Questão 30614

Why Companies Need Less Innovation

By Pat Lencioni

Perhaps the most popular—and misunderstood—

    term of the first decade of the new millennium is

    “innovation.” A new stack of books and articles is

    produced every year asserting the critical importance

5  of innovation for organizations that want to survive,

    especially during these challenging times. And to a

    large extent, I agree with that assertion. Unfortunately,

    most organizations in search of innovation seem to

    be generating as much cynicism as they are new

10 thinking.

    The problem isn't so much that we're overstating

    the importance of innovation; it's more about what so

    many leaders are doing with it. Too many of them are

    exhorting all of their employees to be more innovative,

15 providing classes and workshops designed to teach

    everyone how to think outside the box. They're also

    doing their best to include innovation on a list of core

    values, emblazoning the word on annual reports and

    hallway posters, hoping that this will inspire people

20 to come up with new ideas that will revolutionize the

    long-term strategic and financial prospects of the

    company.

    For all the talk about innovation, most executives

    don't really like the prospect of their people generating

25 new ways to do things, hoping instead that they'll

    simply do what they're being asked to do in the most

    enthusiastic, professional way possible. So it is no

    surprise when leaders get pounded for preaching

    innovation without really valuing it.

30     Only a Few Innovators

    What should leaders do? Be more open to new

    ideas from employees? Probably not. Better yet, they

    should stop overhyping innovation to the masses and

    come to the realization that only a limited number of

35 people in any company really needs to be innovative.

    As heretical as that may seem to those who want

    to believe that “innovation is everyone's business,”

    consider that even the most innovative and creative

    organizations need far more people to be dutiful,

40 enthusiastic, and consistent in their work than

    innovative or creative.

    Think about a movie set. For every writer or director

    or actor on the payroll, there are hordes of people

    who have to be technically proficient, consistent,

45 patient, and disciplined in their responsibilities. If they

    innovate, the project turns to chaos.

    And the most creative restaurant requires the

    work of a single chef to design a fabulous menu, and

    dozens of cooks and waitresses and waiters and

50 dishwashers who will do their jobs with commitment,

    consistency, and dutifulness. If the cooks innovate,

    consistency is gone and customers can't rely on

    what they're going to get. Even a high-tech company

    doesn't want or need its finance department or sales

55 staff to be truly innovative.

    What should leaders demand of their people, if not

    innovation? How about a combination of interpersonal

    creativity and autonomy? “Creatonomy.” I realize that

    sounds like a protein drink for bodybuilders; however,

60 what it means is that we need our employees to take

    complete responsibility to do their jobs and satisfy

    customers in the most effective and charismatic way

    possible, but within the bounds of sound business

    principles. For those who say “Well, that's what we

65 mean when we use the word ‘innovation',” one needs

    to realize that it's not what employees are hearing.

    The Creatonomy Factor

    Creatonomy is something that thrives in great

    companies. The world's best airlines, quick-service

70 restaurant companies, department stores, and

    entrepreneurial businesses excel in it. Their employees

    are passionate and committed and take complete

    responsibility for their work, consistently turning

    customers into loyal fans. Sure, they're encouraged

75 to share their ideas about new ways to work, but most

    of what they are known for is being great at what has

    already been defined as the product or service that

    their company offers. And most leaders I know would

    take that any day, even before innovation.

80     There is one group of people in an organization

    that has to exercise the capacity for innovation,

    regardless of their functional area. That group is

    the leadership team. Those who are chartered with

    overseeing a company's various departments from the

85 top are the keepers of innovation. They are ultimately

    responsible for determining the boundaries of change

    that are acceptable and, perhaps most important

    of all, identifying the handful of others within their

    departments who have the invitation and freedom to

90 innovate.

    Therefore, if you're a leader, the next time you

    think about giving a speech or sending out an e-mail

    calling for your people to innovate, consider being

    more specific about what you really want from them.

95 And if you really believe that your organization isn't

    innovative enough, focus your efforts first on the

    people at the top.

Based on the meanings in the text,