“When someone tries to innovate within a traditional organization,
few will understand what he/she is doing,
but everybody will understand who is a trouble-maker.
After the innovation has been embraced by the organization,
few will remember who started it,
but everybody will remember who was a trouble-maker.
This is the dilemma encountered by many intrapreneurs –
they risk punishment for success.”
If you accept the above – and it’s really hard not to if you’ve ever tried to drive innovation in a large organisation – it is possible to conclude that if noone remembers you as a troublemaker, then you haven’t been innovating.
And what follows is innovators will rarely, if ever, fit well with a traditional performance management system.