But you’re reading it anyway, aren’t you?! Now what if word came down on high from layer 8 land (“the senior management”) that you were to stop reading this post immediately and get on with your allocated work.
Ah Ha! Now there’s a risk – reward decision to make and most likely your choice will depend on how you measure that risk and its pros and cons.
Well, with that in mind, consider what arose from the innovative thinking of computer science “research geek”, Greg Linden, who from 1997 to 2002, was at Amazon.com where he wrote the recommendation engine used by Amazon.com and later led the software team that developed Amazon’s personalization systems.
You’ll need to have read Greg’s post before continuing with the rest of mine.
And that’s a career limiting order, dammit! 
So, if you were in Greg’s shoes, would you have done the same thing?
Many SVPs would probably be “pulling rank” in their haste to assert marketing turf responsibilities, assimiliate an idea for themselves or look after what they see as the best interests of the business and its customers.
(Usually it’s a fluid combination of all three with doses of personality and randomness added for good measure!)
OK, let’s look at your options from the perspective of a well-worn senior IT management mantra that goes something like this:
“Run the business. Change the business. Grow the business.”
OK, so far? Those are lofty and inspiring goals – just don’t get me started on how all three occur at the same time with declining headcount and slashed budgets lol. Being but a mere digital peon in the grand scheme of things, I would say that ‘grow’ may not be the optimal word for all parts of the business cycle, especially the dumpster phase we are diving into now…
Anyway, from the perspective of “run the business” it’s clear to see that keeping the lights on is one of IT’s core functions – and anything that potentially jeopardizes that needs to be assessed and measured.
Perhaps that’s what the SVP was all hot under the collar about although Greg’s assessment of worst case risk and the limited nature of the test seems to counter any production risk.
What is most encouraging about Greg’s approach is that he took all 3 elements of the mantra into account and it paid off in spades. Not every idea will hit a home run like that but my point is that if senior IT management are serious about “innovation and empowering their staff la-di-da-di-da” then the appropriate rewards and control systems must be in place to encourage and guide this behaviour.
Otherwise what tends to happen is that innovation withers because too many people are playing the blame game. And the business folks, removed from the internal IT political culture, see only stagnation, costs (always costs!) and excuses.
I’d like to finish with 2 highlights lifted from Greg Linden’s post:
“In my experience, innovation can only come from the bottom. Those closest to the problem are in the best position to solve it. I believe any organization that depends on innovation must embrace chaos. Loyalty and obedience are not your tools; you must use measurement and objective debate to separate the good from the bad.”
And this on creativity:
“Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers.”
Is your company (or even department) like that?
And most importantly, are you like that?
- Mark McClure
PS- I’d like to acknowledge Jon for bringing Greg’s article to my attention via Tweeter. Check out Jon’s Ninja Blog setup service – how you can get a profesional blog installed for free. (Really! He has a neat twist to a business idea used by Internet Hosting companies looking for business whereby you, he and the hosting company all gain. Very innovative, Jon!)
