Beyond Efficiency: How Breaking the Rules Can Drive Real Innovation

I love being efficient, and I expect my teams to be as well. Who doesn’t? But are there situations where we can be too efficient?

In the late 18th century, Adam Smith introduced the world to the concept of the division of labor, revolutionizing the way we think about productivity. Smith observed that by breaking down tasks into smaller, specialized parts, workers could produce goods more efficiently. This principle has underpinned organizational management for centuries, driving the pursuit of efficiency in every aspect of business.

In one of my previous roles, we wanted to experiment with using social media as a platform for public communication. Naturally, the most efficient way to do this seemed to be concentrating our efforts on one particular medium. The most straightforward approach was to assign a specific team to focus exclusively on this task, believing that specialization would yield the best results. However, I had an idea that was a bit more unconventional.

I decided to conduct an experiment. We would split the team into two. One would focus on Facebook, and the other would concentrate on Instagram. The goal was simple: each team would research and try to maximize the outreach, measured by the number of followers their respective platform could attract. It seemed like a good way to tap into the strengths of both platforms while fostering a sense of competition that could drive better results.

When I announced this plan, my deputies frowned and looked at me as if I had lost my mind. For a moment, I hesitated, doubting my decision. But then I glanced around the room and noticed something unexpected—the eager, curious faces of the younger team members. They were brimming with enthusiasm, clearly excited about the challenge ahead. Their energy was contagious, and it reignited my confidence. I decided to trust my instincts and persuade the entire team to embrace the experiment. Yet, even as I made that decision, an internal struggle persisted: Would this impact our efficiency? Was I, in fact, risking a waste of everyone's time?

Yves Morieux, in his compelling TED Talk "How Too Many Rules at Work Keep You from Getting Things Done," highlighted how while Smith's three pillars of efficiency—clarity, measurement, and accountability—had allowed us to work quickly and efficiently, our obsession with them had unintentionally led to a crisis in human efforts, stifling creativity and collaboration.

Morieux illustrated this with a powerful metaphor: the relay race. In a race, individual performances are crucial, but the smooth passing of the baton between runners is what ultimately determines success. Similarly, in organizations, focusing too much on individual efficiency—on each runner’s speed—can detract from the overall goal. The rigid structures and over-regulation designed to enhance productivity often ended up stifling the very collaboration and innovation that drive effectiveness.

To navigate today’s complex business environment, Morieux suggested a radical shift in how we design and manage organizations. Instead of doubling down on clarity and rigid processes, he advocated for embracing what he called “fuzziness.” This approach allowed for overlapping responsibilities and encouraged a focus on cooperation rather than individual performance metrics.

Returning to my story, with the teams divided, the friendly competition began. The Facebook team dove into understanding the nuances of targeting specific demographics, crafting posts that would engage our audience. Meanwhile, the Instagram team focused on visual storytelling, using images and short videos to capture attention. Week by week, they presented their strategies, tweaking and adjusting based on the data they gathered. Conversations were no longer just about completing tasks; they were about experimenting, learning, and sharing insights. The competition drove both teams to innovate and think creatively about how to reach and engage our audience, and more importantly, to cross-learn and collaborate with one another after the experiment was done.

As leaders, we should embrace the idea that true success isn’t just about how fast we can run individually, but how smoothly we can pass the baton between our team members. This means fostering an environment where cooperation is valued over mere efficiency, where adaptability is prioritized over rigid adherence to processes. By doing so, we not only empower our teams to achieve more together, but we also ensure that we’re moving forward in a way that is sustainable and aligned with our broader goals. Let’s commit to passing the baton smoothly, ensuring that our collective efforts lead us to the summit—together.