Technology changes quickly. Anybody who doesn’t revisit old assumptions and challenge their beliefs is doomed to fall victim to the tectonic movements in the industry we call paradigm shifts.

Innovations in computer technology do not happen in boardrooms where a few old men sit around a table chomping on cigars and make decisions for the industry. Change comes from the crucible of competition where ideas are loved, debated, abandoned, revived, collaborated and implemented.

A young engineer asked me how he could influence change. He was concerned his input would not be taken seriously. Here are five ways you can influence change in your organization esp. above your pay grade.

FUTURE PULL. We are creatures of habit. Even if the current situation does not work very well, it is comfortable and familiar. How many times have you seen folks fall back into old habits? Tim Hurson‘s books Think Better outlines the concept of future pull. In order to inspire change you have to appeal to people’s emotions. Give them a picture of the future so compelling that they must change. A well crafted vision can help escape the strong gravity of the past.

FIND CHAMPIONS. Champions are folks above your pay grade who can help guide your idea through the corporate gauntlet. In the beginning ideas are easy to dismiss. Tom Kelley points out in his book The Ten Faces of Innovation that the worst idea-wrecker is the Devil’s Advocate. This persona assumes the most negative possible perspective while searching for the downside and drowning the idea in negativity without considering an alternative. When your idea is getting flamed by the Devil’s Advocate you want a strong advocate that can step in. Your champion might say this: “Now hang on. We’ve watched our customers suffer with this for too long. A new idea might help them.” or this: “Why don’t we try a pilot project and see if this is something that can work for us”.

SMALL WINS. When assembling a complicated piece of furniture I usually have a moment of self-doubt where I question whether it will come together successfully. If your idea is big and takes too long to implement, it will fall victim to doubt and lack of faith. In order to keep your stakeholders engaged you need to demonstrate steady progress. One way to do this is with small wins. As parts of your idea are implemented invite everyone to participate in a demonstration of progress. Wins encourage wins. Note that I am advocating revolutionary change through steady progress and not suggesting incremental change by thinking small.

REMOVE BARRIERS. When a project grows past a non-trivial size its complexity may overshadow the productivity of the team. To continue to create value for customers two things must happen we must: 1) reduce project complexity and 2) improve team productivity. Traditionally processes are developed in order to reduce project complexity. In his book The Innovator’s Dilemma author Clayton M. Christensen points out these very processes are barriers to change. If you want meaningful change, then challenge processes that add complexity and hurt productivity. Ask questions such as “Is this meeting really necessary?” or “Does this documentation add value to our customers? Could the time be better used to make a great product?”

NUTURE A NEW CULTURE. Change is scary particularly when it is disruptive. Nurture a collaborative environment in order to reduce fear. Be bold and avoid analysis paralysis. Invite skepticism because it is a healthy response. And lastly, realize that nobody owns a monopoly on innovative ideas. Change can come from anyone, anywhere. If not you, who? If not now, when?

photo credit: *MarS