Advancing beyond the "Megamind" Organization

In most businesses, leadership’s primary focus is on “What we Do”.   An ingenious idea is hatched and a cavalcade of strategy, product design, engineering, branding, sales and servicing steps follow.  Squadrons of talented staff execute tactics to bring the vision to life.  “What we Do” consumes significant mindshare and resources as well as driving investment in the firm.

So what’s the problem?

Years ago, a unique idea could launch a lasting franchise – Polaroid cameras, the Xerox machine, the VW Bug, Intel processors, Windows.  Visionary founders and their colleagues could keep such businesses humming for generations.  

Today, markets evolve too rapidly and global competition is too intense to sustain businesses on a single breakthrough.  Smartphone technology, social networks and the sharing economy are examples of overnight disruptions in consumer behaviors.  CEOs and Founders tell me the accelerating rate of change and increasing complexity of markets makes their business planning mostly guesswork.  With only a murky view of the future, companies must be even quicker and more nimble or be left in the dust.

Megamind
(Courtesy of Dreamworks)

Many firms rely on a “Megamind” approach when their business model is threatened.  A brilliant leader or two go off to devise ways of outthinking the marketplace.  An alternate “What we Do” strategy, tact or “pivot” is then shared with the team to be executed.  For Megamind organizations, individual heroics can keep them afloat for a time, but not indefinitely. Besides, the burden on the leaders to be the principal source of innovation can be exhausting. 

Staying ahead of the curve nowadays requires an acknowledgment that nobody is smarter than everybody.  To create a culture of innovation, the most progressive organizations leverage the collective wisdom of the entire staff by focusing as much on “How we Operate” as “What we Do”. 

“How we Operate” represents the inner workings driving fluid collaboration among team members.  Authenticity and accountability are essential to strong internal relationships.  In a trustworthy environment, colleagues are unafraid to provide input and openly challenge one another’s thinking to hone ideas.  With engagement high, they take risks and speed decision-making to launch a stream of new initiatives.

More often than not, "How we Operate" defines the company culture.    

Firms expert in “How we Operate” are intentional.  They dedicate as much creativity and foresight to the mechanics of teamwork as to software architecture.  Their people don't settle for traditional structures, instead iterating on organizational designs as they might on product designs.  Leadership development is a priority, never left to chance or happenstance.

To ensure “How we Operate” is more than a mindset, savvy leaders are learning to measure how well their teams live out company Core Values.  They are devising ways to evaluate the quality of conversation and the depth of interactions.  Employees are creating more transparency by conducting daily communication in public forums.  Meeting protocol is continually upgraded, demonstrating cutting-edge personal dynamics and respect for each individual's contribution.

Conflict is not avoided.  Teams recognize the value of diverse perspectives to uncover the best solutions.  Debating differing viewpoints is welcomed at all levels and managed in a healthy and constructive manner.

While “What we Do” continues to occupy the lion’s share of C-Level time and attention, many recognize the need for better balance.  “How we Operate” will become increasingly important in scaling their business and sustaining future market position.  The craft of “How we Operate” will be an essential element in the company identity, establishing a point of distinction for attracting the best and the brightest.