There is so much written about innovation these days, it’s mind numbing. Most of what you read, however, is all about product innovation – and there is very, very little written about process innovation.
Product innovation is something that is discussed as almost ethereal. It is something that comes about through a little bit of magic & wizardry. It’s romantic, intellectual, and fun. It is the thing that enables companies like Apple & Google to push to the forefront of their industries and become the giga-bucks companies other people write books about. It is the Holy Grail of major corporations and startups alike – both are encouraged to go on a quest for the magical, mystical powers of innovation.
Product innovation appears to be the realm of the unexplainable – that the way to go about that business is to assume a muse, or some divine spark is, ultimately, going to descend upon the workers bees and imbue them with the powers of insight and creativity. You have to create innovation space, and adopt managerial styles and practices, that allow creativity to flourish.
Process innovation, on the other hand, is seen as something a little more grungy and foul-smelling. It is the world of brute force and awkwardness, no matter how elegant it tries to become. Process innovation tends to be something that people feel can be learned. All you need to do is study Toyota, or Southwest Airlines, or General Electric and Motorola – and you will soon understand the simplicity of process innovation and be able to apply it easily, right?
The world is littered with great product ideas that could not be produced, as well as with companies that couldn’t sustain their operations long enough to even see the next wave of competitors, much less contend with them. It doesn’t really matter if you have a great idea, but can’t operate the company, and especially not in the long run.
Even Google, which would seem to be a company based on Magic over Might, understands the need for a strong Operational focus in order to achieve the much-sought-after essence of Innovation. Consider this passage from their recruitment site (emphasis added by me):
How we hire
We’re looking for our next Noogler – someone who’s good for the role, good for Google and good at lots of things.
Things move quickly around here. At Internet speed. That means we have to be nimble, both in how we work and how we hire. We look for people who are great at lots of things, love big challenges and welcome big changes. We can’t have too many specialists in just one particular area. We’re looking for people who are good for Google—and not just for right now, but for the long term.
This is the core of how we hire. Our process is pretty basic; the path to getting hired usually involves a first conversation with a recruiter, a phone interview and an onsite interview at one of our offices. But there are a few things we’ve baked in along the way that make getting hired at Google a little different.
How we interview
We’re looking for smart, team-oriented people who can get things done. When you interview at Google, you’ll likely interview with four or five Googlers. They’re looking for four things:
We’ll want to know how you’ve flexed different muscles in different situations in order to mobilize a team. This might be by asserting a leadership role at work or with an organization, or by helping a team succeed when you weren’t officially appointed as the leader.
We’re looking for people who have a variety of strengths and passions, not just isolated skill sets. We also want to make sure that you have the experience and the background that will set you up for success in your role. For engineering candidates in particular, we’ll be looking to check out your coding skills and technical areas of expertise.
How You Think
We’re less concerned about grades and transcripts and more interested in how you think. We’re likely to ask you some role-related questions that provide insight into how you solve problems. Show us how you would tackle the problem presented–don’t get hung up on nailing the “right” answer.
We want to get a feel for what makes you, well, you. We also want to make sure this is a place you’ll thrive, so we’ll be looking for signs around your comfort with ambiguity, your bias to action and your collaborative nature.
How we decide
There are also a few other things we do to make sure we’re always hiring the right candidate for the right role and for Google.
We collect feedback from multiple Googlers
At Google, you work on tons of projects with different groups of Googlers, across many teams and time zones. To give you a sense of what working here is really like, some of your interviewers could be potential teammates, but some interviewers will be with other teams. This helps us see how you might collaborate and fit in at Google overall.
Independent committees of Googlers help us ensure we’re hiring for the long term
An independent committee of Googlers review feedback from all of the interviewers. This committee is responsible for ensuring our hiring process is fair and that we’re holding true to our “good for Google” standards as we grow.
We believe that if you hire great people and involve them intensively in the hiring process, you’ll get more great people. Over the past couple of years, we’ve spent a lot of time making our hiring process as efficient as possible – reducing time-to-hire and increasing our communications to candidates. While involving Googlers in our process does take longer, we believe it’s worth it. Our early Googlers identified these principles more than ten years ago, and it’s what allows us to hold true to who we are as we grow.
These core principles are true across Google, but when it comes to specifics, there are some pieces of our process that look a little different across teams. Our recruiters can help you navigate through these as the time comes.
At Google, we don’t just accept difference – we celebrate it, we support it, and we thrive on it for the benefit of our employees, our products and our community. Google is proud to be an equal opportunity workplace and is an affirmative action employer.
So……these wizards of innovation have a clearly operational focus – collaboration, trust, responsibility, a focus on the long-term, and all of those things emphasized right from the beginning – in the hiring process – to make sure the company is populated with people who allow the organization to sustain its operational focus.
That is the strength of the organization – not it’s magical ability to develop innovative products & solutions, but it’s powerful, day-to-day, operational focus and wherewithal to sustain it. No matter the industry, any organization without a sense of its self and dedication to the every day operational activities of the company, will fail in its quest. Others will out-innovate and pass you by, talent will leave the organization and, at best, you will find yourself an also-ran in the market desperately clinging to a plummeting reputation as you pursue weaker and weaker opportunities until, eventually, the light goes out.