1. Normalise it: by turning it into yet another project, to be assessed and prioritised alongside 100 other projects. Yes, a structured discipline around making things happen is important, but great ideas are vulnerable when born, they can all too easily lose their essence and excitement when translated into the normative language and management behaviours of the organisation.
2. De-personalise it: in other words, lose sight of the customer it is trying to help, by literally sucking the life out of it and turning it into numbers, projections, and assumptions. Numbers are important too, but it’s far too easy to create distance between ourselves and the customer. The end result? We only talk about customers as targets and segments, and how to extract value from them.
3. Patronise it: “you’re not from round here, are you? Let me tell you, we tried this before and it didn’t work…” And, the bigger the company, the more likely it is to also secretly believe it’s too big to fail, and why meddle with a formula that’s served us well so far?
4. Reduce it: by de-risking it. Failure is not an option, really, and besides the idea is competing with many others that have traded risk off by reducing scope and ambition. So, this becomes the game to play, but beware the implications for your idea by de-risking it.
5. Grow it: have you noticed how everyone wants to embrace a good idea, and add their own twist, and pet ideas to it? Scope creep is always a risk, you don’t want your idea to become the universal panacea, that fixes everything, because what began life as a swan, a simple, elegant and achievable solution can easily morph into a Frankenstein, a hastily stitched-together collection of ideas, all seeking to become real, by attaching themselves to the original..
6. Quarantine it: in splendid isolation. Great ideas are the result of multiple departments, if not the whole organisation, collaborating together and marching to the same tune in the same direction at the same time. Not departments ignoring each other and always competing for budget to achieve their own functional goals.
7. Disown it: literally speaking, remove the owner, its originator. The reality is, the cast is constantly changing (maybe even more so than the customers, ironically), so just change priorities and agendas, re-organise departments and / or people and before you know it, the idea is an orphan. Which, even if it is successfully adopted, will most likely then be forensically re-examined, taken apart and re-built in a different guise.
8. Stall it: by setting the pack on it and ask smart but let’s face it, unhelpful questions, ones that don’t really have answers at this early stage, or ones that sow the seeds of doubt. How statistically significant is the data? What’s the ROI? There’s nothing like smart talk to kill an idea. The sad fact is it is a lot simpler and easier to stay sitting down and ask questions than it is to stand up and support and sponsor an idea.
9. Smother it: in bureaucracy and committees, where it may never see the light of day again (or certainly not in its current form).