Truth is, you’ve got to do both. If you spend time to convince the organization why innovation is important, why not get some return from your investment and teach them how to do the work? And if you train the organization how to do innovation work, why not develop the up-front why so everyone rallies behind the work?

Why isn’t enough and how isn’t enough. Don’t do one without the other.

Image credit — Sam Ryan

It’s not the tools. Innovation is not hampered by a lack of tools (See The Innovator’s Toolkit for 50 great ones.), it’s hampered because people don’t know how to start.  And it’s hampered because people don’t know how to choose the right tool for the job. How to start? It depends. If you have a technology and no market there are a set of tools to learn if there’s a market. Which tool is best? It depends on the context and learning objective. If you have a market and no technology there’s a different set of tools.  Which tool is best?  You guessed it.  It depends on the work. And the antidote for ‘it depends’ is good judgement.

It’s not the process.  There are at least several hundred documented innovation processes. Which one is best? There isn’t a best one – there can be no best practice (or process) for work that hasn’t been done before. So how to choose among the good practices? It depends on the culture, depends on the resources, depends on company strengths. Really, it depends on good judgment exercised by the project leader and the people that do the work.  Seasoned project leaders know the process is different every time because the context and work are different every time. And they do the work differently every time, even as standard work is thrust on them. With new work, good judgement eats standardization for lunch.

It’s not the organizational structure. Innovation is not limited by a lack of novel organizational structures. (For some of the best thinking, see Ralph Ohr’s writing.) For any and all organizational structures, innovation effectiveness is limited by people’s ability to ride the waves and swim against the organizational cross currents. In that way, innovation effectiveness is governed by their organizational good judgement.

Truth is, things have changed. Gone are the rigid, static processes. Gone are the fixed set of tools. Gone are the black-and-white, do-this-then-do-that prescriptive recipes. Going forward, static must become dynamic and rigid must become fluid. One-size-fits-all must evolve into adaptable. But, fortunately, gone are the illusions that the dominant player is too big to fail. And gone are the blinders that blocked us from taking the upstarts seriously.

This blog post was inspired by a recent blog post by Paul Hobcraft, a friend and grounded innovation professional. For a deeper perspective on the ever-increasing complexity and dynamic nature of innovation, his post is worth the read.

After I read Paul’s post, we talked about the import role judgement plays in innovation.  Though good judgement is not usually called out as an important factor that governs innovation effectiveness, we think it’s vitally important. And, as the pressure increases to deliver tangible innovation results, its importance will increase.

Some open questions on judgement: How to help people use their judgement more effectively? How to help them use it sooner? How to judge if someone has the right level of good judgement?

Image credit – Michael Coghlan

Disruption, as a word, doesn’t tell us what to do or how to do it.  Disruption, as a word, it’s not helpful and should be struck from the innovation lexicon.  But without the word, what’s an innovator to do?

If you have a superpower, misuse it. Your brand’s special capability is well known in your industry, but not in others. Thrust your uniqueness into an unsuspecting industry and provide novel value in novel ways. Take it by storm. Contradict the established players. Build momentum quickly and quietly.  Create a step function improvement. Create new lines of customer goodness. Do things that haven’t been done. Turn no to yes.

Don’t adapt your special capability, use it as-is. Adaptation is good, but it’s better to flop the whole thing into the new space.  Don’t think graft, think transplant.  Adaptation brings only continuous improvement.  It’s better to serve up your secret sauce uncut and unfiltered because that brings discontinuous improvement.

Know the needs your product fulfills and meet those needs in another industry.  Some say it’s better to adapt your product to other industries, and to achieve a reasonable CAGR, adaptation is good.  But if you’re looking for an unreasonable CAGR, if you’re looking to stand things on their head, try to use your product as-is. When you can use your product as-is in another industry, you connect dots only you can connect and meet needs in ways only you can.  You bring non-intuitive solutions. You violate routines of accepted practice and your trajectory is not limited by the incumbents’ ruts of success. You’ll have a whole new space for yourself. No sharing required.

But how?

Simply and succinctly, define what your product does.  Then, make it generic and look to misapply the goodness in a different application. For example, manufacturers of large and expensive furniture wrap their products in huge plastic bags to keep the furniture dry and clean during shipping. Generically, the function becomes: use large plastic bags to temporarily protect large and expensive products from becoming wet.  Using that goodness in a new application, people who live in flood areas use the large furniture bags to temporarily protect their cars from water damage.  Just before the flood arrives, they drive their cars into large plastic bags and tie them off.  The bags keep their car dry when the water comes.  Same bag, same goodness, completely unrelated application.

And there’s another way.  Your product has a primary function that provides value to your customers. But, there is unrealized value in your product that your existing customers don’t value. For example, if your company has a proprietary process to paint products in a way that results in a high gloss finish, your customers buy your coating because it looks good. But, the coating may also create a hard layer and increase wear resistance that could be important in another application. Because your coating is environmentally friendly and your process is low-cost, new customers may want you to coat their parts so they can be used in a previously non-viable application.  There is unrealized value in your products that new customers will pay for.

To see the unrealized value, use the strength-as-a-weakness method.  Define two constraints: you must sell to new customers in a new industry and the primary goodness, why people buy your product, must be a weakness.  For example, if your product is fast, you’ve got to use unrealized value to sell a slow one. If it’s heavy, the new one must be light. If small, the new one must be large.  In that way, you are forced to rely on new lines of goodness and unrealized value to sell your product.

Don’t stop continuous improvement and product adaptation.  They’re valuable. But, start some discontinuous improvement, step function increases and purposeful misuse.  Keep selling to the same value to the same customers, but start selling to new customers with previously unrealized value that has been hiding quietly in your product for years.

Evolution is good, but exaptation is probably better.

Image credit – Sor Betto

What would you do if:

You had to push through your fear of being judged?

You had to break some rules to get an idea off the ground?

You had a concept that would displace your most successful product?

Your colleague tried to scuttle your best idea?

You knew it was time to stop judging yourself negatively?

Your colleague asked you to help with a hair-brained idea?

You were asked to facilitate a session to create new concepts, but no one could explain what would happen after the concepts were created?

You weren’t afraid your prototype would be a success?

You thought you knew what the customer wanted, but didn’t have the data to prove it?

You were asked to create patentable concepts you knew would never be commercialized?

Your prototype threatened the status quo?

You were asked to facilitate a session to create new concepts and told how to do it?

You were told “No.”

You saw a young employee struggling with a new concept?

You were blocking yourself from starting the right work?

You thought your idea had merit, but you needed help testing it in the market?

You were asked to follow a standard process but you knew there wasn’t one?

You were asked to come up with new concepts though there were five excellent concepts gathering dust?

You were told there was no market for your new-to-world prototype?

You had to bolster your self-confidence to believe wholeheartedly in your idea?

There is a name for what you would do. It’s called innovation.

image credit – UnknownNet Photography

When companies want to innovate, there are three things they can change – products, services and business models. Products are usually the first, second and third priorities, services, though they have a tighter connection with customer and are more lasting and powerful, sadly, are fourth priority.  And business models are the superset and the most powerful of all, yet, as a source of innovation, are largely off limits.

It’s easy to improve products. Measure goodness using a standard test protocol, figure out what drives performance and improve it. Create the hard data, quantify the incremental performance and sell the difference.  A straightforward method to sell more – if you liked the last one, you’re going to like this one. But this is fleeting. Just as you are reverse engineering the competitors’ products, they’re doing it to you. Any incremental difference will be swallowed up by their next product. The half-life of your advantage is measured in months.

It’s easy for companies to run innovation projects to improve product performance because it’s easy to quantify the improvement and because we think customers are transactional. Truth is, customers are emotional, not rational. People don’t buy performance, they buy the story they create for themselves.

Innovating on services is more difficult because, unlike a product, it’s not a physical thing. You can’t touch it, smell it or taste it.  Some say you can measure a service, but you can’t. You can measure its footprints in the sand, but you can’t measure it directly. All the click data in the world won’t get you there because clicks, as measured, don’t capture intent – an unintentional click on the wrong image counts the same a premeditated click on the right one. Sure, you can count clicks, but if you can’t count the why’s, you don’t have causation. And, sure, you can measure customer satisfaction with an online survey, but the closest you can get is correlation and that’s not good enough.  It’s causation or bust.  You’ve got to figure out WHY they like your services. (Hint – it’s the people who interface directly with your customers and the latitude you give them to advocate on the customers’ behalf.)

Where services are difficult to innovate, the business model is almost impossible. No one is quite sure what the business model actually is an in-the-trenches-way, but they know it’s been responsible for the success of the company, and they don’t want to change it. Ultimately, if you want to innovate on the business model, you’ve got to know what it is, but before you spend the time and energy to define it, it’s best to figure out if it needs changing.  The question – what does it look like when the business model is out of gas?

If you do what you did last time and you get less in return, the business model is out of gas.

Successful models are limiting. Just like with the Prime Directive, where Captain Kirk could do anything he wanted as long as he didn’t interfere with the internal development of alien civilizations, do anything you want with the business model as long as you don’t change it. And that’s why you need external help to formally define the business model and experiment with it. The resource should understand your business first hand, yet be outside the chain of command so they can say the sacrilegious things that violate the Prime Directive without being fired.  For good candidates, look to trusted customers and suppliers.

To define the business model, use a simple block diagram (one page) where blocks are labelled with simple nouns and arrows are labelled with simple verbs. Start with a single block on the right of the page labelled “Customer” and draw a single arrow pointing to the block and label it.  Continue until you’ve defined the business model.  (Note – maximum number of blocks is 12.)  You’ll be surprised with the difficulty of the process.

After there’s consensus on the business model, the next step is to figure out how the environment changed around it and to identify and test the preferred evolutionary paths. But that’s for another time.

Image credit – Steven Depolo

If you can’t imagine it, it can’t be done.

But if it can’t be done, how can you imagine it?

No one is buying a product like the one you imagined. There’s no market.

No one can buy an imaginative product that doesn’t yet exist. There may be a market.

Imagine things are good, just as they are.

Imagine an upstart competitor will obsolete your best product.

Let’s fix what is.

Let’s imagine what isn’t, and build it.

Don’t waste time imagining radical new concepts. There’s no way to get there.

Use your imagination to create an unobtainable concept, then build a bridge to get there.

Imagine the future profits of our great recipe. Let’s replicate it.

Imagine our recipe has a half-life. Let’s disrupt it.

To be competitive, we’ve got to use our imagination to reduce the cost of our products.

To be competitive, we’ve got to use our imagination to obsolete our best work.

Put together a specification, a detailed Gannt chart and make it happen on time.

Imagine what could be, and make a prototype.

Let’s shore up our weaknesses and live to fight another day.

Let’s imagine our strength as a weakness and invent the future.

We are the best in the industry. Imagine how tough it is to be our competitor.

Imagine there’s a hungry start-up who will do whatever it takes to get the business.

We’ve got to protect our market share.

Imagine what we could create if we weren’t constrained by our success.

Imagine how productive we will be when we standardize the work.

Imagine how much fun we will have when we reinvent the industry.

Ask the customer what they want, built it and launch it.

Imagine what could be, build a prototype, show the customer, listen and refine.

Let’s follow the script. Imagine the profits.

Let’s burn the script and imagine a new one.

Image credit — Allegra Ricci

If you want to gain ground on your competition you’ve first got to know where things stand.  Where are their advantages? Where are your advantages?  Where is there parity? To quickly understand the situations there are three tricks: stay at a high level, represent the situation in a clear way and, where possible, use public information from their website.

A side-by-side comparison of the two companies’ products is the way to start.  Create a common set of axes with price running south to north and performance (or output) running west to east.  Make two copies and position them side-by-side on the page – yours on the left and theirs directly opposite on the right.  Go to their website (and yours) and make a list of every product, its price and its output. (For prices of their products you may have to engage your sales team and your customers.) For each of your products place a symbol (the company logo) on your performance-price landscape and do the same for their products on their landscape.  It’s now clear who has the most products, where their portfolio outflanks yours and where you outflank them.  The clarity and simplicity will help everyone see things as they are – there may be angst but there will be no confusion and no disagreement. The picture is clear.  But it’s static.

The areal differences define the gaps to close and the advantages to exploit.  Now it’s time to define the momentum and trajectories of the portfolios to add a dynamic element. For your most recent product launch add a one next to its logo, for the second most recent add a two and for the third add three. These three regions of your portfolio are your most recent focus areas. This is your trajectory and this is where you have momentum.  Extend and arrow in the direction of your trajectory.  If you stay the course, this is where your portfolio will add mass. Do the same for your competitor and compare arrows.  You know have a glimpse into the future. Are your arrows pointing in the same directions as theirs? Are they located in the same regions? How would feel if both companies continued on their trajectories? With this addition you have glimpse into the stay-the-course future.  But will they stay the course? For that you need to look at the patent landscape.

Do a patent search on their patents and applications over the previous year and represent each with its most descriptive figure. Write a short thematic description for each, group like themes and draw a circle around them.  Mark the circle with a one to denote last year’s patents.  Repeat the process for two years ago and three years ago and mark each circle accordingly.  Now you have objective evidence of the future.  You know where they have been working and you know where they want to go. You have more than a glimpse into the future.  You know their preferred trajectories.  Reconcile their preferred trajectories with their price-performance landscapes and arrows 1, 2 and 3.  If their preferred trajectories line up with their product momentum, it’s business as usual for them.  If they contradict, they are playing a different game.  And because it takes several years for patent applications to publish, they’ve been playing a new game for a while now.

Repeat the process for your patent landscape and flop it onto your performance-price landscape.  I’m not sure what you’ll see, but you’ll know it when you see it.  Then, compare yours with theirs and you’ll know what the competitive landscape will look like in three years. You may like what you see, or not.  But, the picture will be clear. There may be discomfort, but there can be no arguments.

This process can also be used in the acquisition process to get a clear picture a company’s future state.  In that way you can get a calibrated view three years into the future and use your crystal ball to adjust your offer price accordingly.

Image credit – Rob Ellis

Compound annual growth, profit margin, Key Business Indicators, capability indices, defects per million opportunity, confidence intervals, statistical significance, regression coefficients, temperature, pressure, force, stress, velocity, volume, inches, meters, decibels.  The numbers are supposed to tell the story.  But they don’t.

There’s never enough data to see the whole picture. But, even when the discussion is limited to topics covered by the data, people don’t see things the same way.  And even if the numbers were 100% complete, there would be no common interpretation.  And if there was a common interpretation there’d be a range of diverging opinions on how to move forward.  Even with perfect numbers, there is divergence among people.

Numbers are numb. They don’t have meaning until we attach it. And, as entities that attach meaning, we think do it rationally.  But we use past history and fear to assign meaning.  We are not rational, we’re emotional. Even the most rigorous scientist has an obsessive nature, infatuation and deep fascination.  Even when swimming in a sea of data, we’re emotional, and, therefor, irrational.

Excitement, happiness, joy, anxiety, sadness, fear, collaboration, cooperation, competition, respect, disrespect, kindness, love. We live and work in a collection of people systems where emotion carries the day. Emotion and irrationality are not bad, it’s the way it is.  We’re human. And, I’m thankful for it.

But with emotion and irrationality comes connection as part of the matched set.  If you want one, you have to buy all three. And I want connection. Connection brings out the best in people – their passion, energy and love.  When magical things happen at work, connection is responsible. And when magic happens at home, it’s connection.

I’m thankful I have strong connections.

Image credit – Irudayam

For those who lead projects and people, failure is always lurking in the background.  And gone unchecked, it can hobble. Despite best efforts to put a shine on it, there’s still a strong negative element to failure.  No two ways about it, failure is mapped with inadequacy and error.  Failure is seen as the natural consequence of making a big mistake.  And there’s a finality to failure.  Sometimes it’s the end of a project and sometimes it’s the end of a career.  Failure severely limits personal growth and new behavior.  But at least failure is visible to the naked eye.  There’s no denying a good train wreck.

A fumble is not failure.  When something gets dropped or when a task doesn’t get done, that’s a fumble.  A fumble is not catastrophic and sometimes not even noteworthy.  A fumble is mapped with  a careless mistake that normally doesn’t happen.  No real cause.  It just happens. But it can be a leading indicator of bigger and badder things to come, and if you’re not looking closely, the fumble can go unnoticed. And the causes and conditions behind the fumble are usually unclear or unknown.  Where failure is dangerous because everyone knows when it happens, fumbles are dangerous because they can go unnoticed.

Floundering is not fumbling. With floundering, nothing really happens.  No real setbacks, no real progress, no real energy. A project that flounders is a project that never reaches the finish line and never makes it to the cemetery.  To recognize floundering takes a lot of experience and good judgment because it doesn’t look like much. But that’s the point – not much is happening.  No wind in the sails and no storm on the horizon.  And to call it by name takes courage because there are no signs of danger.  Yet it’s dangerous for that very reason. Floundering can consume more resources than failure.

Fear is the fundamental behind failing, fumbling and floundering. But unlike failure, no one talks about fear. Talking about fear is too scary. And like fumbling and floundering, fear is invisible, especially if you’re not looking.  Like diabetes, fear is a silent killer. And where diabetes touches many, fear gets us all. Fear is invisible, powerful and prolific.  It’s a tall order to battle the invisible.

But where there’s fun there can be no fear. More precisely, there can be no negative consequence of fear. When there’s fun, everyone races around like their hair is on fire.  Not on fire in the burn unit way, but on fire in the energy to burn way. When there’s fun people help each other for no reason. They share, they communicate and they take risks.  When there’s fun no one asks for permission and the work gets done.  When there’s fun everyone goes home on time and their spouses are happy.  Fun is easy to see, but it’s not often seen because it’s rare.

If there’s one thing that can go toe-to-toe with fear, it’s fun. It’s that powerful. Fun is so powerful it can turn failure into learning.  But if it’s so powerful, why don’t we teach people to have fun? Why don’t we create the causes and conditions so fun erupts?

I don’t know why we don’t promote fun.  But, I do know fun is productive and fun is good for business.  But more important than that, fun is a lot of fun.

Image credit – JoshShculz