4 steps to saving good ideas in your organisation
This week I am delivering a Masterclass event in the United States, focusing on Talent management and shifting good ideas into action – basically developing stronger business cases for good ideas, which increases the probability of “good ideas” being operationalised.
For those of you that follow this blog, you’ll know that I’ve been arguing for a while that good ideas just aren’t good enough – for those interested in hearing more on why I believe “good ideas are not good enough”, tune into episode 2 of our Renegade Manager podcast on iTunes. In the podcast, Zoe talks about the challenges of convincing line managers that good ideas are worth moving to action; she also explains how she deploys the method below to move people from good ideas to action.
Think about your own role. Perhaps you are a Knowledge Manager, a Project Manager, a Talent Manager, or someone who is involved in Human Resource Development. You or a direct report come up with an idea for change, but the argument for the adoption of the idea just doesn’t seem to get across the line. When this happens, our analysis of “failure” shows that it is often because the “good idea” lacks a business case.
I want to help you save your good ideas before they get lost. So, to help, try the following approach:
- Detail your good idea – what is it that you are actually speaking of?
- Where is the PRESSURE – what Quality Improvements will the business see (think about and report on improvements to STIQC – Safety, Time, Innovation, Quality and, ultimately, Cost)?
- How does your good idea provide an OPPORTUNITY to improve process, structure and behaviours within the organisation, resulting in cultural impact, and what would these improvements look like?
- Can you RATIONALIZE your good idea? Your message needs to be meaningful to lots of different people; this means crafting a message that varies according to your intended receiver, which should bring you to consider ITGOS – Individuals, Teams, Groups, Organisation, and Society (wider stakeholders).
Let us know what you think of this framework. Also, if you like what you read here, why not tune into our new Renegade Manager Podcast, available on iTunes, where we discuss issues such as this.
Also, please, get in touch if you have feedback or ideas you want to share: email (firstname.lastname@example.org); Skype (davidatk3cubed); call (+44 (0)7500 966998).