Suggestions
Blair Enns
CEO, Win Without Pitching
Blair Enns is the founder and CEO of Win Without Pitching, a sales training organization for creative professionals.346 The company aims to change how creative services are bought and sold worldwide.2 Enns is also an author of three books on selling and pricing for expert advisors and practitioners.34 His most recent book is titled "The Four Conversations: A New Model for Selling Expertise".14
Enns started Win Without Pitching in 2002 to assist creative professionals in securing more business at higher prices without pitching their services for free.4 His selling philosophies and pricing strategies have since expanded to serve expert advisors and practitioners in various professions, including finance, marketing, consulting, engineering, and healthcare.4
Before Win Without Pitching, Enns worked as an advertising professional and consultant.4 He is also the co-host of the podcast "2Bobs: Conversations on the Art of Creative Entrepreneurship" with David C. Baker.47 Enns lives in Kaslo, British Columbia, Canada.45
Highlights
The relationship between #innovation and #efficiency is poorly understood. They are mutually opposable goals, but few in business understand this. And most, when reading these words for the first time, will reject them, as I did initially.
But this idea—what I am calling the Innoficiency Principle—that you cannot increase innovation or efficiency without decreasing the other, is a theme that it touched on in the work of Peter Drucker, Clayton Christensen, Joseph Schumpeter and many others, although none put innovation at the spectrum end opposite of efficiency as directly as I assert it belongs.
Every large company grapples with the question of why innovation becomes more difficult as they scale. Perhaps advertising legend Jay Chiat put it best when he asked of his eponymous firm Chiat/Day, "How big before we get bad?"
With Six Sigma and other efficiency-seeking tools, Jack Welch saved GE, the conglomerate whose name was synonymous with innovation, but he destroyed their culture of innovation in the process and those costs are being borne today.
Culture is at the heart of the Innoficiency Principle and its resulting Innoficiency Problem—the mistaken belief that an organization can increase efficiency without degrading its ability to innovate. The culture of an organization moves from one of high innovation in its genesis to one of high efficiency as it scales. When an efficient organization faces an existential threat, it cannot innovate its way out because it has lost the ability to do so. The culture no longer tolerates the waste—the necessary slack in the system—that is the oxygen of a culture of innovation. The innovators leave in search of smaller organizations where chaos reigns and magic happens.
After initially rejecting the Innoficiency Principle as most do when first hearing it, you will come to see it as a universal truth. You will see it everywhere. In your own business. In your clients' businesses. And, if yours is a creative firm or any practitioner or advisor of ideas and advice, you will see this tension borne out in the relationship between the two organizations.
Perhaps nowhere is this tension between innovation and efficiency more prominent and problematic than in the world of #marketing #procurement, where procurement professionals operate under the illusion that efficiencies can be driven into the purchase of creativity (or innovation) without degrading that which is being procured. They cannot.
I look forward to hosting the discussion on this topic here. For those who would like to go deeper, I have a 3,300 word post I will link to in the comments below.
