Ay-Aye, it’s innovation

Innovation is one of those loaded words, capable of suggesting a magical competency (see cliched interview question “Can you give me an example of when you have been innovative?”) or a small sharp stick to poke people with (see cliched appraisal interview feedback “I would like you to be more innovative.”)

However, if we unload the word there is always value in understanding what we can do differently and hopefully better. In the end that’s just called learning.

In this note I have jotted down some ideas for innovation. The notes are no more than random thoughts, but intended to reframe what innovation can mean for us. Before I share the thoughts, I want to set some context about not creating a vocabulary that shrouds good things behind a curtain of befuddlement.

Hiring help is essential, but we must not make the “Big Four” sound like mythical, giant people from the planet Sigma Centauri No6. They are invariably just a really nice bunch of hardworking young men and women with good degrees and immaculate eyebrows, with a slightly incomplete grasp of their inconvenience.

Change is often essential, however “Transformation” sounds like a gender fluid dance troupe. In the context of change it is also likely to mean a significant overspend on a project that was the personal ambition of the CEO anxious to implement his favourite TED talk.

Finding new and better things to do is important, but not everything is “Game-changing”. Most new structures, products or services are not game-changing; they tend to involve the same group of well-meaning folks who were involved before and after. Bill and Marge do not want to change the game, they want a cup of tea.

“A product launch” is the sort of event when nothing is launched, but where people quietly wonder why the music has to be so loud and how come there is money available for a laser light show, but back in the Staines office two of the three loos have not been mended for weeks.

So, using real words and real ideas, let’s talk about innovation:

• To retain our best people, we should offer them flexibility and autonomy, not bonuses.

• We should look to incentivise kindness, care and long-term sustainable goals that are for the benefit of the community.

• We absolutely must manage our meetings better. Listen more, talk less. Be accountable.

• We must value the difference we can make with our collective experience as much as we value the difference we can make with enthusiasm.

• We must not talk about “investing in our people” if training budgets are tuppence a go. A development plan should be a meaningful statement of the value we place in helping people grow.

• We must make time to think, play and invent. We must try to meet in person more and resist opportunities to sit on meaningless conference calls where most people are on mute drawing doodles of a middle finger.

• We should not have targets that focus on individual contribution unless they also address expected behaviours. Culture is the aggregate of tolerated behaviours. The more we emphasise behaviours, the more we influence culture.

• We should go home when we are tired and work from home if it helps us to get our work done. Working flexibly is not a benefit, but an obvious necessity when employers value connectivity above location.

• When you really need some tech, buy some tech, however we must make sure that the need is compelling and that we do not already have a passable solution to hand.

• It is entirely possible that in our teams the newest eyes will see the most and those closest to a situation will understand it the best. Experience isn’t just about longevity.

Take care.

Paul