Monday, November 21, 2011
How does your organization respond to new opportunities?
Most companies launch new things, try out new initiatives, brainstorm new approaches. The internal response (or reaction) to these ventures is a cultural choice, one that often turns into a self-fulfilling prophecy.
If your organization is both pessimistic and operationally focused, then every new idea is a threat. It represents more work, something that could go wrong, a chance for disaster. People work to protect against the downside, to insulate against the market, to be sure that they won't get blamed for anything that challenges the system. In organizations like this, a new idea has to be proven to be better than the current status quo in all situations before it gets launched.
On the other hand, an organization filled with people who are rewarded for shaking things up and generating game-changing products and services just might discover that outcomes they are dreaming of are in fact what happen. The enthusiasm that comes from believing that this one might just resonate with the market is precisely the ingredient that's required to make something resonate.
One more thing: outsiders are way more likely to approach your organization with fabulous projects if they think they're likely to both get a good reception and succeed when they get to market.