You started by saying, you talk about complexity and killing complexity. How do you walk into a big company and get that across, because they’re all about process and complexity?
My job when I go into a company is I ask them what do they spend their day doing? When people finally sit down and think about it, 9 times out of 10 the first answers are meetings and emails and they realize, holy cow I’m spending almost all my time on this—it’s ridiculous.
So we have them start to think about what complexity they can literally kill because people really don’t think about doing less as a good thing. We have to get them into the habit of how can we locate the stuff that’s not working so you create more space for bigger thinking? And then, how do you actually get them to define what meaningful work is.
Part of this exercise is giving them permission; teaching them how to just kill stupid rules, kill stupid meetings, and then define now that you have the space where do you want to go? That is really meaningful to people because that’s what innovation is. Focusing on meaningful stuff and once you get them to define what that means, suddenly that inner Futurist comes out and they know what they want to do.
And once people are given the permission, man, they love it! I’ve yet to meet someone that’s like, no, I really don’t want to simplify, I want to keep it complex. That person doesn’t exist or they should be fired. So that’s the good news. It’s very easy to get people on board.