Three Keys to Innovation

I had the opportunity to chat with Google’s western Canada director at a tech pitch contest last month, and I asked her how Google manages to keep being so innovative even though they are now one of the largest and most recognized corporations in the world. Her answer made me think “it can’t really be that easy?”, a signal which I’ve learned to pay attention to.

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Inside Google they use Chat and Hangouts (text messaging and virtual meetings) to make all decisions, collaboration, and creation. Nobody sets up meetings for next week if they can help it. They just hop on the existing Google tools (and yes, there are others that do the same thing) and start talking to each other. The default behaviour is face-to-face, the default time is now, and the default ownership is none.

The on-line tools are allow everyone to mark up a project, document, spreadsheet, or slide show. Nobody controls it so everyone can contribute. Your idea may not win, and that’s okay. You may not be the best person to lead or execute that idea, and that’s okay too. But nobody slows down the elaboration, collaboration, or refinement of an innovation. Nobody waits for a meeting, or a mark-up, or a review if possible. It’s all done in real-time, now, and “in-person”.

Of course, because it’s a tech company, they also track how many meetings and how many people take part in those meetings, every day.

The Hard Work: 

Get up and talk to the person you need to talk to. Or dial them up on Skype/Zoom/Hangouts. Or call them. And share the work – give them the pen/whiteboard marker/credit.

I think that last one’s the hardest.

HBRs Tips for Running Virtual Meetings

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