Progressing from the mechanics of the routine to the dynamics of innovation
In this article, we examine what we can do to realise our ambitions to become more innovative marketers.
We have probably all had that momentary epiphany, when we felt that we were coming up with what would, definitely turn out to be, one of our career defining ideas. One, which if given the appropriate focus, would help us to create something that we genuinely believed, would become legendary. In fact, who’s to say that we weren’t right? We know of many tales of famous people who did just that. Many of course even went onto fame and fortune, what makes us believe that this couldn’t happen to us to?
Well, we shouldn’t rule it out, but we must also be mindful that history also reminds us that it usually takes a lot of time and effort for us to become an overnight success. Some would argue that for us to become innovative, rather than just inventive, will require persistence and some concerted effort. Being able to empathise with a potentially lucrative audience, in a way that will create a critical mass of interest and plausible desire in our ‘something new’ is not a new phenomenon to the marketing community though is it? Coming up with ideas, is always going to be ‘challenging’, in fact it often takes lots of ideas, to get to the ones that are going to not only work, but going to work really, really well. For some us this will just feel like a part of the ‘day job’ won’t it? Also of course, we know that if our ‘new something’ is as really clever and really ground-breaking as we think it is, then there is a good chance that customers will believe that they can live without it anyway, just like they always have. That isn’t an obstacle though, it is just another challenge and one that we will rise to, just like we always do don’t we? Also there is the inherent risk that society will think that we are ever so slightly odd, for dreaming this one up in the first place! Some say odd, but we say unconventional, individual or even unique. Being original is part of our marketing DNA, it not what holds us back, it is what actually drives us forward. So it begs the question, is there anything actually stopping us being innovative in the first place? Is it just procrastination, or is it actually something more deep and meaningful?
Well, we know that we are serious about innovation, but we some reason perhaps we just haven’t got around to it yet, mainly because we don’t really know where to start. Then as Walt Disney famously once said, “The way to get started is to quit talking and begin doing.” A point developed further by Author, Dr Roopleen, who’s view is that “If you have a dream, don’t just sit there. Gather courage to believe that you can succeed and leave no stone unturned to make it a reality.” Actions as we know, will in the end, matter more than just our words or ideas. Bringing our dreams into reality, is what will ultimately matter within innovation. However, as we as marketers know, it will take the effective convergence, of a synergistic combination of our professional skills and character traits, to make these actions as successful as they should be. In many cases, it is that fear of failure that in some ways stifles the inner innovator in us and suppresses our creativity. However deep down, we know that we can get past this and that there are things that we can do within our actions, to make our efforts less likely to cause us embarrassment and indeed make the whole experience a whole lot more productive. So, let us remind ourselves of some insights that will not only inform us, but will also enthuse us in such a way that we actively engage in what could we turn out to be the most significant ideas we will ever have.
At the outset, it is important that we are realistic and accept that there will be some risks in any innovation that is going to have serious potential. In addition, we will need to be reconciled to the fact that there are always going to be some bumps in the road waiting for us, especially if our ambitions are high and our ‘new something’ is as ground-breaking as we think it is. However, if we can accept this as being more part of the opportunity than an outright threat, it will certainly help us in our quest. In fact, there is more than a modicum of reassurance out there if we know where to look. For example, as Theodore Roosevelt once pointed out, “It is hard to fail, but it is worse never to have tried to succeed.” In fact, there is something perennial about the importance of a combination of perseverance and resilience within innovation. For example Oliver Goldsmith highlighted this very succinctly, when he said that “Our greatest glory is not in never falling, but in rising every time we fall.” An important point, which is reinforced by Claire Sweet, who advises, "Don't be afraid to fail fast, it’s done, learn and don't dwell on it and keep trying new things. Not everything will always work out. But you won't know unless you try. Doing something because 'it's always been done that way' means you won't progress innovation and nothing will change. Take calculated risks and learn when things aren't a success the first time around. But the key point is to at least try."
Learning to manage ourselves and our innate reluctance is going to be key. Overcoming our fear of embarrassment in the likelihood of something not working out as it should have, needs to be put into perspective. This is not a reason to move away, indeed it is more likely to a reason to move ahead. (You progress as others stall). This should though make you more focused and analytical and in turn less likely to be embarrassed anyway. Ultimately, it is part of our job as marketers to be innovative. There is an embedded expectation that we can continuously come up with many ideas and have processes in place to work out the most plausible ones. Risk and discomfort do go with the territory and are not a legitimate reason to back off, in fact they are just part of the package. As Gerry Vincent points out: “The fact is any change is going to bring about discomfort and potential failure/s along the way; unfortunately, that’s almost inevitable. In the digital world, agility is key; test and learn but don’t bet the company. For example, pretotyping (using a stripped-down model to test a new product before investing in the final version) and piloting are helpful strategies.
Someone once said to me that the problem with many large businesses is that they lose sight of their inner entrepreneur, and I still think this is true today. The larger they get, the more risk adverse they can get – because let’s face it, shareholders have more to lose. Unfortunately, that can leave the company very exposed to disruption.
The culture of a business is vital in determining the entrepreneurial mind-set of employees. Likewise, the risk appetite/tolerance. These are determined by the board. Directors need to set the risk appetite so everyone knows how much risk is acceptable in pursuit of its mission. And then they need to clarify the risk tolerance parameters along the way. Remember Thomas A. Edison who wrote: I have not failed. I've just found 10,000 ways that won't work.”
Kath Dawson further develops this, by highlighting how she agrees with this and that “as marketing professionals, we are by definition innovative in our approaches to meeting our goals. Being resourceful, imaginative, creative and innovative are daily practices - finding solutions to problems that are more efficient and effective is a result of a natural affinity for curiosity and learning. I think most marketing professionals have an affinity for innovation already, because our sector changes so quickly particularly in digital marketing.
This is all well and good in theory, but how do you actually turn this into practice? I feel that going back to basics at this time in a crisis, is a smart move, as things have changed and we need to fully understand what these changes are and how it affects our business. Start with a strategic review. Complete a SWOT analysis in your business and identify those opportunities - be aware of the strengths and weaknesses, so you can take appropriate action. Go back to the basics of understanding who your customers are and what they want - how can you better meet their needs moving forward?
I think it’s important to revisit this groundwork so you can have confidence in your decisions. The alternative is more risky. Whatever you decide to do ensure you test and measure before throwing everything behind it – that’s what marketers do already too but we should be even more aware of not cutting corners and relying too much on our gut.
Adam Jones, builds upon these messages, by extending into the extraordinary value of collaboration, where he highlights how, “Formulating new ideas isn’t always easy. Particularly if you’re under pressure and feel like it’s solely up to you to come up with innovative new solutions. Remember to seek help from others - whether that’s marketing colleagues, other areas of the business, others in your industry, and of course, your customers. Good ideas can come from anywhere so stay open minded and listen as much as possible”. Collaboration is definitely another key marketing competency of course and Adam is right to remind of this. Others such as the author Napoleon Hill also quite rightly pointed out that “Whatever the mind can conceive and believe, it can achieve.” But of course this is even better when it becomes plural! When we combine our efforts and work together, with the appropriate people, our chances of success seem to be inevitably increased, for example, as American businessman and writer Max De Pree once said “we can accomplish more together than we can alone”. Which isn’t just a nod to the old ‘many hands’ proverb it is also a signpost to something that Ronald Reagan famously once highlighted, when he said that “by working together, pooling our resources and building on our strengths, we can accomplish great things”.
However, we are probably going to need more than just inspiration alone, to manifest the true spirit of collaboration though. Maybe this in itself will present a challenge. For example, we will be inevitably required to interface with others that we may only know of initially. Building positive personal and professional relationships, under some form of duress, will also be a test, but it will also be a worthwhile development route too! Reaching out to others, to talk and meet with the aim of sharing information and expertise in a collaborative way, is a positive. Bringing knowledge into our organisations to enhance and expand our core competencies is never a bad thing, in fact it can definitely reward those who try it and take it seriously. As Brian Doidge reminds us “If more than one mind works on goal setting and decision making, there will inevitably be a better analysis of the possibilities and if we willingly work together with others, to create and deliver the various activities required to realise our collaborative agenda, we can only move to a stronger place as innovators”. There is inevitably more than one way that this spirit of collaboration manifests in practice and it is one of a number of parts with a greater whole. However its value should not be underrated.
Our innovative efforts though when brought together, must in the end result in something that can be replicable at an economical cost, and must satisfy a specific definable need. It also needs to be effectively managed with the mechanics and the dynamics of this, needing to be carefully considered. We need to see measures being put in place, to not only harness the enormous creativity, but also to be able to effectively sift the plausible from the inventive. In the end, we are going to need to get buy in and we are going to need resources to proceed and to ultimately manifest our big ideas.
In Sarah Patten’s view this is not always a road block though, in fact in her view: “Gaining ‘buy in’ can be a struggle, a lack of trust or budget could hold you back. However simply by putting your thoughts and ideas into a document which can explain your idea, will help others see more clearly, what you are trying to achieve and why. Making it clear what will be gained from implementing your idea, whether it’s financial or an improved customer experience for example. Starting with smaller projects are often a useful way of gaining trust and getting yourself noticed. Ensure your ideas are aligned with the business objectives is another useful prerequisite.
Make a list of what needs to happen to get your idea approved, then think of scenarios and possible questions and prepare some answers. If you need an extra burst of inspiration, get out of the office and do something else. Surround yourself with others’ to boost your collective creativity and inspiration, you will feel refreshed and ready to give your idea that extra boost it needs to succeed”.
As marketers we need to not only come up with the plausible, we also know that we need to be able to produce the palatable too. Being able to define and communicate the kind of innovation that drives growth and helps meet our strategic objectives is one key aspect. The setting performance metrics and targets for innovation is something of another. Our role in planning, organising, and monitoring, our innovative activities and processes, is going to very important and as Brian Doidge says, “if we can demonstrate energy, initiative and leadership, make explicit links to our strategy and undertake robust analysis, we will already have moved very positively along our innovation boulevard. Having the get up and go, the willingness to have a go and knowing where you are trying to go, will definitely help to propel you forward. Knowing how well its going and hanging on in their when the going gets tough, will be invaluable in helping to get you there!”
We will however leave our final words to Leonardo da Vinci:
“It had long since come to my attention that people of accomplishment rarely sat back and let things happen to them. They went out and happened to things.”