I thought I’d try something new with this post. Something visual. I started sketching with my sharpie and before long I made this.
In this post I want to highlight some of the ways we handle innovation within Distilled. It’s as much an exposing of our system as it is preaching to internal teams within Distilled. Once upon a time we could just innovate all over the place and not worry about it but as we approach 50 people across three offices and time zones we need to think a little bit more carefully.
The essence of Distilled is smart, creative people who excel at getting shit done. Every single person within Distilled generates ideas.
This is an understatement. You could make a comparison between Distilled and a bunch of interconnected neurons firing all at once. Ideas spread uncontrollably through Distilled via gchat, G+, twitter, facebook, email, phone, skype, hangout and memes. There is no way we can put the lid back on the creative explosion. Nor would we want to.
This explosion of ideas is literally the lifeblood of the company. Without them we’d be just like everyone else. We rely on these ideas to drive us forward, hold us accountable and deliver excellence for our clients.
As we near 50 employees across three time zones there’s the possibility of bad ideas and there’s the possibility of too many ideas and too little action.
How do we deal with innovation overload? How do we understand which ideas are worth shipping and which are worth killing? How do we focus on action and ensure we’re producing ENOUGH innovation? Processes!
The whole process begins in the shower. Or on your bike. Having ideas is the first step and it’s important to note that we encourage and cultivate this. Mainly by making memes of each other and sharing them on G+.
This is the step which is one of the biggest changes as we grow from a small company to a mid-size company. We can’t rely on sharing ideas with everyone or we’d all get overwhelmed. So instead grab 2-3 people and give them your idea in elevator-pitch style. What is the idea, why is it awesome, how will we get it done? If all’s well then move to the next step.
MVP or Minimum Viable Product is a crucial concept in the lean startup methodology but I think it applies nicely to any kind of idea. Once you have some excitement and positive feedback of the raw idea itself what’s the best way to bring it to a wider audience? Crucially this doesn’t need to actually be a product. An example of a good MVP would be a wider survey, or a mockup of how the finished idea will look. For best results however you’ll get more bang for your buck if you create something tangible that people can interact with, whether it’s a powerpoint or a webpage the more you can visualize the idea the more accurate the reaction will be.
Data! So you ran the MVP – now it’s time to gather the data. It’s worth thinking about step 4 before you start step 3 – what data are you thinking of gathering? How can you gather it most efficiently? Interestingly here the data can be quantitative or qualitative. You could be gathering opinions from a wider set of people or you could be putting a demo product in front of people and seeing how it converts/performs.
“Formal Review” doesn’t really exist but it’s worth running your idea at this stage past the key stakeholders – whether it’s the sales team, exec team, your line manager or whoever. The point is that hopefully this formal review should be easy and quick at this stage since you’ve already iterated on your idea few times, gathered data and feedback and this step should be a simple manner of minor edits and approval.
SHIP IT! Let’s turn that idea into action. As Steve Jobs once said – “real artists ship”.
That’s the basic process but it’s worth sharing some extra tips and tricks…
“Done is better than perfect” – Facebook has posters with this written on all over their office and it was even mentioned in their S-1 filing. It’s an important concept and the crucial thing to realize is that some ideas require careful launches. But 95% of the time your idea won’t need one. So quit worrying if it’s perfect and just set that baby live! Release it into the wild!
Giving feedback well is a skill. Practice it. When you give feedback you should bear in mind that someone is probably quite attached to their idea. Before you criticize them consider for a second WHY they did it that way in the first place. Also, never ever be “that guy” when giving feedback – always try and provide an alternative solution when you criticize something. This is crucially important, saying “I don’t like it” is not helpful to anyone.
Taking feedback well is a skill that high achievers share. Notice all those iterate loops above? They are necessary to take your original idea and make it better. When someone gives you feedback try and put yourself in their shoes – what is their experience? How did you present the idea to them? Consider the disconnect between the idea in your brain and the idea as it was communicated to them. Remember that there’s definitely something that could be improved about your idea – is this piece of feedback the missing piece?
The Whole Picture In One Image
The obligatory “whole pic” diagram for those who like pinterest. And flowcharts.
Examples of Innovation Within Distilled
To round off the post I thought I’d lay out a few examples of internal innovation within Distilled and how the ideas came about.
A blog schedule. Woop woop. Doesn’t sound particularly impressive or particularly impactful but frankly this has made a big difference. This wasn’t a top down idea – it was generated from within the company, managed voluntarily and keeps our posting schedule frequent and healthy.
We don’t talk about Distilled Labs much. But it’s been one of the most influential and valuable assets we own. It’s a large distributed network of individually-vetted freelance writers. Since it’s initial inception we’ve built out a whole python/google-docs interface to streamline and manage the production of content. The original idea? See above – it was a lightbulb moment that iterated many times. The MVP was a simple email list to go out to all the freelance writers we had on the books. Seeing how effective and valuable that was spurred us to built it out to be more robust and scaleable.
We write a lot of stuff here at Distilled. Some people internally got annoyed at grammatical errors and mistakes so we created another voluntary service internally for QA – anyone can email the group and request a pair of eyes to look at something with a keen attention to detail. It’s another one of those innovations that grows organically from the people that work here and becomes extremely useful.
So let’s iterate! How do you manage innovation?
Tell me how you guys handle and manage internal innovation so that we can improve our process!
Tom Critchlow Tom Critchlow is VP Operations for the NYC office, living in Brooklyn and working in Manhattan. Fiercely curious about most things and passionate about everything.