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Why Do Entrepreneurs Innovate Better Than Managers?
netbuzz writes "New research from MIT suggests that entrepreneurs innovate better than managers not because they try more often but rather because when they do try they apply more of their available brainpower to the task. 'We found, somewhat surprisingly, that managers and entrepreneurs did not differ in the probability with which they would undertake explorative (potentially innovative) courses of action. But when entrepreneurs did select explorative tasks, they used both the left and right sides of the frontal cortex of their brain whereas managers only used their left parts of the frontal cortex,' says the lead researcher, MIT Sloan School of Management Visiting Prof. Maurizio Zollo. This is an important difference, he notes, 'because the right side of the frontal cortex is associated with creative thinking, involving to a larger extent emotional processes, whereas the left side is associated with rational decision-making and logic.'"
coz they get more excited?
It's often easier to get funding or buy-in if you're genuinely excited about something rather than thinking dispassionately "this is a good thing technically".
The entrepreneur starts the business, makes it successful, then brings in a PHB to watch the money and keep it running. This has been the case for as long as there have been businesses.
Entrepreneurs tend to be creative, driven, and willing to work around the clock. They also tend to be terrible at the "boring" things (like money management). They're often terrible at details, too.
This same basic principle works for established businesses, too. I worked with a company that turned around radio stations many years ago. We'd send in a "hit" team to do the makeover, then put in a PHB to run it after it was successful. Likewise with restaurants: when a new eatery opens, they send in the "A" team to make sure everything is perfect. A few months later, if the restaurant takes off, they send in a "detail" guy to keep it running and making money.
I wouldn't have thought that it'd take a study to discover something this obvious, but it's nice to see it confirmed scientifically. :)
Cogito, igitur comedam pizza.
I would also state that in the vast majority of companies, managers are trained not to take risks. I work for a multibillion dollar company where the most common management decision at the mid-management level is simply to do nothing. By not making a decision, they believe they minimize the risk of making the wrong decision, never mind that doing nothing is rarely the right decision. It also means that most management decisions then come from the very top down, which means there's no innovation from the bottom, nor is there any real quality feedback loop since suggestions for improvement never make it up the chain of command. Of course, we're a health insurance company that wastes our members money on high administrative costs, but as long as we don't lose a substantial amount of members (and won't because the individual members don't decide who their company uses for insurance) we have no reason to change. We simply keep raising our rates. It's a very dirty business, and horribly run.
Remember the Alamo, and God Bless Texas...
I consider myself to be an innovative manager. I have great ideas and those ideas have a lot of times in the past made the companies I've worked for a ton of money. This happens all the time and I don't think you understand the real problem. The problem isn't that managers aren't innovative, it's that managers don't get anything for their innovations. As an innovative manager I run into a lot of obstacles in my career. First and foremost I have never received even close to 1% of the profits from any invention I have ever came up with for an employer. At my last job all I did was come up with new ideas to make the company money. I have made companies millions of dollars in profits with my ideas. I have implemented ideas that have saved hundreds of thousands per month in running costs. Afterwards I did not get a single raise, bonus or sometimes even acknowledgement of that extra income. It was my job, they were already paying me for it. As a sub 6 figure "senior" employee I feel a huge push to not mention my ideas to my employers. If the idea costs money to implement, it usually gets shut down before they even think about it, because most people aren't willing to put their own money on the line for a risky idea they didn't come up with. When it only costs a little money, or even a free of cost change in procedures that could cut costs by dramatic amounts, employees are usually thanked and forgotten, if they are even thanked. Decades ago if an employee came up with a method to save a company $300,000 a month that employee would be pushed to the top of a company and probably even made a junior partner and queried for new ideas, not today. So what do innovative managers do now? We look carefully at our non-compete agreements and we focus our innovative brains in a direction that does not conflict with it. We do our job as well as we can, but the second we leave the building our brains are thinking about our own inventions, our own companies and how we can get them funded. And once we get the cash to start something, we leave, we become entrepreneurs and we break the logic of this topic. The only difference between an "Entrepreneur" and a "Manager" is that the entrepreneur quit his day job as a manager to focus on his own idea. So what do I do now? Well
The article mischaracterizes MIT's research. The original paper did not say that entrepreneurs "innovate better." It said that they used more of their brains. To judge whether they "innovate better" you would have to measure OUTCOMES, which the MIT research did not do.