Ask Dumb Questions, Embrace Mistakes — and Other Lessons on Innovation | Dave Raggio | TED

Summary

In this insightful talk, an accidental intrapreneur at Intuit shares key lessons learned while building an initiative from within a large company. They emphasize the importance of socializing your vision early, listening to others to avoid costly mistakes, and understanding the high stakes of corporate innovation. By reflecting on their journey, they offer valuable advice for anyone looking to build something new within an organization, underscoring the balance between speed, collaboration, and careful decision-making.

Takeaways

• 😀 Intrapreneurship involves being an entrepreneur within a larger company, which can lead to unexpected opportunities and growth.
• 😀 Socializing your vision early with colleagues helps secure support and avoids having to start from scratch when the project grows.
• 😀 Building human connections through informal settings (e.g., coffee breaks or happy hours) can help create trust and alignment within teams.
• 😀 Listening to feedback is crucial; those you see as blockers may actually be helping you avoid costly mistakes.
• 😀 Embrace 'dumb-question' sessions as a way to ensure everyone understands the key concepts and details, especially when you're outside your area of expertise.
• 😀 Overconfidence in your own knowledge can blind you to crucial insights from others—humility and openness lead to better decision-making.
• 😀 The stakes within large organizations can be high, as decisions affect not only your project but also the company’s reputation and customer trust.
• 😀 Every decision you make must consider the broader impact on your company and its stakeholders—responsibility is key.
• 😀 Working within a large organization means balancing speed with process—sometimes slowing down ensures a better outcome in the long term.
• 😀 Leaning into the existing systems and structures within a company can help you leverage expertise and resources to refine your project and ensure success.

Q & A

What does it mean to be an 'intrapreneur' and how did the speaker become one?

An intrapreneur is someone who acts like an entrepreneur within a larger organization. The speaker became an intrapreneur at Intuit when, in 2020, they started working on marketing and advertising for QuickBooks, but saw an opportunity to create a new initiative that could help small businesses and benefit Intuit. This led them to propose and eventually develop the idea within the company, even though they hadn't planned on it.

What was the first mistake the speaker made in their intrapreneurial journey?

The first mistake the speaker made was failing to socialize their vision early enough. They initially kept the project in the shadows, thinking that working with a lean team and avoiding bureaucracy would help them move quickly. However, as the project grew, they needed support from other teams, and without early buy-in, it slowed down progress.

How did the speaker address the lack of support from other teams?

The speaker learned the importance of building relationships and getting support from other teams early on. They began having informal conversations, such as happy hours or coffee breaks, to connect with colleagues, understand their constraints, and share their vision, which helped gain the necessary support for the project.

What does the speaker mean by 'listening early and often,' and how did they apply this lesson?

The speaker emphasizes the importance of listening to feedback from others, especially when they are challenged. Initially, they were overconfident in their expertise and dismissed others' concerns, but they realized that these 'blockers' were actually trying to help avoid mistakes. The speaker implemented 'dumb-question sessions,' where anyone could ask questions without fear of judgment, which improved communication and decision-making.

What was the purpose of 'dumb-question sessions' in the project?

'Dumb-question sessions' were designed to create a judgment-free zone where team members could ask questions they might otherwise feel embarrassed to ask in formal settings. The goal was to ensure everyone had a shared understanding of the business and the project, which helped to clarify important details and avoid mistakes.

Why did the speaker feel they could not ask certain questions early on in the project?

The speaker felt trapped by their own pride and overconfidence. They were worried that asking certain questions too late in the process would expose their lack of knowledge, such as not understanding an acronym that had been used for weeks. This fear delayed them from asking questions, but the 'dumb-question session' provided a safe space to ask without judgment.

What lesson did the speaker learn about personal risk and high stakes in their role as an intrapreneur?

The speaker learned that, while personal risk tolerance is important for entrepreneurs, the stakes as an intrapreneur are much higher. The risks are not just personal or financial; they can affect the company's reputation, customer trust, and product quality. Therefore, decisions need to be made thoughtfully, with careful consideration of their broader impact.

How does the speaker describe the importance of balancing speed with caution in intrapreneurship?

The speaker advises that, while it's tempting to move quickly, intrapreneurs must balance speed with caution. Rushing through decisions without considering their potential consequences can harm the company, its customers, and the product. The speaker emphasizes that it's crucial to be thoughtful and strategic, even if it means moving a bit slower at times.

What role does collaboration play in the success of an intrapreneurial project?

Collaboration is key to the success of an intrapreneurial project. The speaker stresses that, in a large organization, it's essential to work with other teams, seek their expertise, and listen to their concerns. Engaging with colleagues early, building relationships, and gathering feedback helps ensure that the project is well-rounded and can be executed successfully.

What advice does the speaker offer to others who want to build an initiative within a large organization?

The speaker advises anyone with an idea to build something from within a large company to leverage the resources and expertise available in the organization. While the process may be slower and involve compromises, working with the system is crucial for success. The speaker encourages intrapreneurs to be patient, thoughtful, and to listen to feedback, as these are the keys to building a successful initiative.