Four or five years ago a few collaborators and I conducted an online hackathon where we set out to rethink education. A few projects were born from that hackathon, of which one still exists. That whole experience taught us that it’s very hard for people to let go of the idea that one should educate oneself, and that people are just habituated to be educated from the top down.
A few days ago I mentioned that I had been receiving a lot of inquiries about developing an innovation capability, cultural development, and why this matters to avoid systemic failure. My post touched upon feedback as the shortest path to innovation and how people need it to learn.
This is the essence of agility, the ability to move quicker, learn faster, understand what works and doesn’t, and shift direction if needed. In the world that big organizations live in, agility is not business as usual. Rather, life inside a large organizations feels like you are going backwards, not forward.
Inside large organization’s, the common obstacle innovator’s have to overcome to get traction is getting permission to innovate. Of course, in a perfect world innovation shouldn’t require permission, but we don’t live in that perfect world. So, most of the time, permission won’t be granted.