Make mistakes of ambition not inertia

If you hear the word “Apple”, your first thought will undoubtedly direct you to the device in your hand - a brand so popular that it has even displaced the fruit on any web search engine. However, if you hear the words “Apple” and “Newton” in the same sentence, your first thought will probably be gravity. Many of us might not be familiar with Newton - one of Apple’s first products in the Personal Digital Assistant space and one that is referred to as a ‘prophetic failure with a lasting impact’. Some might say the product was ahead of its time, while others would cite the many functionality challenges as reasons for its failure. However, it was ultimately a pioneering mistake, but the thinking and effort behind it lives on even today - a computer that fits in your pocket!

We’ve said it all - “fail fast”, “learn from failures”, “own your failures”, but we have also been conditioned to fear failure. Within the context of a world in flux, this fear cripples much needed ideation and innovation - it halts progress. Leaders are conscious of the constant need to adapt - this means continually reassessing what it is they fundamentally do and how they do it. It is not just about thinking big, but differentiated thinking to solve problems which may not even exist today but most certainly will tomorrow. In this equation, taking away the stigma associated with mistakes could be the secret ingredient. Why not shift our perspective from viewing mistakes as ineffectiveness, to learning opportunities?

However, not all mistakes are of the same nature, and should not be treated equally. There are two parts to it - mistakes from action and the mistake of inaction. The former stems from an aspiration to do more, to push the boundaries, to pursue innovation, to step out of our comfort zones, to forge meaningful partnerships and create new-age solutions. Whereas the latter comes from procrastination, a reluctance to adapt and fear of the consequences that come with failure. In this regard, I believe there are four key areas which need to be addressed.?

1. Change over complacency: With transformation becoming imperative for organisational sustenance, businesses need to actively evaluate the areas where they need to re-pivot. This is not just limited to their internal operations, but as much about the products and services they deliver. Over the last few years, we witnessed the vulnerability of supply chains, and how technology can revolutionise traditional processes. Using automation and predictive analytics, organisations can enhance agility and develop a competitive edge. Embracing change is a crucial enabler in navigating an increasingly uncertain landscape. Every change might not create the desired results, but not making an attempt would be fatal.?
2. Investing in tomorrow over reliance on yesterday: What worked yesterday may not work today - customer expectations are changing and market dynamics are shifting. For organisations looking to achieve exponential growth, ‘business as usual’? is not enough - leaders need to seek out emerging areas of importance, and pursue the right investments. Today, ESG compliance has moved to the top of boardroom priorities, and leaders need to consciously allocate resources towards more sustainable practices. Likewise, with cyber threats looming, investing in stringent risk management is an absolute necessity. Some investments would create value, and some would protect against value erosion.?
3. Backing each other over undermining each other: Trust is a foundational factor for every organisation. It fosters deep relationships, drives accountability, and cultivates a strong sense of inclusivity. This in turn establishes better cohesion and higher morale for teams to look beyond their own areas of responsibility. For instance, the onus of leveraging digital transformations does not rest with just the tech teams, but requires buy-in from the wider organisation. While constructive criticism is valuable for refining strategies, merely being critical without active participation and engagement can impede progress. It is a shared responsibility to drive the success of digital interventions and as much a shared responsibility to course correct if needed. Leaders need to actualise a culture that does not dwell on finger-pointing and criticism, but focuses on collective problem-solving.
4. Security over ostracism: With multiple generations under one roof, organisations are working towards striking the right balance between legacy know-how and new-age skills. Workforce transformation is a step towards bringing these worlds together to create value. This often creates a divide between seasoned team members and newcomers, emanating from competitiveness and an underlying feeling of insecurity. Leaders have a responsibility to create a sense of immunity, and a strong sense of community - to ensure that teams are supporting each other and working together, rather than in silos.?

Every mistake results in an outcome - mistakes from action teach, but the mistake of inaction creates a false sense of comfort. This means that leaders have a responsibility to change the narrative, and create an encouraging environment devoid of fear, and the freedom to think differently. Every action, including inaction comes with a varying degree of risk, the biggest mistake is not making the effort to identify the risks that are worth taking.?