Jeff's Revelation in the Galapagos

At Diamond6, we often talk about “adapt, innovate, and overcome” as an essential aspect for organizational change, development, and survival. I recently returned from a trip to the Galapagos Islands, and during my visit I began to think about this idea in a new way.  

My experience in the Galapagos caused me to realize that “adaptation” and “innovation” are not the same, though they are perhaps used in that fashion by some. In the Galapagos we studied the theories of Darwin and his “origin of the species”— a fantastic place to do this because of the island’s history and the fact that Darwin used it as the basis of his research during his trip on the HMS Beagle in 1835.

There were numerous examples of plants and animals that adapted to their natural environment to enhance their chances of survival over time. Birds developed pointed beaks that allowed them to better feed on the flowers on cacti to avoid being injured by the plant’s spikes. The cacti adapted by developing spikes so they would not so easily be eaten by iguanas. While iguanas were common on most islands, on a few there were none, so the cacti developed very soft spikes — almost hair-like — that made it easier for the birds and further encouraged pollination. This effort by birds and animals is instinctive and evolutionary.

Innovation is different. It is change that brings on a new level of performance, and it is critical to the success and even the very survival of any organization. It can be product, process, or a new structure, according to Peter Drucker, the celebrated organizational theorist. Steve Jobs went so far as to say that, “innovation distinguishes between a leader and a follower.” Like adaptation among animals, innovation must occur as any organization’s operating environment evolves.

Innovation is not instinctive. It requires thought, planning, and convincing others to pursue a new direction. Some organizations ignore fundamental changes in their environment and die. Think of Blackberry or Kodak and their inflexibility to a changing market. Some observers may think this is simply a description of so-called “Social Darwinism”. This theory argued that individuals, groups, and peoples are subject to the same Darwinian laws of natural selection as plants and animals. It was advocated by Herbert Spencer and others in the late 19th and early 20th century and has been largely discredited. 

It was used, however, to justify political conservatism, imperialism, and racism. Consequently, at times its supporters discouraged intervention and reform in many nations. Some political philosophers used it to support political ideologies like socialism and communism, but this theory has been rejected by contemporary experts. Organizations can change to meet new requirement and an altered environment. Effective leaders can even anticipate change and innovate so their organizations can both survive and prosper.

In order to build and grow successful organizations, we must consider three critical variables.

  1. Time

    Adaptation, as Darwin saw with the animals and plant on the Galapagos, took long periods of time. In some cases, this was hundreds if not thousands of years. Their environment changes slowly. There are exceptions of course and in nature it seems that the introduction of man in a natural environment has frequently had a dramatic effect. Bison were nearly eradicated in the Far West in less than one hundred years. The Passenger Pigeon and the Dodo Bird became extinct quickly. Large tortoises were nearly eliminated on the Galapagos. 

    Time is critical for organizations as well, which must innovate quickly particularly in the 21st century, as their environments change very rapidly. Eastman Kodak disappeared in roughly a decade following the arrival of digital photographs. Blackberry which was at the very forefront of cellphone technology at the onset of the 21st century did not innovate quickly enough or in the right direction. This suggests the second variable…

  2. Risk

    Even in nature there is clear evidence that despite their instincts, animals moved in the wrong direction and failed. Scientists refer to this as species selection. Many innovations also fail or move an organization in the wrong direction. They result in squandered resources and the wasting of critical time for the leadership of the organization. Consequently, leaders must be willing to take risks if their organization is going to survive and prosper in a dynamic environment.  

  3. Leadership

    Leaders who continually assesses the ongoing operational environment and think carefully about how new developments will affect his or her organization’s success now and in the future. They must reflect on their own risk tolerance and courage to lead change. It requires building consensus to move in new directions. This is often very difficult because most organizations, particularly those that have been successful in the past (think Kodak), are resistant to change. Leaders must further encourage an environment of innovation that may require resources for research and development as well as initiative from the entire team. 

I strongly recommend that everyone try to travel to the Galapagos. It was a life changing experience. I learned an enormous amount and am motivated to expand my appreciation of our natural environment. I have a much greater understanding of Darwin and his theories of natural selection. He was truly a transformational leader in the field of natural science, and his work underscored to me that innovation requires leadership to set the direction and create a climate that allows that to flourish. 

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