The industries that most need the services of maverick wackos with the next big idea seem to be least set up to respond to their stunning revelations. For example, Tesla Motors. If you have even a passing interest in cars, you’ve most likely seen how they are trying to turn the auto industry upside down with a gorgeous roadster that aims to break many commonly held assumptions about electric vehicles. I wonder if this is the inevitable outcome of verticals that require extensive infrastructure expenditures and long product life cycles, or if the cause is more from companies needing to remain risk averse in order to placate stakeholders.
Small, nimble startups can make quick course corrections and are beholden to ‘no one’, while manufacturing companies are stuck steering the proverbial oil tanker against the tide. Then there are outliers like Google and Trader Joe’s which are huge organizations with large infrastructure investments that seem to be able to turn on a dime, which leads me to believe there is a large cultural element in play.
Each has there own unique set of methods, but the end result is the same, stay flexible and continually look for the next big/good thing. Their corporate visions the are well suited to these goals (Google’s “cool hunter” approach to acquisitions and 20% “idea play time” for engineers, Trader Joe’s unification of a diverse product line under one umbrella brand that can be expanded/contracted/steered to fit market trends and funky corner store aesthetic), but more importantly they voraciously seek ideas from their employees. And act on them.
This is killer if you work for a company that really treats employees as valuable resources for ideas, but how do you thrive in a system that doesn’t really know how to treat you? No, I’m asking seriously, how do -you- try to impart your unconventional methods into a conventional system?
Shouting at the top of your lungs? Begging for forgiveness? These seem like short term solutions to systemic problems. There must be a better way, and I’m looking for it.
One Comment
great questions.
re: the frigate-class weight of massive infrastructure investment — IMHO it’s less the SIZE of the investment and more the quality & utility (read: EFFECTIVENESS) thereof: contrast the utility of, say, perl, with the utility of, say, the PeopleMover. which would you rather build atop?
“but how do you thrive in a system that doesn’t really know how to treat you?” / “Shouting at the top of your lungs? Begging for forgiveness?”
no, of course not — you know that.
The simplest way is to use strategic empathy, i.e., understand the needs and language of the organization, understand your own skills and best manner of contribution, and finally provide the organization with a plan that shows how to reap the most valuable contribution from you. it’s all about alignment and leverage, no?