Talk is cheap: Moving from platitudes to meaningful results, driving organizational improvement

Confession time. I don’t like the terms “innovation” or “transformation,” despite that they’re part of my everyday vocabulary. In checking with my enterprise customers, I know I’m not alone in this thinking. It’s not that these concepts aren’t real, but they act as crutches in our daily “word salads.” Consequently, these buzzwords often feel overused and vague, losing their impact.

What I prefer is a problem statement. Charles Kettering, an American inventor, famously remarked that “a problem well stated is a problem half solved.” Taking time to define what we’re facing encourages us to dig deeper, understand the root causes, and articulate challenges clearly. By doing so, we can develop more effective and targeted solutions, moving beyond the superficial use of terms to achieve real, meaningful progress, typically organized as prioritized initiatives.

When we anchor innovation with initiatives that have measurable impact, the term regains its significance. It’s not just about coming up with new ideas but also about implementing changes that drive tangible results.

Harvard professor Gary Pisano put forth an interesting view where innovation has two sides—a “light side” and a “dark side.” The light side encompasses all the common characteristics typically emphasized when discussing this topic—tolerance for failure, willingness to experiment, collaboration, and so on. Given the oft-repeated nature of these concepts (going on a few decades now), many of us are understandably cynical when we hear them brought up again.

Pisano makes the point that organizations often overlook the dark side of innovation, which involves the “counterweights” of discipline, rigor, and governance—perhaps less exciting, but still crucial elements. It’s these aspects that often determine success or failure.

According to Pisano: “These [light and dark] traits can sometimes seem contradictory or paradoxical, but the idea of an innovative culture has to be looked at differently. We have to recognize that building an innovative culture isn’t going to be a walk in the park…it’s going to be tough, but if we embrace that, we stand a good chance of getting over some of the skepticism that currently confronts us.”

So, in addition to embracing the big ideas, it’s essential to instill, enforce, and adapt the processes that encourage the right employee behaviors. When considering process implementation, I like to think in terms of tactics—the specific, tangible activities required to enable the desired impact.

Currently, our read-aloud book at home is Orson Scott Card’s Ender’s Game. This classic novel is a good reminder that effective strategy informs your tactics without hamstringing them. Most of this plays out in how the main character, Ender Wiggin, approaches Battle School simulations.

In the story, Ender employs a strategy rooted in knowing his enemy and being disruptive. He then focuses on learning the strengths and weaknesses of his opponents and devises plans that exploit these insights.

Using this framework, Ender employs brilliant tactics during the simulations. For example, in one of the battles, he decides to freeze his own soldiers to use them as shields. This unconventional move confuses the enemy and gives Ender’s team an advantage. This ultimately proves effective and aligns with his broader strategy of being unpredictable. It also demonstrates the importance of autonomy when executing tactical decisions in the moment.

In a business setting, especially a corporate one, it’s easy to lose sight of execution, but its importance cannot be overstated. Without effective execution, there’s no realization. Strategy and tactics must be closely intertwined, and it’s not something that naturally occurs with a simple handoff.

So, what’s next? Now we execute, and like anything else that’s meaningful in our lives, we do it with purpose. Our actions, whether as a leader, manager, or individual contributor, should ideally align with our strategic organizational goals as we understand them. But this is easier said than done, right?  After all, talk is cheap.

Here are three delivery principles that I’ve found to be essential when navigating change and taking steps to “level up” as an organization:

1. Take change management seriously, and that means more than ticking a training checkbox.

As a consultant, I’ve seen significant variance in how organizations approach change management, and it’s frequently an area where we see challenges arise. Effective change management requires a deep understanding of the organization’s unique culture, clear communication, and active engagement with all stakeholders. It’s about creating a structured approach that supports individuals through the transition, ensuring they have the tools and support needed to adapt and thrive in the new environment.

2. Instill data-driven norms in how you measure success and monitor progress.

There are a lot of tools and resources that help in this area, but I’m talking more about mindset and application. Effective organizational improvement isn’t just about having the right tools, it’s also about adopting a proactive approach and building that into the norms you regularly follow. As Sheryl Sandberg eloquently put it: “Don’t wait for a crisis to measure your performance. Consistent monitoring and improvement are the keys to resilience and growth.” Along these same lines, MIT SMR recently made the case that companies who deliberately use AI to design and create more dynamic KPIs enjoy greater situational awareness, stronger ties between operations and strategic outcomes, and improved results overall.

3. Be willing to adjust course and solicit input as you go.

No one likes to change course once committed, which is why agile and SAFe are likely here to stay, as they both afford some measure of flexibility while executing. Regardless of the model you’re following, though, you need to be able to respond to new information and changing circumstances. Actively seeking feedback from team members and stakeholders fosters a collaborative environment where diverse perspectives can enhance decision-making. This iterative process not only helps in identifying potential issues early but also promotes continuous improvement, ultimately leading to better outcomes.

By adhering to these principles, organizations can increase capacity and achieve remarkable results. More importantly, they can surpass their goals by taking actions aligned with their chosen strategy, moving beyond mere talk and sentiment to drive real improvement.

To find out more about how we can help your company drive meaningful organizational improvement, email info@indigoslate.com or complete the contact form below.