Tag: idea virus

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Do corporations treat innovation as a “virus”–a threat?Even a virus can look beautiful. Chanvge the perception of yur inovationn form a virus to a beautiful opportunity.

That’s the intriguing question Stowe Boyd asks in today’s newsletter. Along with Seth Godin, Stowe often helps me start my day.

Never Under-Estimate the Immune System | John Hagel warns us of the almost reflex rejection of new ideas by the innately conservative culture of organizations, and which may be the central weakness of organizations to the world of today:
Every large and successful institution has an immune system– a collection of individuals who are prepared to mobilize at the slightest sign of any “outside” ideas or people in order to ensure that these foreign bodies are neutralized and that the existing institution survives intact and can continue on course. Just like the immune system all organisms have, this institutional immune system is adept at recognizing foreign bodies as soon as they appear and very effective at protecting the institution from infection. It is in fact what has helped large institutions to survive – they are in fact “built to last.”
But here’s the paradox: the immune system that has given large institutions extraordinary resilience in the past may be the very thing that makes these institutions so vulnerable today.

I clicked through to the original article. Hagel continues:

In more stable times, institutional immune systems are very effective at keeping institutions focused and on course, resistant to the distractions that might lead to their downfall. In more rapidly changing and volatile signs, this same immune system can become deadly by resisting the very changes that are required for the survival of the institution…

I’ve been involved in large scale transformation efforts for decades now and there’s only one lesson that I really have to share from all that experience: never, ever under-estimate the power of the immune system of a large existing institution…

[W]e need to craft approaches to transformation that have the ability to respect the power of the immune system and find ways to minimize the risk that the immune system will mobilize to crush the transformation effort. [emphasis in original]

Pointing out that threat-based change increases resistance, Hagel lays out a detailed transformational change action map that positions change as an opportunity. It’s worth reading.

Progressives and environmentalists often try to motivate negatively: through guilt, shame, and fear. And as I think about it, I realize the Right also uses negative motivations, notably fear and greed. Both sides are Chicken Littles, screaming that the world will end. So the far-Left gets people sunk and worried that the world will end, while the far-Right gets people on a treadmill of hatred, xenophobia, etc.

Neither of these approaches create positive social change. But Hagel’s focus on showing the opportunities does.

Boyd focuses on workforce issues, Hagel apparently on organizational transformation. My own focus is on opportunities for transformational social/environmental change to intersect and overlap with business profitability. In my own work, I often talk about the need to motivate positively. I’ve spent the last five years demonstrating those opportunities. I show business how to identify/create/market profitable offerings that turn hunger and poverty into abundance, war into peace, and catastrophic climate change into planetary balance–not through guilt, shame, and fear, but through enlightened organizational and personal self-interest. Thus, my speaking and writing focuses on building profitability through those social and environmental change products and services. A successful initiative:

  • Finds money in making the world better
  • Creates brand loyalty leading to repeat and ever-larger purchases
  • Encourages customers to spread the word about your good work, inspiring an army of unpaid brand ambassadors
  • Reduces operating costs and internal resource consumption (in keeping with Hagel’s challenge to avoid igniting the corporate immune system by minimizing new initiative’s need for resources )
  • And of course, actually does improve things for those suffering the consequences of crises like hunger, poverty, war, and catastrophic climate change

Want to know more? Please visit https://goingbeyondsustainability.com

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Shannon Cherry posed an interesting question on her blog: how encouraging should she be of people who want to train with her and then essentially remarket her stuff? Should she be a thought leader, or build a brand?

I was perhaps a bit rambly in my response (even citing the Old Testament—Abraham as a persuasive marketer!), but I still think it’s worth sharing here, since the question touches on a number of concepts I’ve explored over the years:

  • How much should you cooperate with competitors?
  • Is the world grounded in abundance, or in scarcity?
  • How does it benefit you when you train a competitor?

Here’s what I wrote:

Shannon, I’ve experienced this tension many times. It’s easier to make my peace with other people getting wealthy (wealthier than I am) from my ideas, when I remember a few things:

1) As someone who describes myself as “in constant learning mode,” I have drawn from dozens of teachers and books over decades, synthesizing what works for me and putting my own imprint on the overall combination–which has quite a bit of original thought mixed in as well. But let’s face it: 80% of what I know and teach owes some debt to someone, somewhere—but not the same someone. So when someone borrows form me as part of their own larger mix, I’m OK with that (especially if they’re considerate enough to acknowledge me).

It would be a bit different if someone took and bottled everything I know as their own. I certainly get teed off when I see other people’s bylines on something I wrote—unless it went out as a press release, and then I see it as a supreme complement (I still remember the bylined NY Times article from maybe 10 years ago that lifted whole paragraphs from a press release I wrote for a client). But if someone takes one or two of my ideas and mixes it with some from others and some of their own, I think they are the legitimate owners of that “marketing salad.” I can’t think of any marketer whose ideas are 100% original; even Claude Hopkins studied his predecessors. Some, like Jay Abraham, Janet Switzer, and Dan Kennedy, may have more originality than most, but they are not working in a vaccuum. I suspect strongly that Dan Kennedy studied Jeffrey Lant, and that Lant studied Melvin Powers, and that Powers studied John Caples and Hopkins, and back it goes, past Lincoln, Jefferson, and Franklin, at least as far as the Biblical Abraham, who used his marketing skills to persuade God not to destroy Sodom and Gomorrah if he could find ten righteous people. (Abraham won the argument, but couldn’t find the 10.)

2) I was so enchanted by Alex Mandossian’s concept of “the paradox of syndication” that I put it in my latest book, Guerrilla Marketing Goes Green. This is kind of a bit like Godin’s Idea Virus: you get your stuff into as many places as possible, and it grows for you. A great example of this is Amazon: With the brilliant idea to offer a no-inventory, no-work bookstore to all sorts of mom-and-pop websites in the mid-90s, Amazon became a powerhouse. It was years later before so much of the action moved to Amazon’s own site; in the early days, it spread by offering this no-work profit center to anyone who wanted it. Again, when someone spreads your stuff around, it’s on some level a deep complement. Of course, it’s much more of a complement if they give you credit. I’m a big believer in this; my books typically have long lists of acknowledgments and lots of sources cited in the text. But if your plan is to be a thought leader, it kind of goes with the territory.

For myself, I’ve decided that spreading the idea virus, being the thought leader, is more important to me than getting the glory, since I am motivated by a strong desire to create social change. But the glory certainly feels good! I think Nancy Marmolejo may have said it best in her comment:

Thought leaders don’t ask permission, they go for it. Be the one who makes this a “both/and” story, not an “either/or”.

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