Page 127 - Free the Idea Monkey

That is never going to happen if your initial reaction to prob-
lems big (a recession) or small (you just received the resignation of
a talented employee) is to say, “We have to tighten our proverbial
belts; let’s cut spending 22.73 percent across the board.” People are
going to be demoralized. And even worse, that is what most firms
will be doing, and you’re never going to gain a competitive edge
doing the same thing as everyone else.

A CATALYST FOR INNOVATION

Cutting equally across the board is the coward’s way of dealing

with a problem. It assures that no one is going to yell—how could

anyone possibly object to sharing the pain equally—and it gives

the timid a built-in excuse to fail.

“Attacking is the only (“Gee, I know no one liked our
secret. Dare and the world new product, but they slashed our
always yields; or if it beats budget 22.73 percent right before
you sometimes, dare it again launch, so it wasn’t my fault.”)

and it will succumb.”

William Makepeace Thackeray But suppose you use the

problem at hand not as an excuse

or a reason for hiding under your desk, but rather as a

catalyst for innovation? Instead of cutting everything by

22.73 percent, why not see the problem as a chance to whack 90

percent (or the whole darn thing) out of stuff that isn’t working well?

Cutting off funding to your laggards would free

up a lot of money to back the one, or possibly two,

big ideas you have been working on—ideas that

have a chance to become breakthrough products

or services. If you want to

be less aggressive, you could

place more resources behind

the existing ideas/programs/

products that are already

working well.

112 T H E U P S I D E O F P R O B L E M S