When new programmes are introduced, that draw down on the finite energy and effort from those involved without stopping other parallel ideas and releasing resource reserves, we get innovation compression, and a potential weakening of the original ideas.
Therefore, when leading, we should be mindful about what we are clearing away just as much as what we are adding.
We need to lead with a deep appreciation for what is on people’s plates. We need to avoid innovation compression by clearing the way, closing existing programmes and providing people the resources they need to make things work.
It is interesting to consider this alongside Alex Quigley’s post about change in isolation.