To plant a garden is to believe in tomorrow.
To plant a garden is to believe in tomorrow.
Earlier this year I opened an article with an interpretation of a line from Arthur Ransome’s book Swallows and Amazons: “Better dead than duffers.” I have studied the cult of failure as part of my consulting practice and to help my clients understand how and if “fail fast, fail often” makes for a higher overall result.
I have spent the last week on vacation and continue to see this topic pop up in business articles, TED talks, presentation and discussions within my social networks. If you have the opportunity, pick up the December issue of Harvard Business Review where research around the “80% of companies that existed before 1980 are no longer around” idea is well diagnosed and ties into the discussion of creative destruction and “fail fast fail often”.
The purpose of this post today is a short reminder that mistakes are the “necessary evil” (as PIXAR’s Ed Catmull says) of companies who innovate, transform and disrupt. The evil or pain from the failure becomes less when value is extracted from the experience. Think about it.
Do you remember having skinned knees as a child while trying to ride your bike or learn to rollerskate? Did the pain lessen when you first took the freeing ride on your own?
Failure in business is exactly like that. If you extract maximum value from failure than although you might not have “failed fast” or don’t want to “fail often” you will have maximized the overall result of the project or the innovation bringing benefits to your organization.
All the best in 2017! May this coming year be filled with health, wealth and happiness.
It wasn’t a waste of time if you learned something.
In international business, like in politics, local guides or experts are key to obtaining advantages in new markets. Here, two excerpts from the Art of War:
Those who do not use local guides are unable to obtain the advantages of the ground.
We should select the bravest officers and those who are most intelligent and keen, and using local guides, secretly traverse mountain and forest noiselessly and concealing our traces…we concentrate our wits so that we may snatch an opportunity.
This blog has been over two years in the making. At the outset, I sought to link management theories to best practices in Latin America. I have endeavored to provide inspiration to entrepreneurs, managers, leaders and decision makers that will make their organizational efforts resound with people and, in particular, users in Latin America.
For me, as Esther Clark and Founding Partner of Hipona Consulting, it has been a journey of exploration and learning. There are weeks when it is hard to find inspiration in the world around me. It is also difficult to find examples of leaders in real life; even when I know those leaders exist but are barred from acting like leaders because ego, legacy, comfort or other factors in their personal or professional lives. That’s why I think this blog and the messages I relate are important.
While I journey towards new professional challenges, I urge you to come along with me. To “keep on going” towards promoting better management practices, exploring new markets or focusing more on the clients we have. From my side, I will be refocusing this blog to serve my clients better and to share what I have gained for working with boards and executives (and entrepreneurs!) in Latam: connecting interests.
Thank you to my loyal followers and for your comments and engagement over the years.
Recent events made me reflect on forgiveness; why can’t the word forgiveness have more presence in our world?
Our society was founded on great movements with visionary leaders that embraced the essence – and benefits – of forgiveness to build relevant communities, businesses and families.
There are many leaders that choose forgiveness over revenge, hate or indifference; the Civil Rights movements in the US, the anti-apartheid movement in South Africa and Gandhi’s peaceful revolution were all sparked by a shared belief in non-violent protest to change the status quo. Forgiveness can cross geographical, religious, racial, social, political, and economic barriers. It can even transcend time. Leaders like Nelson Mandela, Mahatma Gandhi and Martin Luther King became incredibly powerful by choosing to forgive. They forgave to be at peace with the present. Whatever happened to them or to their ancestors, they did not believe that ignoring the problem or encouraging hate was the answer. The answer, for them, was forgiveness; it was an action they could take – and they encouraged others to take – that would have a positive influence on a better future. The profound act of forgiveness made them visionary leaders.
I live in South America and far removed geographically from recent events in Europe and Asia. Nevertheless, I know community and business leaders who are victims of crime, of discrimination and of corruption. Some of them live with the expectation that the same negative things will happen to them again and some believe that their future can be different. It could be described as the difference between the fixed and growth mindsets. Naturally, there are also those people that are on the fence about their future; like most human beings, they experience moments when they are positive about the future and others when they keep thinking about the immitigable risks. I believe the gap between the two groups of people (or different feelings within the same person) is bridged by a simple phrase: “I forgive.”
“I forgive” is about creating peace with the present so that we can be open to new experiences. Forgiveness is personal because it has an impact on our lives even if the event happened long before we were even born or only yesterday. Making peace with ourselves and with people around us means acknowledging these terrible things – directly or indirectly – and making the decision that while events like these define part of our lives, they are not all defining, all-encompassing and all being. Human beings are bigger than the terrible things that happen to us and we can make change happen. Things can be different. Just like the brave leaders mentioned before, we don’t have to accept the status quo.
Maybe, just maybe, it is cool, it is relevant, and it is positive to forgive.
My idea is simple – say “I forgive”, post it, share it, write stories about it, make videos, take photos, make music, create art. Get the word “forgive” out there.
If we restore the word forgive to our vocabulary and to our lives, we can use it as an opportunity to build healthier businesses, communities and families. If we talk about building a better future for our children or future generations, forgiveness must be part of it.
Now, more than ever, the power of collaboration is manifesting itself across space and time. Digital tools are helping us to create connections between seemingly disparate interests and to solve problems on a global scale. Nevertheless, in regions in development and, in particular, in Latin America, there exists a range of problems in the public and private sectors that could be solved through collaboration, innovation and excellence. Problems such as energy generation, response to natural disasters, and high school desertion to name just a few. Design thinkers say that collaboration is viable when there is a better understanding of users, a relevant place to prototype ideas and the built-in motivation to implement those ideas. If you turn this around, it holds true that if you don’t have these three elements, collaboration – and the viability of using “community” to solve problems – may just be impossible. What is happening in Latin America, then, to make “community” viable? Perhaps a closer look at these three elements can help us see why the region is falling short.
First, when we better understand users, we can better address needs and design a product or service that fits those needs. Seems simple, but implementation of this element is difficult in high context cultures such as those that exist in the majority of countries in Latin America. In cultures that encourage alignment with social status and formal social rules, understanding users – and users in multiple interest groups – is a challenge. It involves using interviewing techniques and empathy to gain a complete understanding of stakeholders and usage. Understanding what question to ask and being able to bring the answer from various areas into context, helps form an accurate picture of users and their needs. Striving for a better understanding of users – and using multiple research methods in order to overcome cultural characteristics – is key in solving users’ problems.
Second, designing solutions must be an interactive process. We will always need a place to work with stakeholders, test assumptions and take risks. This is why innovation centers sometimes fail: they need to work with community and not in isolation from them. Nevertheless, innovation centers in Latin America specifically are extremely useful in fostering more cross functional collaboration and mitigating some of the risks associated with large scale innovation investments in developing countries. Multinationals Dupont and BBVA as well as “multilatina” Stefanini have successfully gained insights and new products through their centers; illustrating that while innovation centers may have their drawbacks, they can be a relevant place to prototype ideas.
Finally, motivation must be present at the idea implementation phase. This means that while we may have a prototype or project, there is always more work to be done in implementing the idea. What can help with the successful implementation of the idea is community. As the old saying goes, people are more committed to that which they help build. If communities are collaborating on ideas that benefit them; they will have a higher successful implementation rate. There is also the possibility for the ideas that spread. Like a TED Talk, a good idea can spread and be implemented much faster when members of community that will benefit from the idea get involved and share their passion around a solution.
Is community viable? Yes it is. But seeing collaboration for what it is – working towards understanding users, engaging users and prototyping with users in the Prototype-Pilot-Product triad – makes community collaboration viable. In Latin America in particular, understanding these elements and their unique challenges in our region, is essential in community viability.
I was at a birthday party yesterday where there were children from many different countries. A blend of English, Spanish, French, Portuguese could be overheard from the various conversations taking place.
I was talking to a teacher, scientist and mother and she described how important it is for children to have a language that they feel comfortable expressing themselves in. She mentioned that there are some students that don’t have a native language because they are third culture kids or because they have been schooled in international schools all their lives that they don’t feel comfortable expressing themselves in their mother tongue.
From a business perspective, I can draw a connection between “being true to you” in business and “being true to you” as a person. Just as it is important for children to have a language where they feel comfortable expressing themselves, it is important for companies to remember who they are and how they best express themselves. Of course, it is important to go after a new market or offer a new product or service that fits a growing need you have identified but it is also just as important to not lose the language that makes the company – the brand, the following, the DNA that your clients fell in love with.
Being true to you is being to true to the others around you who love you – as a person, a company or a product/service.
If we look at the world around us, we see systems and processes intertwining in service of humans, organizations and society. But what happens when those systems and processes break down? What happens when they no longer serve organizations, society or humans? What happens when particular interests overtake those systems, twist them, corrupt them or make them serve purposes far removed from the purpose for which they were created?
People reading this blog will know that I love innovation. I love finding connections between things and I think that systems and processes should be dynamic, flexible and transform with society and organizations. One of my favorite courses during my Masters was called “Persona y sociedad” and was an ethics courses for leaders of organizations. It was pure Peter Drucker. We explored the purpose of organizations and their role in society.
My post today is simply a reminder for current and future leaders of organizations to seek out opportunities for innovation through improvement or creation of processes and systems that serve a purpose; mediocrity or self-interests break those systems and end up serving only one person or at most a handful of particular interests. Without connection we are nothing. Even two strangers in an elevator are a temporary society – sharing a common purpose. Connection and purpose is what makes an organization relevant to stakeholders. Breaking this does nothing in the long run than break apart the organization.
I was inspired to write this after reading a recent Seth Godin post where he asks the question:
Are you doing this to get people to do what’s good for them or what’s good for you?
I think we all want to think we act altruistically and with our stakeholders best interests at heart; nevertheless, it’s a valuable practice to re-evaluate what we are doing and why we are doing it – and what stakeholders we might be favoring with our actions. This is what a board does – or should do – when it takes decisions.
But what happens when you change status quo? When you “throw your weight around” as Seth Godin says. That’s when the importance of real alignment with organization mission (and what your customers value) comes into play. As Godin says are you changing pricing, technology or policies because “it’s good for the organization, because it raises quarterly earnings,” or because it’s good for the customer. Are you making decisions to delight the customer and to bring positive change to your community?
There’s no way of pleasing all people all of the time but if you are making changes in line with your core values and what your followers and clients value about you, this mean you are leading your stakeholders to change for their benefit, not forcing them to change for yours.