Leaders of startups will typically tell you, often with energetic arrogance, that they are perfectly happy with their team’s level of innovation. In most cases, they shouldn’t be. Why, then, are managers of startups, a mostly intelligent breed, so prone to overestimating their team’s innovative abilities?
None of this is totally baseless: startups do indeed tend to be innovative to a certain extent and in certain domains, and their founders and early employees probably tend to be more creative than average. Still, in our combined 50+ years of experience, we have found that founders and members of startups suffer from fixedness just like members of any other type of organization. In fact, because of the phenomena mentioned above, they are often in danger of being even more blind to their innovation-deficiencies than most. Whether this is the reason for the dramatically high rate of failure among startups is debatable, but it is interesting to note that this dismal record is, for some strange reason, accepted as the norm. A closer look at the role of innovation in startups’ development could perhaps provide a clue to some possibilities of changing this currently accepted suboptimal performance.
The following questions can help throw light on several common blind spots, related to a startup’s innovation status. You are welcome to ask yourself these questions about the startup you have founded, work for or have invested in as a mini-diagnostic exercise.
If the answers to none of these questions seem to warrant a change in your modus operandi, you are either misleading yourself or in excellent shape😊. If you do find that you may benefit from a more structured approach to your innovation strategy, here are three strong recommendations:
1) Make time to deliberately discuss how to be more, and more correctly innovative. Not by the way, not as part of your normal R&D activities, but dedicated, raising-your-head and breathing time.
2) Make sure to hold at least some of the discussion with the help of an external facilitator. They do not need to be experts in innovation, but they should know how to facilitate a tough discussion with hard-headed participants (yes, you and your team).
Once you’ve followed the first two recommendations, chances are that you are on the right track. To make sure you are, and to accelerate the change, you can follow recommendation number 3:
3) Enlist the support of innovation experts, who follow a methodology and have accumulated plenty of experience with other companies (yes, true, we are such experts, but there are others out there as well).
You will be surprised at how much of a startup’s culture and practices down the road will be determined by taking these steps at the outset and how these steps can help prepare the team for the hurdles on the way to success.
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