INNOVATION always calls for thinking in a new and different way. R. Buckminster Fuller challenged us to meet this call: "People should think things out fresh and not just accept conventional terms and the conventional way of doing things."
I was blessed with a "pioneering spirit" and consequently, my journey has been one that continues to collide with other "innovative spirits." In each case, no matter what the INNOVATION call, opening new paths always draws out a strong belief in what is possible: An act of faith.
In my book, Putting Our Differences to Work: The Fastest Way to Innovation, Leadership, and High Performance (Berrett-Koehler 2008), one story in particular highlights the power in this essential act of faith. The great thing about stories is you can revisit them over and over again to learn something new. This is, in part, an excerpt from my book, mingled with some new thoughts in reflection...
HP Common Thread 2.0
The following story shows how organizing was an act of faith for a small team of people-focused innovators at HP. It was the ultimate putting our differences to work project. The initial aim was to forge a new virtual path across the company, in record time, with big ambitions of creating an influential Web-subscriber-based vehicle to connect employees at all levels in a personal way to HP’s leadership team, their culture of innovation worldwide, and their commitment to diversity and inclusion throughout the world.
The HP Common Thread core team for the mission was tiny—three, to be exact. It was headed by then Director, Diversity Awareness Solutions, joined by HP's Director, Culture and Engagement, and a Diversity Project Manager. I had the privilege of being invited to team up as a creative partner, bringing my outside perspective from building the Global Dialogue Center community. Together there was an intentional blend of inside and outside differences with unique knowledge, know-how, and strengths that everyone brought to the table. The HP Director described it this way: “We were able to bring an idea to life, because we ultimately respected the differentset of talents that each brought,” reflected Barbara Hopland. “We learned differences can cause initial conflict and sometimes misunderstanding in the midst of a lot of creative drive, especially when the pressure is on. What made it work well was that we all had the courage and conviction to mission to keep our focus on achieving results, for and through the people of HP. This brought out the best in all of us.”
It was true that none of us knew exactly how the work would unfold or even how to classify what it was at first so that sponsors, leaders, and employees would grasp its value and find it personally meaningful. So for lack of a different term, we initially called it a “news digest." As we worked in partnership with HP employees around the world, they helped everyone see it was much more than it's original idea.Through their willingness to participate and share their ideas and stories, it became a:
• virtual peer-to-peer global development experience;
• professional and leadership development resource;
• place for ongoing dialogue with senior leaders and HP innovators;
• “town hall” for sharing best practices, insight, and opinion;
• resource for outside perspectives and innovative new thinking;
• vehicle tapping into creative ideas for responding to a dynamic marketplace;
• virtual stage with an open mike;
• giant blog with many contributing authors;
• virtual gathering place.
In March 2006, HP’s Common Thread was launched in partnership with HP’s employees across the world, joining together to tell their stories and transfer knowledge business to business in ways never imagined. There was meaning behind the name Common Thread that resonated across the world: “The name symbolizes our undeniable link across businesses, cultures, differences, and distance. Together, we make up HP’s global team. Each one of us plays an important role in our success.”
In its first year, over seventy senior leaders and members of the executive team contributed personal features and offered their sponsorship and encouragement. Scores of HP employee contributors showed up, excited to share their best practices, success stories, as well as editorials on key topics, like the need to “think globally.” They also coached, mentored, and worked together in virtual town halls, offering their expertise and global perspectives on a wide range of business issues. In the spirit of mutualism, the Global Dialogue Center’s thought leaders brought in outside perspectives via mini podcasts, self-learning exhibits, and tips for “learning on the go” to complement Common Thread’s business-focused themes, such as the power of collaboration, discovering meaning in your work, and the culture of innovation.
RESULTS ACHIEVED
Common Thread today, like all of us, has had to adapt and change, as we envisioned. The goal for it from the start was to create enduring content that would morph itself with the changing needs and challenges of HP and employees across the world. After the initial experience, we know the possibilities are truly limitless.
Our ACT OF FAITH was celebrated at HP Common Thread’s one-year anniversary was celebrated with more than 160,000 subscribers. I have a memento that hangs in my office of that glorious moment in time that all INNOVATOR's know. Barbara Hopland described the victory this way:
"I will always remember the feeling of opening up the letter from California that the team created to celebrate our first year—and seeing in print the words “HP Common Thread—Results Achieved!” on a small laminated sign. It hangs in my office and is a symbol and reminder that anything is possible when you believe in your idea, have a talented team, and execute with precision."
What ACTS of FAITH are calling you?
What lessons can you take with you from this Common Thread story keep you motivated?
Warmest regards to all that stop by. I welcome your thoughts.
Debbe
Debbe Kennedy
founder, President and CEO Global Dialogue Center
and Leadership Solutions Companies author, Putting Our Differences to Work
The Fastest Way to Innovation, Leadership,
and High Performance (Berrett-Koehler 2008)
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