10

learnings on

thinking small

for big impact

Big change is in the detail…

When we take on big challenges, like innovation, it’s tempting to jump to big

solutions. But sometimes, it’s the small things that matter most.

Small can mean:

• Relentless focus instead of a broad view

• Input from a few rather than many

• Prioritising a humble approach over a bombastic one

• Valuing the insight of one customer over the data from many

• Creating connections that may otherwise be overlooked

Small is in the detail. And small often requires big thought. But when

creating sustainable systems that support change there is power in small.

Here are ten (tiny) lessons we’ve learned at Wolff Olins

where thinking small can have a big impact.

1. Embrace an attitude of small

To think big, start small. While entrepreneurial

ventures succeed when they do something very

focused very well; large enterprises tend to make

the biggest impact by doing modest things, at scale.

2. For disruptive innovation, create a nimble team

There’s a lot of chatter about making every employee an

innovator. But disruptive innovation isn’t democratic.

The inspiration for moving into adjacent markets or

engaging in disruptive change is the job of a small circle of

people whose talent is seeing the company and the industry

as a system. They could be business heads, analysts,

consultants or members of a specialised innovation team.

3. Engineer connections to catch the best ideas

Simple, but important links between new projects and P&Ls

will ensure success. Innovation wilts in isolation, but an

intelligent, connective layer will allow quick and intuitive

growth. To do this, engage business heads early and often

and create clear paths into existing infrastructure.

4. Choose the right moments for big-storming

Be specific. Crowd-sourcing ideas should not be an everyday

occurrence; it should be treated as a special occasion. Set

people up for success – carefully craft questions that unlock

ideas about the core business that they know best. Be

explicit about rewards for concepts that rise above the rest.

5. Reward individual behaviours that add up to big change

Hire, manage, compensate and promote people to make

them effective innovators. For front-line employees, make

room in their goals for crowd-sourcing challenges, and

measure performance based on how well they adopt new

practices that are critical to progress. For employees in

charge of more ambitious innovation programmes, reward

them for collaborating well on the inside, partnering well on

the outside, taking regular but measured risks, adding to

institutional knowledge and contributing to financial growth.

6. Be open to outside stories

Chances are, some flavour of the problem you’re wrestling

with today has been confronted before, in another industry

or at a smaller scale. Taking cues from the outside world is

hardest for businesses that have grown organically,

around a strong culture. But the effort is worth it.

Innovation can thrive using an analogy as inspiration.

7. Learn from the little guys

Learn from early-stage ventures by working alongside

them. Make equity investments to align their future with

yours. In exchange for exposure to their thinking, help

early-stage companies stress-test their concepts by

introducing them to customers or data and fast-track

conversations with the right leaders within your business.

8. Talk to people

Stories are sometimes lost in big data sets. Cultivate insight

from individual customers and their unique moments of

interaction with your company. Existing customers can be

your best friends in developing new products, services and

business models. Not only are your efforts more likely to hit

their mark, the very act of co-inventing with customers

creates a new kind of engagement and loyalty.

9. Fail small

Set yourself up for repeated failure, but at a small scale.

More times than not, experiments fail. Design around a clear

hypothesis and a precise understanding of what it will cost if

things go badly. If the first part is done right, failure is

unlikely to be absolute. Instead, it will teach valuable lessons

that can be used to make improvements and be tested again.

10. Celebrate small wins

A culture is defined by shared values, norms, rituals and

behaviours, but it draws energy from a rhythm of catalysing

experiences. Shine a bright light on experiments that work, at

any stage, to help employees rally around a shared vision for

where the business is headed. This could be an event, an

exhibit, a video, or even a game. The bravest businesses treat

failure in the same way, observing hard lessons learned well.