Tag Archive: innovation

The Risk of Being Too Comfortable

Last weekend I found myself listening to Stuart MacLean‘s “Vinyl Cafe” on CBC Radio. I was driving north for a few hours, and prefer to listen to a talk show or podcast so my brain stays active and I stay awake – always a good thing when driving solo. If you have never heard a Vinyl Cafe podcast or listened to Mr. MacLean tell a story about the fictional Dave and his wife Morley, then you are missing out on a good piece of Canadiana and the opportunity to enjoy a full belly laugh.

The podcast I listened to was called “Summer,” and was the story of how Dave and Morley rented a cottage in the Laurentian Mountains (north of Montreal). Instead of paying for the rental, they agreed to do some work around the cottage, including removing a wall and tearing up the lawn. Sadly, they stayed in the wrong cottage and disaster ensued. It turns out this cottage owner liked things to remain the same in all ways, and his cottage hadn’t changed in over 50 years. Of course Mr. MacLean tells the story much better than I can – suffice it to say, the moral of the story is that change can result in good things, but you should try to avoid being surprised by it.

During the telling of the story, Mr. MacLean used the phrase “The Cathedral of Constancy” in reference to Jean-Francois’ cottage. He said that although nothing had changed in 50 years, we mustn’t assume that it is in disrepair. Oh no – it is well maintained, neat and clean. “It’s been kept up perfectly,” he says, “but not updated.”

That got me to thinking – isn’t this avoidance of change the way we often get into trouble?

Our computer gives us a notice that we have an update to do, and we don’t do it because it’s a pain. We keep clicking “remind me later” and suddenly a quick update becomes a huge deal when we finally get around to it. Or worse, it crashes.

We refuse to get a new phone until the old one breaks, bypassing several new models and operating systems, and then realize the differences are so enormous from our old phone that we have to learn a completely new way of communicating.

We keep things the same in our organization, relying on efficient processes that work just fine, thank you very much. We don’t modernize or innovate – because we don’t see the need – and then someday we realize that the business world has passed us by, and we have a whole lot of catching up to do. Never mind the principle of staying “ahead of the game,” we aren’t even keeping up with “the game!”

“But Ruth,” I can hear you thinking, “aren’t you always saying that consistency and repeatability are good things? That they ensure efficiency and effectiveness?”

Well, yes. Yes I do say those things, and I believe them. And I also believe that there is a danger in becoming complacent in that efficiency; that the desire to avoid change, stay comfortable, and rely on what we know may cause us to miss out on things that are even better.

It is just as important to maintain vigilance on efficient processes as it is to completely shake up the whole system and innovate. (Click here to tweet that statement.) The trick is to do both at the same time, and to ensure that changes to the processes are properly planned, communicated, and implemented.

Is your organization a “Cathedral of Constancy?” Or are you and your team on the lookout for opportunities to modernize and improve? How do you balance consistency with innovation?

Leave us your thoughts in the comments below – we’d love to hear them!

Until next time,

Ruth.

PS – you can find the podcast called “Summer” in iTunes. It first aired on May 6, 2016, and the story of Dave and Morley begins a few minutes into the recording.

The Same Only Different

imp vs

Have you ever heard people use terms interchangeably that are really quite different? Does it make you cringe inside?

It’s like nails on a chalkboard when I hear people say “performance management” or “mentoring” when they mean “coaching.” Or when they say they need someone to “facilitate” when they actually mean they need someone to “train.” And one of my favourites: “leading” vs. “managing.”

Another, and the topic of today’s blog, is Innovation vs. Improvement. This mix-up, while seemingly innocuous, can lead to real organizational design issues, confused roles & responsibilities, and broken down processes.

Potato Po-tah-to?

The thing is, these groups of terms aren’t the same at all (although they can be related,) and yet people seem to use them as if they are synonyms. I’m not sure why, although I suspect it has to do with business culture that loves to invent words (incent, for instance), create catch phrases and buzz words (like Dashboard or Viewability), and even completely misuse words (like Key Performance Indicator for every single metric in an organization. Ummm… “Key” means “most important,” not “all encompassing.”)

In our course The Process of Coaching, we spend some time discussing what it means to coach vs. mentor. I hear the two phrases used jointly all the time:

  • “You need some coaching and mentoring.”
  • “Do you have a coach or mentor?”
  • “Let’s set up a coaching/mentoring program.”

The same is true of Innovation and Improvement.

  • “We have a great Innovation and Improvement department.”
  • “What we need to do to at this company is improve and innovate.”
  • “I’m the Innovation/Improvement manager.”

My Dad had a great phrase, and I think it helps here:

“ All crows are blackbirds, but not all blackbirds are crows.”

So all (or almost all) Innovation is Improvement, but not all Improvement is Innovation. The following diagram shows what I mean more clearly:

imp

Why is this important?

Some of you may be thinking, “Oh come on. It’s just semantics.” Well, actually, no. It’s not.

Lets take a look at what makes these terms different:

  • Improvement, or process improvement, refers to looking at how something is done – the steps, roles, and materials used – and making it more effective and efficient (Side note: effective and efficient are two more terms that are often used interchangeably. Effective means doing something with high quality. Efficient means doing something in a way that makes the best use of required resources – either the company’s or the customer’s.) This could be something like boarding planes by zone instead of rows, bankers lines instead of individual lines, or even something simple like improved signage in busy places.
  • Innovation means doing or creating something that is new in order to grow, keep up with competition, or be groundbreaking industry leaders. It can be a new process (for instance, the ability to tap your credit card at many stores), a new product that changes the way we live (smart phones), or a new business model that changes the way we interact with organizations (online shopping). You can see that the new process of paying by tap is also an improvement to how you pay today, whereas online shopping was an entirely new model, never conceived of before. Does it improve things? Some would debate that! But it certainly changes things.

In “Coaching for Improved Work Performance,” Ferdinand Fournies said that the biggest reason for people not doing what they are supposed to do is that they don’t know what they are supposed to do.

Sounds so simple!

If we fail to distinguish between Innovation and Improvement, we fail to be clear in our message of expectations to our employees. Is an Innovation & Improvement team supposed to increase efficiency or lead groundbreaking change? A manager with skills and background that is heavier in one area than another could influence the direction of the team greatly.

In fact, the two goals are different enough that they could be at odds if not managed correctly. Imagine asking for project approval – which one gets higher priority in the budget? Or, think about what would happen if you hired a bunch of Process Improvement experts and asked them to be creative and innovative as well? I would argue these are very different (although not mutually exclusive) skillsets.

If you want both Innovation and Improvement, make sure that the team or teams are clear in what their goals and responsibilities are. And if both Innovation and Improvement are under the accountability of the same person, make sure he or she has a clear and balanced plan for each.

It’s not just semantics. It’s important.

Until next time,

Ruth.