Let us consider an Organisation X , a circus with 3 rings.
Ring 1 :
This first ring has a "Fire Loop" activity on. The Tigers in this ring are jumping through one fire loop after another , with a single aim in mind "I have to cross this loop and land on the table" . Once the tiger crosses this loop and lands on the small table, its next target is to jump through another loop of fire to the next destination another table.
The tigers in this activity are jumping so fast , racing one after the other that they only have the time to focus on the exact spot where their two front feet are going to land. And then they immediately get ready for their next leap.
Ring 2:
This ring is the Clown Ring . Here the clowns fall over one another in an random unorganized haphazard comedy of errors. Their act is laced with mistakes and miscommunication. They hit each other, cry , laugh and fall creating an utter chaos in the ring
Ring 3 :
In the last ring we see two trapeze artists who appear to just fly gracefully through the air in a spellbinding performance, carrying out breathtaking stunts mid air. This amazing performance looks deceptively simple and captures everyone’s attention in the audience for the moment.
Now this entire scenario would look just perfect in any circus , but if this is how "Innovation program" is carried out at the various departments at Organization X, then for X, it spells doom
In the three separate rings , 3 distinct sets of activities are going on. All these activities have 3 different outcomes .Let us analyse these rings in terms of corporate behavior.
Ring 1 :
In this ring we see that individuals are driven by the need to finish the current target and move as quickly as possible to the next one(through the loop on the table). They are largely driven by external constraints (the fireloop & the ringmaster) and that keeps them focused only on the short-term . No long term goal is in sight and all the efforts are concentrated on completing the task assigned at the moment.
Ring 2 :
This ring is more about a hit-and-miss, trial-and-error atmosphere which is void of any formal channelized communication or feedback system. There is a lot of misplaced competitiveness and there is absolutely no positive constructive team effort.
Ring 3 :
It is only in this ring that we get to see a committed and well aligned team which gives a graceful outcome and perform effectively. However this performance last only for a few minutes, The processes and teamwork are perfectly in place, however the performance is not sustained for a long time. It lasts only for a while.
Now in company X if each of these rings represents a different part such as marketing, operations and R&D and the company is running a Innovation program throughout , then this is a perfect recipe for disaster . Company X is at a huge risk because :
- They have focused on excellence in innovation in only one area of the company (Ring 3 , R&D)
- They have failed to create an organization-wide definition for innovation
- They have not linked innovation to their overall strategic business goal
The organization therefore will not be able to inculcate a innovation culture which is stable , sustainable , replicable and in congruence throughout the company.
I believe this metaphor of company as a circus goes a long way in explaining how large organizations should look at implementing the entire process of transforming an organization to become innovation centric by focusing on the behavioral aspect of its departments.
