Your company's culture determines whether new ideas die or thrive. Some organizations demand proof against the status quo before trying anything; others reward employees for shaking things up. The difference is whether you get innovation or stagnation.
Chapters
How does your business respond to new opportunities? When someone comes up with a new product, idea, or approach, how does it sit within the organization? The internal reaction to these kinds of situations is a cultural choice. If a business is both pessimistic and operationally focused, then any new idea is seen as a threat—translates into more work, something that could go wrong. People in the organization work to protect against the downside. They try to insulate against the market so they won't get blamed for anything that challenges the system. In these kinds of businesses, any new idea has to be proven to be better than the current status quo in every situation before it'll get off the ground. In contrast, a business with people who are rewarded for shaking things up and generating game-changing ideas just might discover the outcomes they dream of are in fact what happens. The enthusiasm that comes from believing this idea may well resonate with the market is exactly what's needed to make something resonate.