A Quote by Gary Hamel
To create an organization that's adaptable and innovative, people need the freedom to challenge precedent, to 'waste' time, to go outside of channels, to experiment, to take risks and to follow their passions.
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Just tasking a team to be creative won't get you to be innovative. It's having a corporate climate that gives people the space to experiment and take risks. Only then can you truly sustain it.
You can't build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.
There is a natural rhythm to the active and receptive energies within us. At times our energy is strong and outgoing - it is time to pursue our goals, take risks, get things accomplished. At other times, our energy is quiet and sensitive, and we need to take time to nurture ourselves, relax, and just 'be' for a while. As we trust and follow this rhythm, we attract everything we need and create everything we truly desire.
Talented people have a responsibility to get the training they need to be successful risk takers and go out there to take risks. What I see is surplus of talented people and a shortage of people willing to take the risks.
If we didn't have greed, market economies wouldn't be as innovative as they are. But in my view, greed has to be contained by the fear of losses, so there has to be a system where, if you take too much risk, you go into bankruptcy. You don't systematically bail out people who take excessive risks.
And let me say this as a politician I can promise you this, political leaders will never take risks if the people do not push them to take some risks. You must create the change that you want to see.
People must get active; go outside; get moving. This is a crucial time. You know, massive wealth and capital haven't budged one bit, so far. We have to give it a huge push if we want to see something different in our society. We need to create mechanisms and forms of organization which reflect the needs and wants of society as a whole, not just a privileged-oligarchic class of individuals.
I think people in general don't take enough risks. Some people feel that before they can take on that next challenge they need to be 100 percent ready. It's just not true. Even people in their jobs aren't perfect at their jobs. So my biggest advice to people is to step out there. Take the risk and deal with it. What is the worst that could happen? It's about thriving on risk instead of shrinking from risk.
It is easy to follow, but it is uninteresting to do easy things. We find out about ourselves only when we take risks, when we challenge and question.
I like when things are completely absurd. I like when people take risks. I want to be able to challenge myself and challenge the viewer and challenge the back of our mind - the subconscious mind.
The only people who get paid what they're worth are people who don't follow the instruction book, who create art, who are innovative, who work without a map.
The thing I preach constantly is do your research; build your knowledge base. Don't just go into business on a whim or a prayer - and don't think 'I'm an entrepreneur so I have to take risks'. Entrepreneurs don't take risks. They take calculated risks; only the good ones.
Competition has never been more threatening than it is now. Innovative thinkers challenge the status quo in their organizations. They are often viewed as "troublemakers." They threaten the defenders of the status quo. So competition within an organization can also be brutal. The most effective leaders overcome "the ideology of comfort and the tyranny of custom" by being change agents themselves. They encourage and reward innovative thinking. I have observed that people only resist changes imposed on them by other people.
There's a time that may come in an organization where leading by influence is not enough. When things are not going the way they need to go, there's a time when one has to step up... to set the organization back on the right direction.
In terms of getting people to experiment more and take more risk, there are at least three things that immediately come to my mind. Number one, of course, is role-modeling it yourself. Number two is when people take intelligent, smart risks and yet it doesn't work out, not shooting them. And number three, being honest with yourself. If the culture you have is radically different from an experiment and take-risk culture, then you have a big change you going to have to make—and no little gimmicks are going to do it for you.
In the managerial organization, the top people sit in judgment; in the innovative organization it is their job to encourage ideas, no matter how unripe or crude.
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