The haunting truth of "Knowledge is Power"

I'll never forget my primary school's motto: "Knowledge is power." ?Back then, as I wore my little blue uniform with that emblem on my chest, I didn’t truly grasp its significance. It wasn’t until I started leading teams on the quest to tackle real-world challenges that the motto really hit home for me.

Maybe it’s because that phrase has echoed in my mind for decades, but I have to admit, I find it incredibly frustrating that some leaders just don’t see the value of investing in knowledge - especially new knowledge. It's like they’re missing out on a secret weapon that could propel their organisations forward.

Let's be clear: in an era where technology evolves at the speed of light and global events impact local operations in real-time, staying current isn't just advantageous - it's essential for survival. It's not about hoarding information; it's about constantly seeking new insights, challenging our assumptions, and applying what we learn in innovative ways.

Let me share some real-world stories to illustrate my point, starting with how giving people room to innovate can lead to groundbreaking results.

?If I think about fostering innovation, Google immediately comes to mind. Remember their "20% time" policy? That little initiative gave us Gmail, Google News, and AdSense. And they're not alone in this thinking. Over at 3M, their similar "15% culture" birthed the ubiquitous Post-it Note. Imagine if their bosses thought people come to work to be "productively" engaged in the tasks they've been given!

Now, I can already hear some of you saying, "But we're not Google or 3M. We can't afford to let our employees 'waste' time on pet projects." To that, I say: can you afford not to? In today's fast-paced world, innovation isn't a luxury—it's a necessity.

?And with that smooth segue to the topic of innovation, let's talk about the power of collaboration, particularly with academic institutions. Take the famous story of IBM's partnership with the University of Michigan. This collaboration didn't just result in incremental improvements - it led to the development of TrueNorth, the world's first brain-like computer chip.

That's the kind of breakthrough that happens when you combine corporate resources with academic freedom and youthful creativity.

Collaborating with universities isn't just about tapping into a narrow area of academic expertise - it's about accessing a treasure trove of diverse disciplines and fresh perspectives. When we partner with universities, we're not just working with engineers or scientists. We're connecting with social scientists, environmentalists, economists, you name it. It's a smorgasbord of knowledge that can spark innovation in ways we might never have imagined.?

But the thing that excites me about these partnerships, is that we get to work with young, bright minds that aren't yet constrained by corporate rules or "the way things have always been done." These students and researchers are free to explore the art of the possible, unencumbered by the limitations we often impose on ourselves in the corporate world.?

Now, let's shift gears and talk about one of my favourites - Elon Musk. Love him or hate him, you can't deny the man's commitment to continuous learning. His journey with SpaceX is a perfect example of how self-directed learning and questioning the status quo can revolutionise an entire industry.?

When he started the company, he knew next to nothing about rockets. Of course, he didn't let that stop him. He did what any curious, determined person would do – he hit the books.

He's famously quoted as saying,

"I read books and talked to people. I mean I literally learned rocket science by reading books and asking people questions."

And Elon being Elon, he didn't just learn the basics. He dove deep, questioning everything, including industry standards that had been accepted for decades. We know now that it was his First Principles approach that led to the, until then, unthinkable concept of reusable rockets.? We also know now that this little breakthrough ?dramatically reduced the cost of space exploration.

What I love about this story (and Elon in general) is that it shows the power of self-directed learning and the importance of questioning the status quo. He just doesn’t ever accept "that's how it's always been done" as an answer. He actively looks for new knowledge and fresh perspectives that can revolutionise an entire industry.?

You might be thinking, "That's all well and good for tech companies and billionaire entrepreneurs, but how does this apply to my industry?" The truth is, these principles of continuous learning and innovation are universal. Whether you're in manufacturing, services, or yes, even utilities, the need to adapt and evolve is constant.?

The point is, when we create space for learning, exploration, and cross-pollination of ideas, we're not just developing our people – we're investing in our organisation's future. Whether it's through dedicated time for pet projects, university collaborations, or encouraging employees to challenge the status quo, the written in stone industry standards, the hitherto untouchable old boys’ wisdom, the payoff can be beyond our wildest dreams.?

So, the next time someone asks your permission to send a team member to a conference, collaborate with a university, or give their team time to explore and learn, remember these stories.?

Why? Well, firstly, because the pace of change in our globally connected village means that what worked yesterday might be obsolete tomorrow. It may also mean that what we’re spending scarce resources on figuring out may already exist somewhere else.? Continuous learning isn't just about improvement - it's about relevance.? It definitely isn’t a nice-to-have, it’s a do-or-die imperative.?

Leaders who fail to encourage active and deliberate outside-in learning, are doing a disservice not just to their teams, but to their entire organisations. They're essentially choosing to operate with blinders on in a world that demands panoramic vision.??

The mindset required is simple - we need to stop viewing learning initiatives as optional extras and “low-hanging fruit” for cost cutting.? What we need to do, is -?

1. Budget for outside-in learning and experimenting as rigorously as we do for other operational costs.
2. Make participation in outside-in learning experiences a key performance indicator for all staff – yep, all staff, at all levels.
3. Lead by example - actively participate in and championing outside-in learning initiatives.
4. Create an environment where curiosity is celebrated and continuous improvement is the norm.

The world isn't slowing down. Technology will continue to advance, global connections will deepen, and the challenges we face will grow more complex. The organisations that thrive will be those that prioritise adaptability, curiosity, and continuous learning.

As leaders, the choice is clear: invest in knowledge creation and continuous learning, or risk becoming irrelevant. Simple.

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