6. Championing – the next steps

Now it’s my turn to be the naive one – I reckon I’m pulling this Innovation Champion Team thing together and we’re making fantastic headway.  Everyone knows what to do, how to do it, and of course, are doing it…  Nothing could be further from the truth – and I was the last to know.

My guardian angel – Angela the HR lady – sat me down and told me I’d better slow down.  “Take some steps back” was actually what she said.  Just because I spend all my waking hours (& some sleeping ones too) thinking about Innovations and the how-tos, where-fores and why-fores, does not mean anyone else is, and the corridor talk is that everyone is feeling swamped.  Left far behind.

I put this revalation in my pipe, but I just can’t understand it.  I’ve digested millions of articles, distilled them, published and presented my precis, bla bla – so what’s wrong with everyone else?  Nevertheless I see the sense in her argument, and decide that like-it-or-not, it is time to take that step backwards.

But not before I’d sent out my next installment of Champion Encouragement Prose….

Championing – Step 6

Stick to the basics – re-read Steps 1-thru- 5 in the document I sent to you all called “The first steps of a Champion”.

• Introduce yourself.  Make yourself available.
• Describe & explain what Innovation really is, and why Centurion needs it, and some of the methods which result in it.
• Use your ice-breaker effectively.
• Just do it – let’s get the book opened.
• As Champions, consider and confront our own weaknesses.

Championing – Step 7

We’re at an awkward place in our journey.  We have a bunch of older, yet valid, ideas and quite a few new ones coming through.  We do not yet have a smooth work flow to handle them.  We are afraid of letting our groups down by delivering nothing.

So it is imperative we demonstrate some success.  Quick wins.  Closure.  Support.  Intent.  Commitment.  An example raised in the meeting was paper saving.  I was – shall we say – less than complementary about the value of paper saving – I asked how something that shows “so little real value” can be used to demonstrate a ‘win’ to the team whose idea it was?  The response was that it is not such an insignificant value, which I am delighted to have been wrong about!  But my point remains – if we are to gain the confidence of our teams, we must show them their ideas are adding value.  So – do the homework, give the ‘paper saving’ a Rand value, and congratulate the Ideators.  Share the success.

There is nothing less motivating than the feeling of ‘…so what is the point?…’.

So to this end, please look at your list and actually enact some Ideas.  If you are unable, do not wait for next Monday to say so – shout now, and let me see if I can help you.

•  “If you’re not failing every now and again, it’s a sign you’re not doing anything very innovative.” – Woody Allen
• “The greatest barrier to success is the fear of failure.” – Sven Eriksen
• “There are no failures – just experiences and your reactions to them.” – Tom Krause
• “Failure is only the opportunity to begin again, only this time more wisely.” –Henry Ford
• “Success is the ability to go from failure to failure without losing your enthusiasm.” –Sir Winston Churchill

5. Championing – the first steps.

A Champion Champions.  In the same way a fly flies.  The nown verbs – if you follow?  It is an active role – a state of action.  Not a title.

It is daunting.  So, it seemed prudent to draft some specific steps which are practical, doable and simple.

Thus….

Championing – Step 1

Introduce yourself.  Make yourself available.

• Establish contact with your chosen group and let them know who you are, and how they can contact you.
• If the group is not known well to you, get a list of names, jobs (& even photos) to help you.  It is important to establish rapport early on.  (DTP can assist you if you like)
• Establish contact with the managers (if it is not yourself) of the areas you will need to influence.
• Paint the big picture of what we want to accomplish and why.
• Make sure they believe we cannot do it without their participation & why.

Championing – Step 2

Describe & explain what Innovation really is, and why Centurion needs it, and some of the methods which result in it.  My previous documents should provide you with some material to get going.

Wrap your own mind around the power of challenging questions – why…?; what if…?; why don’t we…?; how do they…?; how can we…?  The instant any of these questions are asked we trigger fertile breeding ground for Innovation.  Never make the mistake of assuming anything is as good as it can be.  Adopt this principle.  Pass it on.  Always.  It is powerful and really easy to do.

(Thanks for the challenger questions, Dew!)

Championing – Step 3

We have the perfect ice-breaker to get in touch with your respective groups.  There is a large database left over from the previous Innovation drive – I’ve attached the spreadsheet.  Please go through it with the staff in your areas.  Sort/filter the entries by Column-E “Suggested by” to easily locate the ideas pertaining to your areas and then please mark the items no longer valid or required with an ‘X’ in column-A, and send it back to me.

Once that exercise is done the next step will be to assist your groups in recognizing and uncovering their problems.  Help them resolve these problems if you can.  If you require more support then involve a fellow Champion, and if that gets stuck, escalate the problem via me – we’ll involve our fellow Champions &/or Specialists – and lastly via them, their own areas of influence.  Someone, somewhere might have the answer.  Together we will find a way to provide resolution.  NB – ‘resolutions’, not ‘solutions’.  Not all problems can be solved, or maybe they don’t result in value, or their time is simply just not ripe. 

• “Nothing is as powerful as an idea whose time has come.” – Victor Hugo

Every problem and the ideas it generates must be recorded fully, because even if it cannot be solved, it may later trigger another, or even become valuable in time.  I will create & maintain the database as we go along.  But all problems can be resolved, so remember – the Ideator must be kept apprised of the outcome at all costs.  Else that will be the last input he/she will offer – something we cannot afford.

An important concept: “…involve our Champions &/or Specialists – and if need be, their areas of influence”.  This is a powerful link in the process.  For example: If a problem results in a proven idea that requires, say ‘engineering’, to make it happen, then the Champion in ‘engineering’ area (Quinton) will submit the request to R&D or Production Support and solicit resources.

What is a ‘proven’ idea?  An idea where the homework has already been done, so that we can demonstrate with some certainty that it will result in value.  Very particularly, it must at least pay for itself.  Then committing resources becomes a no-brainer!  It’s what I call the ‘business case’.  It means R&D (& the BoD) will have no reasonable option, but to slot the idea, as a project, into their planning.  The person – Ideator – who had the idea (uncovered the problem) will become the project leader.  He has a vested interest in its outcome.  Remember – it only becomes a true Innovation when it results in value.

Championing – Step 4

Just do it – let’s get the book opened. What about a goal of 1 problem / idea logged for every 4 people in your area of influence every week going forward?  (e.g. if there are 13 people in the group, that is at least 3 entries.)

Let’s see where that takes us and regroup weekly to compare notes.  I’ll call a meeting to see what we have learnt, or battled with, or indeed enjoyed success with.  Note, that I will ask for a report from each Champion in the meeting, to ensure you are playing your part.  I want to hear even when you fail, so we can innovate and overcome the pitfalls.  But I do not want to hear if you have not tried!

Ask if you need any help with “how-to’s”; share with the group.  Do not be shy.  We’re in this together.  Remember – every time someone is battling, it is an opportunity for us to engage a technique and learn.  (see my Footnote.)

Championing – Step 5

As Champions, consider and confront our own weaknesses, which should become apparent as we experiment.  Then, where appropriate, we’ll organize some appropriate formal training to overcome these skill difficulties.

Championing – Recap

1. Establish contact with your group, and the respective managers.
2. Describe Innovation, sell the concept, coach, educate.
3. Actively start looking for opportunity – ask the leading ‘why’ questions.  Spend time with your groups so that you can lead by example and ask some ‘why’ questions yourself.
   1. Record problems and ideas – send on to me.
   2. Use your own savvy, our team, myself and our extended network to provide resolution.
   3. Tackle some older ideas which still exist (from previous Innovation drive).
   4. Record outcomes & Innovations – send on to me.
   5. Work on the areas of skill deficit and weakness via formal training.

 

• “We try to be as much involved in our product as possible, because then it’s us”. – Alice Cooper

Championing – Footnote

Lastly I want to ask you to never let go of the belief that if one has a known problem, a solution can be worked towards.  So problems are in fact, desirable.  They are opportunities.  There is nothing more dead-endish than trying to fix wot ain’t broke! And there is nothing less realistic than thinking everything is perfect.  So, search for the cracks.

This includes our own lack of skill in Leading Innovation.  Only by trying and struggling will it become clear what we need to learn and conquer.

• “If you’re not failing every now and again, it’s a sign you’re not doing anything very innovative.” – Woody Allen
• “The greatest barrier to success is the fear of failure.” – Sven Eriksen
• “There are no failures – just experiences and your reactions to them.” – Tom Krause
• “Failure is only the opportunity to begin again, only this time more wisely.” –Henry Ford
• “Success is the ability to go from failure to failure without losing your enthusiasm.” –Sir Winston Churchill

 

 

4. Thoughts on becoming a Champion

I’m no salesman – but it is painfully clear to me that I must sell this new role.  My ‘clients’ are enthusiastic, if somewhat naive.  It occurs to me that several equate ‘Innovation Champion’ with “Blue eyed glory boy (person)”.  Nothing could be further from the truth.

If you never addressed a group, you will now have to.  If you never put in voluntary hours – after hours even – now you might have to.  If you never conducted group events, like brainstorming, now you will have to.  If you think you are God’s gift to the Innovation World, you may have to step down from that role, or at least lay it aside – now you are a mere ‘facilitator’ instead.  If you avoid administrative work and record keeping, now you will have to.  If you were never responsible for what other people do, now you have become.  And you will do it without direct line authority.  Worse, you may have to do it with people higher up the food chain…  And even worse – as if it could be – you will not be paid for any of it.  (Having realised, by this point, what my Champions are up against I fully expect a high drop-out rate)

Nevertheless…..

Champions – The Definition

What is a “Champion” in our context?

• Primarily:- An ardent defender or supporter of a cause.
• But also:-
  • Northern English dialect – first rate; excellent.
  • One who fights; a warrior.
  • One that clearly has the attributes of a winner.

Champions – Some thought provoking quotes

• There’s always the motivation of wanting to win. Everybody has that. But a champion needs, in his attitude, a motivation above and beyond winning.
  Pat Riley
• A champion is afraid of losing. Everyone else is afraid of winning.
  Billie Jean King
• You know what a champion is? A champion is someone who’s ready when the gong rings – not just before, not just after – but when it rings.
  Jack Dempsey
• A true champion can adapt to anything.
  Floyd Mayweather, Jr.
• You become a champion by fighting one more round. When things are tough, you fight one more round.
  James J. Corbett

Championing – Not for sissies

 

Being an Innovation Champion is a state of action – it is not a passive role.  Neither does it mean we, ourselves, have to have all the ideas – although that is not precluded.  We will be the folk who ensure Centurion Ideators can sort their diamonds from coal and we will coach those who uncover coal how to search instead for diamonds.  Those who don’t know how to dig must be shown how and why.  When we find diamonds we will make sure they are cut and polished.

We must master some fundamental business techniques ourselves: for the process of sorting coal from diamonds is to ensure a proper business case is constructed.  The Ideators need to be assisted in the demonstration of the value of their ideas to the sponsor if they are soliciting resources.  Else the ideas will never fly.  Moreover, we must find a way to measure the success of each innovation once implemented – both against the original proposal, as well as in raw monetary (or another metric – time, efficiency, etc) value.  It is important we can quantify the added value with some degree of reality.

I propose that the Ideator undertakes to be the Team Leader for his Innovation.  It is our job to solicit the support he needs from whosoever can best provide it, and to ensure they commit.  In other words: to provide him with a team.  It is not our job to do the work ourselves.  The Ideator needs to want to see his idea come to life himself – enough to get involved.

This leads me to the next stumbling block – that of motivation.  What will actually encourage Ideators to step up to the mark?  We learnt from the lady who heads up FNB’s Innovations Drive that they believe strongly in rewards (substantial ones at that – six figures – out of our league!).  These are awarded to the winning team, not the Ideator.  The team (lead by the Ideator) apportions the prize among themselves at the outset – not the end – of a project.  But FNB are sensible about awarding prizes.  The Innovations are to be ‘proven’ self-funding to even qualify for consideration.  One full financial year’s results BEFORE any talk of a prize.  That is for the big Innovations (>30 days).  For the smaller Innovations (<30 days) a number of small, sometimes fun, prizes, possibly throughout the year but the rule of ‘demonstrating value’ still holds true.  Hence the need for a business plan and workable methods of measurement all round.

The other way of ‘rewarding’ is one which I personally advocate and it is to ensure Ideators get support for their idea so it can to take flight.  This is not always easy.  It may even mean the rescheduling of an ongoing project to release resources; or soliciting outside resources; or any combination of these and other principles.  If provided appropriately, I believe it may be quite good enough to motivate Ideators.  But it will be our responsibility to secure this support.  At FNB (who incidentally provide both ‘resource’, as well as ‘prizes’!), any idea entering this space becomes a formal “project” in the department capable of fulfilling it, and it gets a priority, budget, and is measured against deadlines – while being lead by the Ideator.  No magical, secret, after-hours, won’t-you-just-quickly accomplishment.  That is the proof of commitment from the organization.

In my mind there will be no faster way of scuttling this initiative than by not committing resources.  So I believe our strongest emphasis should be in this regard.  And it is why we must quickly perfect a method, or methods, of creating compelling business cases for our Ideators.

We also need to invent, with time, an easy-to-use method of cataloging Ideas and Innovations.  Later on, even a method of sharing ideas around…  There are three reasons (at least) for considering this technology.  Firstly, to trigger improvements to the idea &/or to encourage entirely new ideas.  Secondly, in order to vote or create a game around the ideas – as a method of soliciting belief in the idea.  Lastly, as a “working log”, recording the idea, Ideator, business sense, team, time span and so on – whatever data proves most useful.  For the time being I am happy to manually at least catalogue ideas & Innovations.  To this end I wonder if we could not all busy ourselves, right away, by trying to find all un-started and open ideas already floating around in our own jurisdictions, and sending them to me to catalogue?

You will note that this discussion appears to be in reverse – starting with the end game, and arriving here – at the beginning.  In order for us to do our jobs we will need to master a few skills, ourselves.  We will have to be able to host a couple of brain-storming techniques.  We will have to be able to confidently, and on the fly, perform some of the (awful) MBU skills, like 5Y’s.  We must, as mentioned, be able to generate a sound business case.  And several other tools, tricks and traps.

One thing I believe strongly is that the fundamental foundation of Innovation is not so much Innovating itself, but the all-important skill and behavior of Problem Recognition and Definition.  I believe strongly that if we succeed in cultivating an ethos of ever-questioning, if our people start to wonder why something – anything – is as it is, we will be inundated with Innovative Opportunity.  Which is, of course, what we want…

Over the years I have built up a considerable library of documents and articles illustrating, and exampling, the above-mentioned and many other business tricks useful for:- evaluating choices; discovering root causes; proactive positivity; time management; personality impact on jobs; reactive decision making; making time for dreaming; cause & effect diagrams; asking questions effectively; brainstorming multiple ideas with multiple stakeholders; motivation skills; communication skills; urgency vs importance and so on.  Whilst by no means an expert myself, I look forward to exploring and sharing them with you as and when the need arises.  Together we can put them to good use.

You might ask – why must we do these things?  We must do them, because more than just using these skills ourselves, we will even more so be coaching our colleagues how to do them!  It must become second nature to everyone.  Apart from complex business cases, there is no rocket science – in fact mostly it is common sense.

• “Common sense is not so common.” ― Voltaire
• “Common sense is genius dressed in its working clothes.” – Ralph Waldo Emerson
• “A person of any mental quality has ideas of his own. This is common sense.” – Franz Liszt
• “Common sense is seeing things as they are; and doing things as they ought to be.” ― Harriet Beecher Stowe
• “Common sense is in spite of, not the result of, education.” ― Victor Hugo
• “Common sense in an uncommon degree is what the world calls wisdom.” ― Samuel Taylor Coleridge
• “Common sense will nearly always stand you in better stead than a slavish adherence to the conventions.” ― M.M. Kaye
• “Maybe the problem was that we never struggled. We just coasted along. The thing about coasting is that it usually means you’re going downhill.” ― Molly Harper

As a ‘committee’ (retch J) we will have our own issues to resolve.  It is important to me that we achieve a status which is NOT onerous, fun even, fleet-of-foot yet sure-of-step, flexible, intelligent (as opposed to educated).  Each time we face a difficulty within – we will immediately confront it head-on and we will Innovate, ourselves, to pull things back on track.

I believe you should all prepare yourselves for a period of discovery, during which we may not realise profound successes and may have to work quite hard.  But this is important to hone the skills and principles and methods, if we are to convert ideas into value.  I do not subscribe to the rush-head-long-without-a-strategy approach.

Lastly, I encourage you with the following thought:-

• “Success isn’t permanent, and failure isn’t fatal.” ― Mike Ditka

 

3. From Volunteer to Champion…

From Volunteer to Champion…

What an amazing week.  The search for volunteers has borne fruit.

I have almost too many – some have to be culled.  What a terrible thought!

This is a juggle.  It is a jungle.  We have stalwarts and freshmen.  Directors and cleaners.  Who can be culled?  Who should be culled?  Who shouldn’t?

A solution might be to use some volunteers as specialists.  As experts.  Happily this idea met with enthusiasm.  And it would solve our problem.

So we have a group of enthusiasts who volunteer to ‘Champion’, without a clue how, and a smaller group of experts covering finance, engineering, psychology, production, etc.

My challenge now is to impart to the Champions what my understanding of Innovation is…  I do so thus:-

Innovation – The Definition

What is Innovation – A big frightening word?  No!

• The act of introducing something new of value.
• An idea that results in value.

Innovation – The Result

What do we want Innovation to do for us?  Here are some nice objectives…

• Growth (not sustainability) – 15%+ / annum
• Career paths (not job security) – 10+ promotions / annum
• Quality (world class) – <34ppm in any production process (realistically)
• Warranty (world class) –  >24mths for 34ppm (realistically)

Without LOFTY goals, we will not advance.

Innovation – The Game

How do we get there?  I strongly believe that within the right question lies the clue…

“In the middle of difficulty lies opportunity.” Albert Einstein

• Identify known problems
  • Convert to opportunity >1 / week

Discover unknown problems

• Uncover & solve >1 / month
• Imagine potential problems
  • Pre-empt >1 / quarter
  • Invent solutions, as yet unknown (Apple)
    • Create opportunities >2 / year

So we must learn to ask the right questions.  Sometimes the tough ones.

Innovation – The Rules

What can or can’t be done?

• Work in normal hours
  • This is the end goal
  • However, we may from time to time meet at the end of the day and go slightly over time
  • Log all ideas
    • Consider and evaluate all ideas
      • Business case (proofing)
      • BoD support where appropriate
      • Fun prizes?
• Feedback to all Ideators
  • Ideas are ‘gifts’ from Ideators
  • Think what happens to a giver when his gift is discarded!
  • Anywhere / everywhere – anyone / everyone
  • The Ideator becomes the Team Captain
    • Takes personal interest in own idea.
    • Minivation (<30 day projects)
      • Fun prizes throughout year
      • One proper prize giving per year (1^st , 2^nd , 3^rd)
        • Places and modest prizes.
        • Maxivation (>30 day projects)
          • Self-funding
          • Business case /proofing (Champions to assist)
          • BoD to back / support (resources)
          • Progress to be reported on by Captain (Ideator).
          • Financials to be reported after 1 full financial year
          • Prize based on financials (1^st , 2^nd , 3^rd)
            • Places and prizes commensurate with proven innovation value

Rules keep us on track.

Innovation – The Players

Who plays?

• Anybody can play – the more the merrier
• The Innovator is the Captain
• Champions are the coaches and referees
• The BoD are the sponsors
• Department heads provide the resources – team players
• Shares (prize) apportioned out at outset of project

Kendall Williams • “Not every innovator is an entrepreneur. Not every great businessperson has game-changing ideas. Thinkers need doers to get things done. To stay tethered to reality, visionaries need number crunchers and idealists need administrators. New ventures vie for investors, and capital is constantly on the lookout for big ideas with rock star management teams who know how to make it grow.”

Innovation – The Training

How do we learn to play?

• Just do it
• Start small
• No pre-judgement / no negativity
• Be proactive, encouraging & present
• Make it fun – a gaming system
• Train people on ‘evaluating’ the idea (proofing)
• Help Ideators reach conclusion and realisation of ideas
• INNOVATE!
• Practise, practise, practise.

Commitment – we’re either in it, or not.  There is no middle ground.

Interesting forum – for those on LinkedIn.

LinkedIn – Front End of Innovation Group

I think the way to start is to take any one idea, and ‘process’ it.  Go through the motions.  We have a few ideas rolling in already.

1. Form a business case, where applicable.
2. Solicit sponsorship and resources.
3. Realise (“cause to happen”) the idea.
4. Publicize the result.
5. Reward the innovator / captain (+ team) – even a fun prize.

2. So… you’re a Chief Innovation Officer now?

As I promised – herewith a copy of the ‘irresistible’ email.  Hopefully my tongue in cheek is evident!  This is the road much less travelled.  More-or-less, a desperate appeal to my colleagues for support…

=================================================

Hi Staff, one & all,

 INNOVATION – “An idea that results in value”

 “It is not the strongest of the species that survives, nor the most intelligent, but rather the one most adaptable to change”.

 I’m looking to getting Innovation going again in Xxxxxxx.  We’ve been through one attempt which fizzled away for a number of reasons, but we cannot leave it there.   To this end I need a company-wide group of enthusiastic volunteers to help me.  I would ask everyone who receives this to consider the following and help persuade the right people to volunteer.

 Also, will managers please put this up on their notice boards and raise awareness among those staff who do not have e-mail, by actively discussing the topic with them.  I would like to have the group functioning by month end.

 Why do we want INNOVATION?  Well, because there is no other way, really, to stay ahead of our game.  Success in the past does not ensure success in the future.

“What got us here will not get us there” – Marshall Goldsmith.

How will we achieve this?  There are three main facets of Innovation.

1.       Incremental Innovation.  Everybody can and should be aware of this opportunity all the time.  Absolutely anything that can be done any better than it is currently, fits this description.  These Innovations are often quite easily achieved at the level from where they arose.

2.       Break-though Innovation.  This most often results from either studying known and well defined issues and problems, or actively searching for and identifying problems.  These Innovations often need some level of commitment at manager- or departmental-level.

3.       Radical Innovation.  This is blue skies stuff.  But anyone can be involved and contribute.  It can literally be an idea out-of-the-blue or it can be a radical idea arising from a known hurdle – often coming about from a formal brain-storm session.  These Innovations very often, but not always, need substantial resourcing and Board level commitment.

The role of the volunteer group will be to understand these types of Innovation and master the skills of facilitating, recognising & recording them and being instrumental in bringing them to life.  It will not be the responsibility of the volunteers to actually do the Innovation – that responsibility remains with the Ideator (person who suggests the Innovation).  (So, no need to fear being landed with tasks you are powerless to accomplish.)  We will discuss and rationalise all these responsibilities clearly once the group is functional.

 Why ‘volunteers’?  By their very nature, volunteers are normally the most enthusiastic of participants.  We will need as much energy and spirit as we can get to start and keep this ball rolling.  Even though you are volunteers and can, in theory, leave at any time, I will be asking for your commitment.  We will have some hills to climb – and no hill was ever climbed by a quitter.

 Why ‘company wide’?  We need representation in as many departments as possible, and across as many cultures and disciplines and gradings as possible.  This includes branches.

 How many?  I want to keep the group as small as possible and yet establish good coverage.  This may be difficult, but it looks like one person from each branch plus about 8 from HO.  In HO, I see one person from each physical area in the building – Sales, DTP, Buying/Admin, R&D/Prod Supp, CNC, SMD, Mech Assy, Elec Assy.  This is not definitive – depending on circumstance it may be more or less.  But a good starting goal.

 Pease can every MBU Manager submit the names of any volunteers before or on Mon, 27^th August.  (Volunteer – someone who was NOT told by his boss to join in!)  If we get too many or a poor cross-sectional mix, steps to balance the representation will be put into action.  Rather too many than too few, though!

1. Waking up to the new role…

So, an email like this is circulated in your company, more or less out of the blue……..

Internal Memorandum

To	ALL STAFF
From	CEO
Date	7 May 2012
Subject	SENIOR MANAGEMENT TEAM

 In the interests of meeting Xxxxxxxxx’s strategic targets the following senior management team has been formed.  This team will meet at least once a month to ensure that matters critical to Xxxxxxxxx’s success are discussed and implemented.

Adam Xxxxxxxxx      –        Senior manager in charge of Marketing

Johan Xxxxxxxxx      –        Senior manager in charge of New Products

Anthony Williams  –        Senior manager responsible for Innovation and Continuous Improvement

bla, bla, etcetera, etcetera….

…mixed feelings.  It nice to be noticed.  Although you’re not sure why.  Was it something worthwhile you did?  Or notoriety…  Is this just a lollipop to quiet the petulant child?

So, for a while you do nothing.  Everybody does it with you.  A sort of uneasy stalemate.  You all continue to do it.  Nothing.  Hoping someone will make the first move.  They don’t.

You think it over – Innovation has not been implemented successfully before, and although there was a bash at it once upon a time, mostly everybody wants to forget that time.  But it’s the new business catch phrase.  Everyone is doing it.  Without it your company is dead.  Really!

Clearly ‘Nothing’ is obviously not the best way to go.  Something – anything – must surely happen.  First reaction is my (since this is my story!) demand that I am given KPAs and KPIs, and I demand that “we know the end game…” and I demand to know “what is wanted from this exercise” and I demand to know “how will I be measured”.  Understandably, I’m looking for some boundaries and safety nets and escape clauses.  Who wouldn’t?

These demands fall, unsurprisingly, on deaf ears.  This does not feel right.  What’s going on?  Well the ears were not deaf, really.  The grey matter between them was unforthcoming, shall we say.  This continues to not feel right.  Certainly uncomfortable!  Then the penny dropped!  This is going to be pioneering.  I am to be the pioneer.  Nobody knows what is on the other side of the great divide.  They do not know how to cross the divide.  Neither do I!  But that it not their problem – it is mine now!

I do the obvious – I stall.  I try to draft my own KPIs – still looking for some boundaries, I suppose.  Keeps me busy for a while, even feeling quite useful. But not really.  Doesn’t take too long for the realisation of nothing still happening, really, to sink in.  Now it is do or die…

Deciding that valour is the better part of discretion (that’s correct, no?) I fire off a scintillating and irresistible email to the whole organisation appealing to the experimental and forward thinking crania of the company and solicit volunteers… I have after all only lost 3 months since my ‘appointment’…!

I’ll share the email in the next instalment.  Why?  Because, well why not?  There may be some poor sucker out there faced with similar quandary…