Idea a day, part 2
Yesterday, the idea was to steal things. Today, here's one specific idea to steal. Most of you know that Google encourages its engineers to work on pet projects for 20 percent of their time. That's nice for the Silicon Valley, but you don't have time for that. You have real work to do.
Think about that real work for a second. How much time do you spend diffusing an insignificant situation that a single or small group of members has decided to start making noise about? If you don't spend time about the next big thing, there won't be a next big thing. If you're a leader at your organization, is there anything that should be a higher priority than critical and strategic thought. Give yourself permission to make a ritual of doing nothing — no phone, no staff, no BlackBerrys — except finishing the question that starts with "What if..."
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Comments
Scott, thanks for sharing this idea. I have a couple of comments.
First, it would be more accurate to say that Google encourages its engineers to use their 20% time to team up on projects that are outside their normal job assignments. Similar to 3M's 15% rule, 20% time at Google makes it possible for technical talent to develop surprising new products and services that enhance the user experience and create new value. Gmail and Google News are two of the more successful projects to emerge from 20% time, and the company estimates that about half its product launches have come from 20% time. So, while the engineers may think of the projects as "pets," 20% time actually involves real work that is integral to Google's innovation efforts.
Second, I try to discourage associations from simply grafting a big idea like 20% time on to their organizations. Google has a profound commitment to innovation that creates a cultural acceptance of 20% time. Most associations lack that depth of commitment, a fact that would doom any kind of X% time effort even before it starts: too many logistics, too many politics, too many interpersonal conflicts.
Finally, I could not agree with you more that the deeper implication of 20% time (and the 3M 15% rule) is permission to use company time and resources creatively for the benefit of customers and, ultimately, the organization. With that in mind, I'd like to propose the first "what if" question for consideration:
What if you give the green light to five of the best ideas to which you said no in the past year? How might that decision change the fortunes of your association?
I encourage association leaders to look for creative ways to give permission (instead of withholding it) to people who want to act on powerful ideas. If you smartly transform your association into a safe space for innovation, you will discover extraordinary new success in the 21st century.
DISCLOSURE: I am a Google shareholder.
Posted by: Jeff De Cagna | January 13, 2007 1:37 PM
And to go even further, why not create a culture where less permission needs to be given and more ideas are automatically greenlighted and advanced so long as they meet a predetermined set of criteria? I want to eliminate any unnecessary middleman role whenever possible.
Posted by: Jeffrey Cufaude | January 13, 2007 7:05 PM