Encouraging Innovation In "Enterprise Zones"

Across every sector of this economy, people are dreaming new dreams about how to create organizations and movements that are vital, sustainable, purposeful and reproducing. Here's a voice from within the mainline church who argues for "enterprise zones" where new ideas could turn into experimental projects and processes for the sake of figuring out how to be and do church in this new century. The author references one of our favorite bloggers, Seth Godin, as he writes about the value of creating space where "pilot projects" can take place:

Such pilot projects provide a way forward for denominations that are “stuck” without creating the risk of massive destabilization or fracture. By being self-contained, the experiments are less threatening to the existing institution than different new “churches” that suggest a new model for others. Of course, experiments do suggest new models, but providing an enterprise zone allows them to take risk and grow without directly threatening the status quo. 

The new models can later be absorbed into the mainstream once they are proven, rather than stamped out before they are tried because they are risky or misunderstood.

Read the rest of this article here. And consider using "enterprise zones" in your business, whatever that business happens to be, as a way to encourage creativity and innovation without threatening the status quo too soon. (Obviously, the end game is to turn the status quo on its ear. But let's just keep that little secret between us!) By calling the new things you're trying "experiments" and keeping them set apart from the everyday, everyday of your business, you just may be able to introduce change with as little resistance as possible, for as long as possible. And it'll protect the innovators in your midst. 

Anybody out there have any hands on experience using something like "enterprise zones" in your organization or movement? How'd it go? 

Comments

[Don McClure]

Perhaps we can learn from technology start-ups especially internal "business incubators" where large companies allow small groups to break the standard rules so as to encourage new ideas/products. Most successful incubations share a strong champion (the person who will do almost anything to make the idea happen) and a strong sponsor (who has the authority to protect the champion and (some of) the resources (people, dollars, equipment, etc) to enable the effort to get a fair start.

It should also be noted that it is rare for the champion to be successful in start-up and continue in the "maintenance" mode after "success" has beed achieved. The attitudes and apptitudes needed are seldom the same. So if we think of the champion(s) as the one(s) who give birth to the infant, they need to remember that the goal is to train the child to be independent. Not being able to cut the apron strings is often a major failure more for start-ups.