A different skill set is required to create something as compared to improving it. If you are focused on making something that exists better, the focus is on the output. If you aim to develop something new, the effort should be concentrated on the inputs — the people, vision, infrastructure, culture — all those need to be aligned in order to be successful.
Unfortunately, too many organizations are interested in short-term wins and immediately visible results. Leaders want to see quick evidence that can be bragged about — tangible signs that changes are occurring — but in an inaugural effort, those benchmarks often come much later in the process. The real work occurs before any outward changes are seen.
If you’re asked to champion a process to create something new, begin by setting clear expectations about the time it is likely to take. There are no easy ways to innovate or embed adaptive changes in an organization. Don’t let your enthusiasm override your thinking and cause you to believe otherwise.
