Shipulski On Design

Archive for the ‘New Thinking’ Category

Is it disruptive? Is it innovative? Two meaningless questions. Two questions to stop asking. More strongly, stop using the words “disruptive” and “innovative” altogether. Strike them from your vocabulary and replace them with novel, useful, and successful.

Argument is unskillful but analysis is skillful. And what’s needed for analysis is a framework and some good old-fashioned quantification. To create the supporting conditions for an analysis around novelty, usefulness, and successfulness, I’ve created quantifiable indices and a process to measure them. The process starts with a prototype of a new product, service or business model which is shown to potential customers (real people who do work in the space of interest.)

The Novelty Index. The Novelty Index measures the difference of a product, service or business model from the state-of-the-art. Travel to the potential customer and hand them the prototype. With mouth closed and eyes open, watch them use the product or interact with the service. Measure the time it takes them to recognize the novelty of the prototype and assign a value from 0 to 5. (Higher is better.)
5 – Novelty is recognized immediately after a single use (within 5 seconds.)
4 – Novelty is recognized after several uses (30 seconds.)
3 – Novelty is recognized once a pattern emerges (10-30 minutes.)
2 – Novelty is recognized the next day, once the custom has time to sleep on it (24 hours.)
1 – A formalized A-B test with statistical analysis is needed (1 week.)
0 – The customer says there’s no difference. Stop the project and try something else.

The Usefulness Index. The Usefulness Index measures the level of importance of the novelty. Once the customer recognizes the novelty, take the prototype away from them and evaluate their level of anger.
5 – The customer is irate and seething. They rip it from your arms and demand to place an order for 50 units.
4 – The customer is deeply angry and screams at you to give it back. Then they tell you they want to buy the prototype.
3 – With a smile of happiness, the customer asks to try the prototype again.
2 – The customer asks a polite question about the prototype to make you feel a bit better about their lack of interest.
1 – The customer is indifferent and says it’s time to get some lunch.
0 – Before you ask, the customer hands it back to you before you and is happy not to have it. Stop the project and try something else.

The Successfulness Index. The Successfulness Index measures the incremental profitability the novel product, service or business model will deliver to your company’s bottom line. After taking the prototype from the customer and measuring the Usefulness Index, with your prototype in hand, ask the customer how much they’d pay for the prototype in its current state.
5 – They’d pay 10 times your estimated cost.
4 – They’d pay two times your estimated cost.
3 – They’d pay 30% more than your estimated cost.
2 – They’d pay 10% more than your estimated cost.
1 – They’d pay you 5% more than your estimated cost.
0 – They don’t answer because they would never buy it.

The Commercialization Index. The Commercialization Index describes the overall significance of the novel product, service or business model and it’s calculated by multiplying the three indicies. The maximum value is 125 (5 x 5 x 5) and the minimum value is 0. Again, higher is better.

The descriptions of the various levels are only examples, and you can change them any way you want. And you can change the value ranges as you see fit. (0-5 is just one way to do it.) And you can substitute actual prototypes with sketches, storyboards or other surrogates.

Modify it as you wish, and make it your own. I hope you find it helpful.

Image credit – Nisarg Lakhmani

One of the best ways to improve your brand is to improve your products.  The most common way is to provide more goodness for less cost – think miles per gallon.  Usually it’s a straightforward battle between market leaders, where one claims quantifiable benefit over the other – Ours gets 40 mpg and theirs doesn’t.   And the numbers are tied to fully defined test protocols and testing agencies to bolster credibility.  Here’s the data.  Buy ours

But there’s a more powerful way to improve your brand, and that’s to map your products to reliability.  It’s far a more difficult game than the quantified head-to-head comparison of fuel economy and it’s a longer play, but done right, it’s a lasting play that is difficult to beat.  Run the thought experiment:  think about the brands you associate with reliability.  The brands that come to mind are strong, lasting brands, brands with staying power, brands whose products you want to buy, brands you don’t want to compete against.  When you buy their products you know what you’re going to get.  Your friends tell you stories about their products.

There’s a complete a complete tool set to create products that map to reliability, and they work.  But to work them, the commercialization team has to have the right mindset.  The team must have the patience to formally define how all the systems work and how they interact. (Sounds easy, but it can be painfully time consuming and the level of detail is excruciatingly extreme.)  And they have to be willing to work through the discomfort or developing a common understanding how things actually work. (Sounds like this shouldn’t be an issue, but it is – at the start, everyone has a different idea on how the system works.)  But more importantly, they’ve got to get over the natural tendency to blame the customer for using the product incorrectly and learn to design for unintended use.

The team has got to embrace the idea that the product must be designed for use in unpredictable ways in uncontrolled conditions. Where most teams want to narrow the inputs, this team designs for a wider range of inputs.  Where it’s natural to tighten the inputs, this team designs the product to handle a broader set of inputs.  Instead of assuming everything will work as intended, the team must assume things won’t work as intended (if at all) and redesign the product so it’s insensitive to things not going as planned.  It’s strange, but the team has to design for hypothetical situations and potential problems.  And more strangely, it’s not enough to design for potential problems the team knows about, they’ve got to design for potential problems they don’t know about. (That’s not a typo.  The team must design for failure modes it doesn’t know about.)

How does a team design for failure modes it doesn’t know about? They build a computer-based behavioral model of the system, right down to the nuts, bolts and washers, and they create inputs that represent the environment around the system.  They define what each element does and how it connects to the others in the system, capturing the governing physics and propagation paths of connections. Then they purposefully break the functions using various classes of failure types, run the analysis and review the potential causes.  Or, in the reverse direction, the team perturbs the system’s elements with inputs and, as the inputs ripple through the design, they find previously unknown undesirable (harmful) functions.

Purposefully breaking the functions in known ways creates previously unknown potential failure causes.  The physics-based characterization and the interconnection (interaction) of the system elements generate unpredicted potential failure causes that can be eliminated through design.  In that way, the software model helps find potential failures the team did not know about.  And, purposefully changing inputs to the system, again through the physics and interconnection of the elements, generates previously unknown harmful functions that can be designed out of the product.

If you care about the long-term staying power of your brand, you may want to take a look at TechScan, the software tool that makes all this possible.

Image credit — Chris Ford.

There’s a special type of confusion that has blocked many good ideas from seeing the light of day.  The confusion happens early in the life of a new technology when it is up and running in the lab but not yet incorporated in a product.  Since the new technology provides a new flavor of customer goodness, it has the chance to create incremental sales for the company.  But, since there are no products in the market that provide the novel goodness, by definition there can be no sales from these products because they don’t yet exist.  And here’s the confusion.  Organizations equate “no sales” with “no market”.

There’s a lot of risk with launching new products with new value propositions to new customers.  You invest resources to create the new technologies and products, create the sales tools, train the sales teams, and roll it out well. And with all this hard work and investment, there’s a chance no one will buy it.  Launching a product that improves on an existing product with an existing market is far less risky – customers know what to expect and the company knows they’ll buy it.  The status quo when stable if all the players launch similar products, right up until it isn’t.  When an upstart enters the market with a product that offers new customer goodness (value proposition) the same-old-same-old market-customer dynamic is changed forever.

A market-busting product is usually launched by an outsider – either a big player moves into a new space or a startup launches its first product.  Both the new-to-market big boy and the startup have a far different risk profile than the market leader, not because their costs to develop and launch a new product are different, but because they have not market share.  For them, they have no market share to protect any new sales are incremental.  But for the established players, most of their resources are allocated to protecting their existing business and any resources diverted toward a new-to-market product is viewed as a loss of protective power and a risk to their market share and profitability.   And on top of that, the incumbent sees sales of the new product as a threat to sales of the existing products.  There’s a good chance that their some of their existing customers will prefer the new goodness and buy the new-to-market product instead of the tried-and-true product.  In that way, sales growth of their own new product is seen as an attack no their own market share.

Business leaders are smart.  Theoretically, they know when a new product is proposed, because it hasn’t launched yet, there can be no sales.  Yet, practically, because their prime directive to protect market share is so all-encompassing and important, their vision is colored by it and they confound “no sales” with “no market”.  To move forward, it’s helpful to talk about their growth objectives and time horizon.

With a short time horizon, the best use of resources is to build on what works – to launch a product that builds on the last one.  But when the discussion is moved further out in time, with a longer time horizon it’s a high risk decision to hold on tightly to what you have as the market changes around you.  Eventually, all recipes run out of gas like Henry Ford’s Model T.  And the best leading indicator of running low on fuel is when the same old recipe cannot deliver on medium-term growth objectives.  Short term growth is still there, but further out they are not.  Market forces are squeezing the juice out of your past success.

Ultimately, out of desperation, the used-to-be market leader will launch a new-to-market product.  But it’s not a good idea to do this work only when it’s the only option left.  Before they’re launched, new products that offer new value to customers will, by definition, have no sales.  Try to hold back the fear-based declaration that there is no market.  Instead, do the forward-looking marketing work to see if there is a market.  Assume there is a market and build some low cost learning prototypes and put them in front of customers.  These prototypes don’t yet have to be functional; they just have to communicate the idea behind the new value proposition.

Before there is a market, there is an idea that a market could exist.  And before that could-be market is served, there must be prototype-based verification that the market does in fact exist.  Define the new value proposition, build inexpensive prototypes and put them in front of customers.  Listen to their feedback, modify the prototypes and repeat.

Instead of arguing whether the market exists, spend all your energy proving that it does.

Image credit — lensletter

If you know what to do, do it.  But if you always know what to do, do something else.  There’s no excitement in turning the crank every-day-all-day, and there’s no personal growth.  You may be getting glowing reviews now, but when your process is documented and becomes standard work, you’ll become one of the trivial many that follow your perfected recipe, and your brain will turn soggy.

If you want to do the same things more productively, do continuous improvement.  Look at the work and design out the waste.  I suggest you look for the waiting and eliminate it.  (One hint – look for people or parts queueing up and right in front of the pile you’ll find the waste maker.)  But if you always eliminate waste, do something else.  Break from the minimization mindset and create something new.  Maximize something. Blow up the best practice or have the courage to obsolete your best work.  In a sea of continuous improvement, be the lighthouse of doing new.

When you do something for the first time, you don’t know how to do it. It’s scary, but that’s just the feeling you want.  The cold feeling in your chest is a leading indicator of personal growth.  (If you don’t have a sinking feeling in your gut, see paragraph 1.) But organizations don’t make it easy to do something for the first time.  The best approach is to start small.  Try small experiments that don’t require approval from a budget standpoint and are safe to fail.  Run the experiments under the radar and learn in private.  Grow your confidence in yourself and your thinking.  After you have some success, show your results to people you trust.  Their input will help you grow.  And you’ll need every bit of that personal growth because to staff and run a project to bring your new concept to life you’ll need resources.  And for that you’ll need to dance with the most dangerous enemy of doing new things – the deadly ROI calculation.

The R is for return.  To calculate the return for the new concept you need to know: how many you’ll sell, how much you’ll sell them for, how much it will cost, and how well it will work.  All this must be known BEFORE resources can be allocated. But that’s not possible because the new thing has never been done before.  Even before talking about investment (I), the ROI calculation makes a train wreck of new ideas.  To calculate investment, you’ve got to know how many person-hours will be needed, the cost of the materials to make the prototypes and the lab resources needed for testing.  But that’s impossible to know because the work has never been done before.  The ROI is a meaningless calculation for new ideas and its misapplication has spelled death for more good ideas than anything else known to man.

Use the best practice and standardize the work. There’s immense pressure to repeat what was done last time because our companies prefer incremental growth that’s predictable over unreasonable growth that’s less certain.  And add to that the personal risk and emotional discomfort of doing new things and it’s a wonder how we do anything new at all.

But magically, new things do bubble up from the bottom. People do find the courage to try things that obsolete the business model and deliver new lines of customer goodness.  And some even manage survive the run through the ROI gauntlet.  With odds stacked against them, your best people push through their fears cut through the culture of predictability.

Imagine what they will do when you demand they do new work, give them the tools, time and training to do it, and strike the ROI calculation from our vocabulary.

Image credit – Tony Sergo

If you’re serious about your work, you’re too serious.  We’re all too bound up in this life-or-death, gotta-meet-the-deadline nonsense that does nothing but get in the way.

If you’re into following recipes, I guess it’s okay to be held accountable to measuring the ingredients accurately and mixing the cake batter with 110% effort.  When your business is serious about making more cakes than anyone else on the planet, it’s fine to take that seriously.  But if you’re into making recipes, serious doesn’t cut it.  Coming up with new recipes demands the freedom of putting together spices that have never been combined.  And if you’re too serious, you’ll never try that magical combination that no one else dared.

Serious is far different than fully committed and “all in.”  With fully committed, you bring everything you have, but you don’t limit yourself by being too serious.  When people are too serious they pucker up and do what they did last time.  With “all in” it’s just that – you put all your emotional chips on the line and you tell the dealer to “hit.”  If the cards turn in your favor you cash in in a big way.  If you bust, you go home, rejuvenate and come back in the morning with that same “all in” vigor you had yesterday and just as many chips.  When you’re too serious, you bet one chip at a time.  You don’t bet many chips, so you don’t lose many.  But you win fewer.

The opposite of serious is not reckless.  The opposite of serious is energetic, extravagant, encouraging, flexible, supportive and generous.  A culture of accountability is serious.  A culture of creativity is not.

I do not advocate behavior that is frivolous.  That’s bad business.  I do advocate behavior that is daring.  That’s good business.  Serious connotes measurable and quantifiable, and that’s why big business and best practices like serious.  But measurable and quantifiable aren’t things in themselves.  If they bring goodness with them, okay.  But there’s a strong undercurrent of measurable for measurable’s sake.  It’s like we’re not sure what to do, so we measure the heck out of everything.  Daring, on the other hand, requires trust is unmeasurable.  Never in the history of Six Sigma has there been a project done on daring and never has one of its control strategies relied on trust.  That’s because Six Sigma is serious business. Serious connotes stifling, limiting and non-trusting, and that’s just what we don’t need.

Let’s face it, Six Sigma and lean are out of gas.  So is tightening-the-screws management.  The low hanging fruit has been picked and Human Resources has outed all the mis-fits and malcontents.  There’s nothing left to cut and no outliers to eliminate.  It’s time to put serious back in its box.

I don’t know what they teach in MBA programs, but I hope it’s trust.  And I don’t know if there’s anything we can do with all our all-too-serious managers, but I hope we put them on a program to eliminate their strengths and build on their weaknesses.  And I hope we rehire the outliers we fired because they scared all the serious people with their energy, passion and heretical ideas.

When you’re doing the same thing every day, serious has a place.  When you’re trying to create the future, it doesn’t.  To create the future you’ve got to hire heretics and trust them.  Yes, it’s a scary proposition to try to create the future on the backs of rabble-rousers and rebels.  But it’s far scarier to try to create it with the leagues of all-too-serious managers that are running your business today.

Image credit — Alan

“Here – I made this.”  Those are courageous words.  When you make something no one has made and you show people you are saying to yourself – “I know my work will be judged, but that’s the price of putting myself out there.  I will show my work anyway.”  I think the fear of being judged is enemy number one of creativity, innovation, and living life on your own terms.  If I had ten dollars of courage in my pocket I’d spend it to dampen my fear of being judged.

No one has ever died from the fear of being judged, but right before you show your new work, share your inner feelings or show your true self, is sure feels like you’re going to be the exception.  The fear of being judged is powerful enough to generate self-limiting behavior and sometimes can completely debilitate.  It’s vector of unpleasantness is huge.

At a lower level, the fear of being judged is the fear someone will think of you differently than you want them to.  It’s a fear they’ll label you with a scarlet letter you don’t want to own.  This mismatch is the gradient that drives the fear.  If you reduce the gradient you reduce the fear and the self-censorship.

No one can label you without your consent, and if you don’t consent there is no gradient.  If you think the scarlet letter does not fit you, it doesn’t. No mismatch.  When someone tries to hand you a gift and instead of taking it from them you let it drop to the floor, it’s not your gift.  If you don’t accept their gift there is no gradient.  But there is a gradient because you think the scarlet letter may actually fit and the gift may actually be yours.  You create your fear because you think they may be right.

In the end it’s all about what you think about yourself.  If your behavior is skillful and you know it, you will not accept someone else’s judgment and there’s no fear-fueling gradient .  If your approach is purposefully thoughtful, you will not consent to labeling.  If you know your intentions are true, there can be no external mismatch because there is no internal mismatch.

No one can be 100% skillful, purposeful, thoughtful and intentional.  But directionally, behaving this way will reduce the gradient and the fear.  But the fear will never go away, and that’s why we need courage.  Be skillful and afraid and do it anyway.  Be thoughtful and scared and do what scares you.  Be true to your heart’s intention and just courageous as you need to be to wrestle your fears to the ground.

Image credit – Paul Townsend

Things are no longer predictable, and it’s time to start behaving that way.

In the olden days (the early 2000s) the pace of change was slow enough that for most the next big thing was the same old thing, just twisted and massaged to look like the next big thing.  But that’s not the case today.  Today’s pace is exponential, and it’s time to behave that way.  The next big thing has yet to be imagined, but with unimaginable computing power, smart phones, sensors on everything and a couple billion new innovators joining the web, it should be available on Alibaba and Amazon a week from next Thursday.  And in three weeks, you’ll be able to buy a 3D printer for $199 and go into business making the next big thing out of your garage.  Or, you can grasp tightly onto your success and ride it into the ground.

To move things forward, the first thing to do is to blow up the strategic planning process and sweep the pieces into the trash bin of a bygone era.  And, the next thing to do is make sure the scythe of continuous improvement  is busy cutting waste out of the manufacturing process so it cannot be misapplied to the process of re-imagining the strategic planning process.  (Contrary to believe, fundamental problems of ineffectiveness cannot be solved with waste reduction.)

First, the process must be renamed.  I’m not sure what to call it, but I am sure it should not have “planning” in the name – the rate of change is too steep for planning.  “Strategic  adapting” is a better name, but the actual behavior is more akin to probe, sense, respond.   The logical question then – what to probe?

[First, for the risk minimization community, probing is not looking back at the problems of the past and mitigating risks that no longer apply.]

Probing is forward looking, and it’s most valuable to probe (purposefully investigate) fertile territory.  And the most fertile ground is defined by your success.  Here’s why.  Though the future cannot be predicted, what can be predicted is your most profitable business will attract the most attention from the billion, or so, new innovators looking to disrupt things.  They will probe your business model and take it apart piece-by-piece, so that’s exactly what you must do.  You must probe-sense-respond until you obsolete your best work.  If that’s uncomfortable, it should be.  What should be more uncomfortable is the certainty that your cash cow will be dismantled.   If someone will do it, it might as well be you that does it on your own terms.

Over the next year the most important work you can do is to create the new technology that will cause your most profitable business to collapse under its own weight.  It doesn’t matter what you call it – strategic planning, strategic adapting, securing the future profitability of the company – what matters is you do it.

Today’s biggest risk is our blindness to the immense risk of keeping things as they are.  Everything changes, everything’s impermanent – especially the things that create huge profits.  Your most profitable businesses are magnates to the iron filings of disruption.  And it’s best to behave that way.

Image credit – woodleywonderworks

If you’re not thinking differently, you’re thinking the same. And if you’re thinking the same, you’re going to get the same. Same may feel safe, and at some level it is. But when sameness festers into staleness, too much of a good thing isn’t wonderful.

In our fast moving Bizzaro World, safe is dangerous; repeatable is out and remarkable is in; improving what is is displaced by creating what isn’t; more capacity is outlawed and new capability is the only way; growing existing markets is wasteful because it gets in the way of creating new ones.

Ask your company leaders if they’re doing innovation, and the answer is yes. It’s a loaded question, and nothing good can come of it. “No, we don’t do innovation.” is a career-limiting response. Here are two better questions: What are you doing that’s different? What are you doing differently? These questions are effective because they require answers that are relative – relative to what you used to do. And because innovation starts with different, these questions are a good start.

Our assembly process is different and we increased productivity 0.3%; our product design is different and we made it stronger by 2.1%; our customer service tools are different and we decrease waiting time by 1.7%; our plastics are different and we reduced product cost by 0.6%. The difference is clear, but it didn’t really make a difference. Innovation starts with different, but all different isn’t created equal. Instead of shades of gray, think binary, think black to white, think no to yes.

Here are some better questions:

• Have we stopped distracting ourselves by focusing on growth of our biggest markets?
• Did we change the value proposition with our new product?
• Have we increased sales people in the undeveloped markets at the expense of sales people in our biggest markets?
• Do our new technologies change the argument?
• Are we working on the new products that will obsolete our most profitable product?
• Does the new product do less of anything so it can do more of something else?
• Are we working on the technologies so we can sell into Africa?
• Are we hiring experts in mobile technology?
• How about experts in data science?

There’s no hard and fast definition of what makes for the right no-to-yes thinking but their telltale sign is their wake of oblique problems. If your organization doesn’t know how to do something, then it could be an indication of powerful no-to-yes behavior. For example, if your translations group doesn’t know how to translate into a new language requested by sales, it could be because a new region of the world is now important. If your sales managers want to use a new search firm because your longstanding one can’t find the right new candidates, it may be because your new product demands a new flavor of sales people. If your compensation structure doesn’t let you make an acceptable offer to an engineer you really need, it could be because you need to hire for new specialties from different industries with radically different compensation norms.

“Are you doing innovation?”, as a question, is not skillful.  Instead, do the work so you must sell where you haven’t sold; use materials you’ve never used; use technologies you’ve never heard of; hire people you never had to hire; and create problems related to new geographies and new languages.  And when someone asks “Are you doing innovation?”, tell them you used to, but you’ve found something better.

Image credit – JD HANCOCK PHOTOS

If you’re serious about innovation, you must learn, as second nature, to convert your ideas into prototypes.

Funny thing about ideas is they’re never fully formed – they morph and twist as you talk about them, and as long as you keep talking they keep changing. Evolution of your ideas is good, but in the conversation domain they never get defined well enough (down to the nuts-and-bolts level) for others (and you) to know what you’re really talking about. Converting your ideas into prototypes puts an end to all the nonsense.

Job 1 of the prototype is to help you flesh out your idea – to help you understand what it’s all about. Using whatever you have on hand, create a physical embodiment of your idea. The idea is to build until you can’t, to build until you identify a question you can’t answer. Then, with learning objective in hand, go figure out what you need to know, and then resume building. If you get to a place where your prototype fully captures the essence of your idea, it’s time to move to Job 2. To be clear, the prototype’s job is to communicate the idea – it’s symbolic of your idea – and it’s definitely not a fully functional prototype.

Job 2 of the prototype is to help others understand your idea. There’s a simple constraint in this phase – you cannot use words – you cannot speak – to describe your prototype. It must speak for itself. You can respond to questions, but that’s it. So with your rough and tumble prototype in hand, set up a meeting and simply plop the prototype in front of your critics (coworkers) and watch and listen. With your hand over your mouth, watch for how they interact with the prototype and listen to their questions. They won’t interact with it the way you expect, so learn from that. And, write down their questions and answer them if you can. Their questions help you see your idea from different perspectives, to see it more completely. And for the questions you cannot answer, they the next set of learning objectives. Go away, learn and modify your prototype accordingly (or build a different one altogether). Repeat the learning loop until the group has a common understanding of the idea and a list of questions that only a customer can answer.

Job 3 is to help customers understand your idea. At this stage it’s best if the prototype is at least partially functional, but it’s okay if it “represents” the idea in clear way. The requirement is prototype is complete enough for the customer can form an opinion. Job 3 is a lot like Job 2, except replace coworker with customer. Same constraint – no verbal explanation of the prototype, but you can certainly answer their direction questions (usually best answered with a clarifying question of your own such as “Why do you ask?”) Capture how they interact with the prototype and their questions (video is the best here). Take the data back to headquarters, and decide if you want to build 100 more prototypes to get a broader set of opinions; build 1000 more and do a small regional launch; or scrap it.

Building a prototype is the fastest, most effective way to communicate an idea. And it’s the best way to learn. The act of building forces you to make dozens of small decisions to questions you didn’t know you had to answer and the physical nature the prototype gives a three dimensional expression of the idea. There may be disagreement on the value of the idea the prototype stands for, but there will be no ambiguity about the idea.

If you’re not building prototypes early and often, you’re not doing innovation. It’s that simple.

Here’s how innovation goes:
(Words uttered. // Internal thoughts.)

That won’t work. Yes, this is a novel idea, but it won’t work. You’re a heretic. Don’t bring that up again. // Wow, that scares me, and I can’t go there.

Yes, the first experiment seemed to work, but the test protocol was wrong, and the results don’t mean much. And, by the way, you’re nuts. // Wow. I didn’t believe that thing would ever get off the ground.

Yes, you modified the test protocol as I suggested, but that was only one test and there are lots of far more stressful protocols that surely cannot be overcome. // Wow. They listened to me and changed the protocol as I suggested, and it actually worked!

Yes, the prototype seemed to do okay on the new battery of tests, but there’s no market for that thing. // I thought they were kidding when they said they’d run all the tests I suggested, but they really took my input seriously. And, I can’t believe it, but it worked. This thing may have legs.

Yes, the end users liked the prototypes, but the sample size was small and some of them don’t buy any of our exiting products. I think we should make these two changes and take it to more end users. // This could be exciting, and I want to be part of this.

Yes, they liked the prototypes better once my changes were incorporated, but the cost is too high. // Sweet! They liked my design! I hope we can reduce the cost.

I made some design changes that reduce the cost and my design is viable from a cost standpoint, but manufacturing has other priorities and can’t work on it. // I’m glad I was able to reduce the cost, and I sure hope we can free up manufacting resources to launch my product.

Wow, it was difficult to get manufacturing to knuckle down, but I did it, and my product will make a big difference for the company. // Thanks for securing resources for me, and I’m glad you did the early concept work when I was too afraid.

Yes, my product has been a huge commercial success, and it all strarted with this crazy idea I had. You remember, right? // Thank you for not giving up on me. I know it was your idea. I know I was a stick-in-the-mud. I was scared. And thanks for kindly and effectively teaching me how to change my thinking. Maybe we can do it again sometime.
________________

There’s nothing wrong with this process; in fact, everything is right about it because that’s what people do. We’ve taught them to avoid risk at all costs, and even still, they manage to walk gingerly toward new thinking.

I think it’s important to learn to see the small shifts in attitude as progress, to see the downgrade from an impossible problem to a really big problem as progress.

Instead of grabbing the throat of radical innovation and disrupting yourself, I suggest a waterfall approach of a stepwise ratchet toward problems of a lesser degree. This way you can claim small victories right from the start, and help make it safe to try new things. And from there, you can stack them one on top of another to build your great pyramid of disruption.

And don’t forget to praise the sorceres and heretics who bravely advance their business model-busting ideas without the safety net of approval.

We spend too much time on the mundane. Every day people come to work, turn on their PCs, and the mundane magically happens on its own accord. Email gets sent, phones get answered, mail gets delivered, and processes get followed. And after lunch, the hamster wheel spins back up and the mundane consumes the rest of our day. Yet there’s no need because that stuff runs on its own. It’s time to leave it alone and manage the mundane by exception. If there’s a hiccup, give it a drink of water, and otherwise leave it alone. It’s time to recognize the massive opportunity cost of the mundane – mundane comes at the expense of meaningful.

But when the mundane withers and there’s finally time for meaningful, there’s another chasm to cross – no one asks for meaningful work. Because meaningful work makes a difference and making a difference threatens the legacy of success, no one asks you for it. Because it’s considered impossible, there’s no request to do it. And because it’s considered a strength of your business, no one suggests you dismantle it. Crazy, but it’s time to stop the mundane so you can start doing work no one is asking you to do.

But it’s not any old work no one is asking for, it’s a special flavor, a flavor that meets a tight set of criteria.

Don’t do it unless it will make a difference. But not any old difference, a difference of epic proportions. If you explain the concept to the customer and they want to buy ten, you’re on the right track. If after you show the prototype the customer won’t give it back to you with a wrestling match, that’s the right work. If you present the concept to the core business unit and they immediately try to scuttle it, you’re on to something.

Don’t do it unless it resonates with you, personally. As subject matter expert, it must make your hair stand on end. As the inventor who must swim against the tide of “you can’t do that”, it must fill your deep need to help others. As the pariah who threatens the success of the company, it must be more than an idea – it must be part of you.

Leaders – it’s time to ask your people to work on things that are meaningful to them. Give them four hours a week and ask for an informal fifteen minute presentation every other week. They’ll make extreme progress and amaze you. Magically, because they’ll be so charged up, there will be time for all the work. Morale will skyrocket, the best folks will ask to work on your team, and you’ll have working prototypes for all the things you should have asked for.