Many organizations, especially startups, do not fail due to a lack of ideas. Instead, they often struggle because they cannot process the ideas they already possess. When I established Maxwell Investments Group (MIG), I found myself overwhelmed with ideas—ranging from technology ventures to sustainability projects. Each idea felt essential and timely, but pursuing them all simultaneously would have led to the collapse of MIG under its own ambitions.
Consequently, I made the challenging decision to focus our efforts. I chose to prioritize agribusiness as our foundation, as it was practical and closely tied to local livelihoods. This decision provided us with a stable base for growth. Even now, I continue to brainstorm new ventures and explore side projects, but I have learned to introduce them gradually, at a pace that our organization can manage. This approach does not suppress creativity; rather, it safeguards our existing production processes.
The essential point is that having ideas alone does not ensure progress; it is the ability to execute processed ideas that truly matters. The efficiency with which an organization can absorb and implement ideas is what ultimately determines its survival. The challenge of having too many ideas can hinder a startup”s success, regardless of how promising its initial launch may be.
The Importance of Throughput
In the early stages of MIG, I mistakenly believed that creativity equated to progress. Our office motto, “NO LIMITATIONS,” emphasized this belief. However, unchecked creativity can lead to chaos, similar to overloading a power line, causing everything to falter. Every organization has a natural rhythm for absorbing new ideas and converting them into tangible results. Exceeding this rhythm results in stagnation, a concept I refer to as the throughput of ideas.
Throughput in manufacturing describes how efficiently raw materials are processed into finished products. The same principles apply to organizational strategy and innovation. When too many new ideas compete for time and resources, progress often stalls instead of accelerating. Ironically, this overload can create an illusion of productivity; while everyone appears busy and engaged, little actual progress may occur.
The primary bottleneck within organizations is often their capacity to absorb new initiatives. This capacity is crucial for transforming intentions into actions rather than merely fostering imagination. A backlog of creative ideas can be as detrimental as a production backlog.
Organizational Capacity and Focus
Consider your organization as a production line, where human attention serves as the raw material. Each new initiative consumes a portion of this limited resource. While hiring additional personnel can help, it cannot infinitely increase focus and leadership attention, which is often the most constrained resource. Launching too many projects simultaneously can stretch decision-makers too thin, hindering their ability to make impactful choices.
Strategic clarity involves aligning ambitions with available resources rather than diminishing aspirations. It is often more effective to complete three strong projects than to juggle numerous initiatives that remain unfinished. At MIG, I now ask whether we can realistically absorb a new idea without disrupting our core operations. If the answer is no, the idea is placed in a “cooler” for future consideration, rather than being dismissed entirely.
The Role of Timing in Innovation
Sometimes, a brilliant idea may fail simply because it is introduced prematurely. I have learned that successful innovation hinges on timing, not merely on the quality of ideas or the amount of effort exerted. Each organization has a maximum rate of change. If change is implemented too quickly for people to adapt, even well-conceived initiatives may face resistance. Therefore, the key is to introduce new ideas at a pace that aligns with the organization”s capacity to absorb them.
Timing also pertains to learning and adaptation. A well-timed idea can gain traction and yield compounding benefits over time. Perhaps patience is the most undervalued strategy in innovation.
To build an organization ready for ideas, it is crucial to enhance its capacity for absorption. At MIG, I have realized that growth is not solely about expanding departments or budgets; it involves creating systems and teams that can operate semi-independently. By decentralizing decision-making, we reduce bottlenecks, allowing new initiatives to progress without awaiting approval from a single executive.
This approach fosters an idea-ready organization, one designed for learning and experimentation while maintaining coherence. Companies like Toyota embrace this philosophy through “Kaizen,” promoting continuous incremental improvements throughout their systems. Similarly, 3M and Google encourage innovation through policies that allow teams to explore within defined parameters.
Ultimately, the organizations that thrive are not necessarily the most creative; they are the ones that can coordinate effectively. They understand when to accelerate, pause, or wait for the right moment. After years of refining our approach, I now view innovation as a matter of throughput rather than sheer volume. The most successful organizations are those disciplined enough to process ideas in harmony with their capacity, ensuring that creativity leads to meaningful progress rather than noise.
I hope this article provides valuable insights. Your feedback is appreciated, and I welcome suggestions for future topics. You can schedule a meeting through my Calendly or connect via my Linktree. Wishing you a productive week ahead!
