Driving Innovation in Small Business Teams

Sometimes, finding a compelling problem instantly inspires possibilities. Other times, crickets. Rather than waiting around for lightning to strike, we recommend that teams take a more proactive approach, and deliberately provoke their own imaginations. One of the most effective, powerful, and fun tools we have created for such self-provocation missions is what we call “Analogous Exploration.” Building upon the extensive research demonstrating the power of unexpected new combinations, we encourage folks to seek radically unexpected sources of inspiration to provoke their thinking. This means not only leaving the room, and not only leaving the building, but also leaving the industry and the conventional definition of “competitor set” behind. Analogous Exploration is not benchmarking. One early application of this radical tool was with a struggling Semiconductor Company whose sales organization had been refined over time to cater predominantly to its largest customers (who ordered hundreds of millions of units annually). The company’s senior leaders felt they needed to “reinvent the customer experience for smaller customers,” and asked for our help. (Story too long for LinkedIn tldr: they instituted a radical new information-sharing agreement with their largest distribution partner, which they believe is one of the largest supply chain innovations in their industry in the last 50 years.) The COO of the company jokingly confided later that they had been watching the competition closely… but the competition didn’t know how to solve their problems either! By deliberately seeking out unexpected sources of inspiration, the organization was able to jump-start revolutionary innovations that serve the smaller businesses every bit as well as they already did the large customers. Getting out of the box like this will not feel efficient. But it is effective. We have since seen Australian financial services organizations glean insights for how to establish trust with new customers from a barber shops & tattoo parlor (those are fascinating stories), Israeli tech companies learn from farmers’ markets, New Zealand fisheries take notes from prominent tea purveyors and bespoke coffee shops, and Japanese conglomerates attracting top-tier millennial talent based on insights from a rock climbing studio and a belly dancing instructor. Despite their differences, one critical commonality among each of these environments is that the teams positioned to solve the newly-defined problem lacked the requisite inputs to trigger fresh ideas. Imagination is fueled by fresh input, and yet all too often, teams are stuck in a conference room, post-it pads in hand, banging their heads against an all-too-ironically spotless whiteboard. Analogous Exploration is a tool to help folks get out of their context on purpose, with intention, to come back with the inspiration they need to fuel fresh thinking.

When I took on my second Head of Innovation role, I inherited a team that had been operating for two years with virtually no connection to business units. They'd produced fascinating prototypes. But they solved problems the business didn't have. They couldn't be deployed within the technical architecture. Few projects had a business sponsor. The team was talented. But they'd never stepped back to design how they operated — who they served, what problems they were solving, how they'd demonstrate impact. I've since developed a simple tool to avoid this trap: the Innovation Team Model Canvas. It's inspired by Strategyzer's Business Model Canvas, but focused on the specific questions innovation teams need to answer: → What problems are we actually hired to solve?  → Who are our early adopters?  → What activities should we focus on?  → Do we build, buy, or partner for key capabilities?  → How do we know if we're succeeding? Your first draft will have gaps — this is the point. It makes your assumptions visible so you can test them. You can download it for free. Link in comments 👇 #InnovationTeams #InnovationStrategy #BusinessModelCanvas #InnovationLeadership #OrganisationalDesign

Want Innovation? Make it Safe to Fail. A team has a solid idea. It could improve a core process. But they sit on it. Why? They know that if the experiment fails, their performance review will suffer. The project will be labeled a mistake, and their careers will stall. This is the silent killer of innovation. We say we want new ideas. We hang posters that celebrate bold thinking. But our operational systems often tell a different story. They reward predictability and punish failure. This creates a culture of fear where the safest path is to do nothing new at all. The antidote is not another motivational speech. It is a change in your operating model. You must build a "fail fast, learn, and repeat" mindset directly into your business processes. Give teams official permission to run small, controlled experiments. Formalize the act of testing assumptions. This transforms experimentation from a rogue action into a core part of your business strategy. When you do this, you redefine failure. An experiment that does not work is no longer a mistake. It is a data point. It is a lesson learned cheaply and quickly. This iterative process of testing and learning is the real engine of growth. How do you permit your teams to learn from failure? Let's discuss with Digital Transformation Strategist how to remove this punishment culture.

Most leaders kill innovation without realizing it. The wrong metaphor is the reason: When I was head of Satya Nadella’s innovation team, I faced this challenge every day: How do you make space for innovation today not just “someday”? If your mental model is horizons, you put innovation into the future. And the future never comes. If your mental model is tracks, you can run the business and change the business in parallel. That’s how I won CEOs over to a model of continuous innovation. This is what transformation leaders know that others don't: – Track #1 (Run the Business): sustaining innovation = ~10% growth at best – Track #2 (Change the Business): disruptive innovation = ~70% cumulative growth (HBR) Once leaders see this, it clicks: Innovation isn’t a side lab, a fringe bet, or something “out there.” It must be built into the rhythm and rhyme of the business. Continuous innovation is the backbone of new value creation. Instead of deferring new ideas, bring them into today: – Run small business experiments now. – Validate value early and often. – Talk about new business models alongside the current one. The smartest thing Satya asked me to do: Bring him new business models — today, not tomorrow. That’s what gave our leaders a fighting chance for the future. Metaphors matter. What metaphor is shaping how you lead innovation? Follow for battle-tested lessons on innovation, leadership, and growth.

Client: "We need to innovate faster." Me: "When was the last time you left work before 7pm?" Client: "What does that have to do with innovation?" Me: "Everything." Here's the pattern I see: Leaders working 60-hour weeks on innovation initiatives that stall. Teams burning out trying to compensate for broken systems. Families suffering while business results plateau. The connection they miss: If you can't innovate without working nights and weekends, your process is broken. If your team needs you in every decision, you haven't built capability. If projects only move when you're in the room, you're the bottleneck. What we actually fix: Not just innovation speed. Innovation sustainability. We build systems where: Teams validate ideas in days (without you) Decisions happen without approval bottlenecks (without you) Projects accelerate when you're not in the room (without you) The result: Better business outcomes. Healthier teams. Leaders who make it home for dinner. Innovation isn't about working harder. It's about building systems that work without breaking you. Your innovation problem isn't just business. It's your life telling you something's broken. What would have to change for you to work a 40-hour week?

Small teams = big impact. In marketing, the spotlight is often on the macro: big teams, big budgets, big campaigns. Here’s the truth: micro teams of 1–3 people can be just as powerful. I know this firsthand. I’ve been in that seat, wearing all the hats — strategist, designer, campaign manager, and more. It’s a challenge, sure, but it’s also where creativity, focus, and resourcefulness truly shine. I also know that small teams bring incredible value. I’m so passionate about this that it has become one of the driving forces behind why I founded Six Dots. Helping lean teams unlock their potential and make meaningful impact is at the heart of what I do as a growth advisor and fractional CMO. The key to success? Structure and focus. Small teams thrive when workflows are clear, roles are well-defined, and efforts are prioritized. Without these, it’s easy for things to slip through the cracks — but with the right foundation, lean teams can achieve extraordinary results. Here’s what I’ve learned from thriving in small teams, and now help my clients achieve: 1️⃣ Establish workflows and clear roles → Clarity eliminates inefficiencies and keeps you on track. 2️⃣ Prioritize what drives the greatest impact → You can’t do it all. Focus on what matters most. 3️⃣ Leverage smart tools and partners → The right tools and trusted partners let you scale your efforts. 4️⃣ Embrace opportunities to think beyond the box → Small teams often lead the way in supporting sales, improving CX, or even influencing product development. 5️⃣ Showcase wins early and often → Success breeds momentum and builds trust in marketing’s value. You don’t need massive budgets or headcounts to deliver measurable results. With clarity, focus, and the right strategies, you can drive growth, innovation, and long-term success. 👉 Agility and resourcefulness often beat size and scale.

What’s the key to freeing up my team’s time for innovation and big-picture thinking? Years ago, our M&T teams were stuck in a cycle of repetitive tasks, reinventing the wheel with every project. It was like living in a perpetual groundhog day. This constant grind drained our energy and stifled creativity. The turning point? Automation, integration, and a focus on systems. Here’s what we do now: 🔹 Automate the routine: We use tools to handle repetitive tasks, freeing up our team for more strategic work. 🔹 Build frameworks: For tasks we repeat more than three times, we create templates and train the team to use them. 🔹 Integrate systems: We streamline communication and data flow by using unified communication and collaboration platforms. 🔹 Cultivate flexibility: We remove routine burdens by building systems that empower teams to focus on new ideas and foster a culture of innovation around system development. A systems-driven approach isn’t just about efficiency—it’s about giving creativity the space to thrive. The future is bright when driven by innovation, not routine. Curious how much of this approach is being used across other marketing teams?

Change doesn’t have to start with a grand plan. Sometimes, it starts with just three words: "Run the experiment." At Menlo Innovations, this simple phrase has shaped our entire culture and our approach to projects. Using these words teaches teams: —> You don’t have to fear mistakes. You learn from them. Make mistakes faster! —> Progress doesn’t come from endless debate. “Take action” over “take a meeting” Try stuff. —> Good ideas can come from anywhere, not just the top. Leadership is a mindset. Internally, "run the experiment" has become second nature to our team. We use it to: Test new ways of working Solve challenges we didn’t anticipate Adjust our practices as our business evolves And it doesn't stop at our front door. We’ve taught this mindset to our clients. Many of them have now adopted “Run the Experiment” inside their own teams, using it to spark innovation, build trust, and move faster with less fear. When experimentation becomes part of everyday work: ✨ Fear gives way to curiosity. ✨ Bureaucracy gives way to momentum. ✨ Trust grows—because people are trusted to think, try, and learn. Human energy lifts. Over time, "run the experiment" becomes more than a phrase, it becomes the heartbeat of a joyful, innovative organization. If you want a culture that adapts, grows, and thrives, start by giving your team permission to experiment. You might just discover a better way forward—and a more joyful one, too.

Innovation isn't just about funding or flashy initiatives—it's about culture. Want your company to innovate like a startup? Here's your ultimate checklist to drive meaningful change: ✅ Embrace Risk & Reward: Create an environment where bold ideas are celebrated, and failure is seen as a step toward success. Google’s 20% rule brought us Gmail—what could yours achieve? ✅ Foster External Partnerships: Collaborate with startups and VCs to spark fresh ideas. Programs like Johnson & Johnson’s JLABS are proof that partnerships drive breakthroughs. ✅ Streamline Processes: Overcome bureaucracy and empower small, agile teams to move fast. Think Amazon's Two-Pizza Rule. ✅ Rethink Training: Replace traditional programs with real-world, entrepreneurial approaches like GE's FastWorks. ✅ Lead the Change: Innovation starts at the top. Don’t let initiatives become “innovation theater.” Show your team it’s safe to experiment, learn, and succeed.

Innovators, Design Thinkers and Change Agents: Check out 5 ways to overcome resistance and get management buy-in for innovation … In my role as facilitator of more than 100 innovation projects, our teams ran into the following seven obstacles while trying to get management buy-in: 1. Fear of Failure: Top managers fears that embracing innovative ideas could lead to failure, jeopardizing their reputation. 2. Lack of Resources: Top managers reject ideas due to a lack of available resources, such as time, money, and manpower. 3. Misalignment with Strategic Goals: Top managers prioritize projects that directly contribute to the company's bottom line or long-term vision. 4. Lack of Understanding: When top managers struggle to comprehend the potential benefits or implementation process, they reject the ideas out of ignorance or uncertainty. 5. Overemphasis on Short-Term Results: Top managers focused on short-term results may be hesitant to invest in projects that may take time to yield tangible outcomes. 6. Lack of Trust: Without a track record of success or a proven reputation, your ideas are met with skepticism or dismissed outright. 7. Organizational Politics: If an idea threatens the power dynamics or interests of influential individuals, top managers may reject it to avoid conflicts. In practice the innovation project teams I helped, applied one or more of the following practices to gain acceptance for innovative ideas: 1. The Perfect Elevator Pitch: Craft a concise and compelling pitch that clearly communicates the value and potential impact of your idea within a few minutes. An essential, but often overlooked, part of it is dedicated on how you are going to mitigate the risks while implementing your new solution. 2. Build a Strong Network: Foster relationships with influential individuals who can advocate for your ideas. Collaborate with like-minded colleagues. You should start innovation by creating your “Innovation Alliance", long before you start your projects. 3. Start Small Experiments: Instead of proposing large-scale changes, begin with smaller, manageable projects that demonstrate the value and feasibility of your ideas. Follow a "Micro-Innovation Approach”, in which experimenting plays a key role. 4. Gather Data and Evidence: Conduct thorough research and gather data from your small scale experiments to support your ideas. Quantify potential benefits, cost savings, or competitive advantages to strengthen your case. Build a "Data-Driven Innovation Strategy." 5. Start to WEnnovate: Getting - and keeping management buy-in is a crucial successfactor. That’s why you should not Innovate but WEnnovate, connecting people from all relevant departments in your team. Put top management in a role of “Innovation Godfathers." Apply these strategies effectively, increase your chances of success and will help you in creating a culture of innovation within your organization. #innovation #wennovation #cultureofinnovation #keynotespeaker