Ramblings, citations and "brainwaves" of a college librarian in Toronto. 475 square feet refers to the size of my home, not the size of my office or library.

Bandwagon Innovation

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Jim Carroll has insights into keeping up with the Jones'.

"Innovation that is based on "jumping on the bandwagon" is doomed to fail, for many, many reasons:

* it's lazy: true innovation takes hard work. It involves massive cultural, organizational, structural change. It involves an organization and leadership team that is willing to try all kinds of radical and new ideas to deal with rapid change. An innovative organization can't innovate simply by jumping on a trend. Trying to do so is just trying to find an easy solution to deep, complex problems.

* it involves little new creativity: by linking a new approach to doing things with a commonly used phrase (i.e. "social networking") means that people end up shutting their brains down. Creativity is immediately doomed through commonality.

* it's just a bandaid: bandwagon based innovation causes people to look for instant solutions and a quick fix, rather than trying to really figure out how to do something differently.

* it's misfocused: it involves putting in a solution is sought without identifying a problem. It's backward in terms of approach.

* it encourages mediocrity: it reduces innovation to an "idea of the week," and does nothing to encourage people to really look at their world in a different way.

* it reduces innovation to sloganeering: truly creative people within organizations are tried of slogan-based management. They've seen far too many 'radical right turns' and 'new beginnings' -- and when they realize that their management team has jumped onto the 'social networking' bandwagon, their faith and motivation goes out the window.

* it destroys innovation: after the bandwagon effect ultimately fails (as they always do for the reasons above), people end up feeling burned out, cynical, demotivated -- and they'll be prepared to do little when the "next big thing" comes along."

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