One of the things I have found while working to create our case competition on climate change, iQnite, is that there is a big difference between outrage about something and passion for doing something about it. Just because you’re outraged about something doesn’t mean that you want to take real action towards doing something about it. Far from it.
While it is easy to find people who are outraged at climate change – just think about FridaysForFuture – it is super, super hard to find people, who are actually passionate about wanting to do anything about it. And it is understandable; protesting is easy, fixing things are hard. Yet the contrast couldn’t be starker.
The way to find the right people seems to be to get personal. Find the people that they talk to on an everyday basis and have them endorse what it is that you are trying to do. That increases the odds of getting people out and getting them committed. Just random trying to get people together and turn their outrage on social media into action won’t make a dent of a difference whatsoever.
For me as an organizer it was an amazing event. When you do something like this for the first time, you are always a bit nervous how things are going to turn out. How many people will sign up? What will their profiles be? What are their ideas about? And how many will actually show up and do the work?
We had set ourselves a goal of getting 8-10 great teams or projects into the main competition. We ended up with 9, which is super. They are very diverse both in focus, industry, background, experience and so on, and it is truly a great experience to get to work with such a great bunch of people looking to drive change.
Yesterday we closed the submissions for our “iQnite Case Competition on Climate Change” with close to 60 dedicated and passionate challengers signed up for the task of trying to create new innovative solutions to tackle climate change.
I am blown away by the richness of ideas and the profiles of the people participating. It took a lot of effort and hard work to get the word out, and we have definitely learned a lot in the process. But it was totally worth it. On the other hand, I am slightly baffled that for all the talk about the need to do something more related to climate change, there weren’t more who were willing and/or able to step up to the plate and actually make an effort.
Next up is planning for the first of two bootcamps. It will take place on November 15-16, and it will be a real challenge to do a programme that fits with the diversity of ideas, industries and backgrounds of the participants. But it is all part of the fun and the experience. So bring it on!
Some people might need a guide to sourcing disruptive ideas. For the rest of us, we all – I bet – are painfully aware of where we tend to have our most bright flashes or epiphany moments.
For us it is more a question about being able to capture them than to get to them in the first place. I for one am one of those people that tend to get ideas in the shower, and it is not always that practical, when you know you need to jot something down now, before you forget the train of thought, when you’re all covered by soap, and the water is running.
Where do you get your most inspired moments? And what do you do to safe them for eternity? And when you save them, what usually happens afterwards with them? Do you act on them? Why? Why not? And how do you make the distinction? I am curious to know.
It’s popular to say that it is easy to get ideas. And it is true: It is easy. But more often than not the people saying those exact words are the ones who at the end of the day manages the status quo because they are either empty of ideas, or because they are affraid their ideas will only attract ridicule. Best not get any then.
Wrong! Ideas should always spring to mind, as there are always things that can be improved. The trick is to get relevant ideas. So how do we get there?
First of all, we know our market, our customers and the forces that drive them. A lot of it is culture based on habits, and those things are hard to change. So better know them. Deeply. Second, we always assume an idea is less relevant to begin with and needs to be tested to increase it’s relevance score. We do that through experiments. And thirdly, we borrow from other known structures, incentives and what not from across industries to make sure that through the validation of the idea, it both stays relevant and adds a take to it that differentiates us from our competitors.
That is how an idea becomes relevant, stays relevant and – with a bit of luck – adds a differentiated feel to it that will help fuel its success.
Just because ideas can be hard to turn into something concrete, it doesn’t mean you should stop having them. There always should be – and there always is – room for the bright idea.
What you could do however is to stop thinking about the quantity of ideas you could have and focus all your energy of the outcome, you want to achieve.
If you have a great – sorry – idea about the problem you’re trying to solve and where you want to take your company down the line, you need fresh ideas. And chances are the ideas you will get by having a sharp focus on the outcome will be both relevant, valuable – and absolutely worth pursuing.