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A startup can use the concepts of hierarchy and originality from Originals to grow by encouraging original thinking at all levels of the organization. The top levels should embrace their role as innovators, while the bottom levels, who often feel they have nothing to lose, should be encouraged to embrace originality. The challenge lies in the middle-management levels, where there is often resistance to change. However, by voicing ideas upward and downward, startups can foster an environment of innovation and originality that can drive growth.
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The top levels of any hierarchy are expected to be different; the bottom levels tend to feel they have nothing to lose if they embrace originality. The hardest level to convince of the need for change are the middle-management levels, where there are strong incentives to choose the tried-and-true default option over the untested new idea. Medina learned to voice her ideas upward, to the top, and downward, to the lower ranks, rather than focus on pitching her ideas to middle managers.
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Learn how innovators and original thinkers across time developed their novel ideas, mitigated risks, persuaded others, and changed the way we all see ...
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