“We cannot solve our problems with the same thinking we used when we created them.”
Albert Einstein
In 2007 a technological shift occurred that would forever change the way we communicate, consume content and do commerce. It was a 4.5’’ x 2.5’’ piece of metal and glass known as the iPhone.
While the iPhone is now known as a crucial innovation in cell phone technology, ushering in the wave of Smartphones, when first released it was not universally loved.
“Apple should pull the plug on the iPhone”
“The virtual keyboard will be about as useful for writing emails as a rotary phone”
“There is no chance the iPhone will get significant market share”
These were some of the original reviews of the iPhone when it first came out.
What if Apple had listened to a few of the negative reviews?
What if they had pulled the plug on the iPhone?
They would have passed on a $1.4 trillion dollar opportunity. That is how much Apple has made off iPhone sales since 2008. (https://www.businessofapps.com/data/apple-statistics/)
How often do organizations pull the plug on potentially industry changing, disruptive ideas because of few bad reviews?
How often do companies get in the way of their own innovation and end up being late adopters instead of industry leaders?
Lack Courage
No one likes change.
Consumers, employees, leaders.
We are all wired to enjoy the comfort of the familiar. I would challenge anyone to find a time that a change was adopted without anyone complaining.
That being said, how often do we see leaders change course once the complaints start rolling in?
It is easy to tout yourself as an innovator when everything is universally loved or you are riding on the coattails of a proven concept or technology.
Going first is hard.
“Innovation is the ability to see change as an opportunity not a threat”
Steve Jobs
As a leader you are in unproven territory, you are exposed, no one has done this before.
Like a turtle in a shell it is easy to retract your head to safety once the negative feedback starts to come.
No one remembers second. Think Blackberry and Blockbuster.
Just remember that your team is watching.
If you demonstrate a low threshold for risk, they will too.
Poof!!! Innovation is gone.
Believe the Everyone/No One Fallacy
I always had a rule of thumb, If an employee came to me and said “Everyone is upset with this” or “No one likes this” I typically discounted this.
No one can speak for everyone.
As one of my leadership mentors used to say, “the truth is in the middle.”
Unfortunately, leaders grow uneasy as they start to hear the churn of disgruntlement either with employees or consumers. By nature we don’t want anyone to be unhappy with our products or service.
The true test of a leader is how they respond to criticism towards an initiative they believe in.
Don’t Consider the Source
The iPhone criticism largely came from the media who had no idea what goes into designing a cell phone or had no clue the vision Steve Jobs had for the product.
Often leaders are quick to pull the plug on an idea based on a few criticisms typically from folks far removed from actually doing the work.
I believe it was the band REO Speedwagon who sang, “I heard it from a friend, who heard it from a friend….”
It’s like the game telephone we all played as children. By the time the actual complaint makes it to the C-suite it does not represent the actual concern.
Reflexive decisions made by people who have never done the actual work or even worse don’t ask those doing the work.
Steve Jobs and the original founders of Apple had spent countless hours in a garage building the original Apple computer. He knew the work that went into technology and the ultimate potential because of the intimate knowledge.
Does this mean that someone who has never done the work can’t innovate? Not at all it just is important they surround themselves with experts who are currently doing the work. This keeps them relevant.
Death by Committee
If COVID taught us anything, it is that we have way too many layers in organizations to effectively enact change.
With COVID new workflows were enacted overnight. Innovative uses for existing space were standard. Telehealth options skyrocketed. Remote work is now accepted and expected when people are looking for jobs
Before COVID changes like these would have taken months to move through the appropriate channels, committees, approvals. I’m not advocating abandoning all procedures for implementing change. I’m just saying that organizations have a tract record of “death by committee” and need to evaluate the process and streamline approvals to ensure there is no redundant work and change can happen quicker.
Ground Level Innovation
While innovation can occur at the C-Suite, it is often the folks with boots on the ground doing the day to day work that have the best perspective. David Kelly, an early tech innovator, once said, “Often the receptionist in the company has the best ideas.”
Innovation shouldn’t have a hierarchy.
Organizations should encourage innovation from the ground up.
Leaders should expect criticism with change, but hold the course. You could be sitting on the next $1.4 trillion dollar idea.