It’s probably just my reflex when told not to do something.
Whenever I hear the advice, “don’t reinvent the wheel,” I think, “why not?” I presume the subtext is: don’t waste resources solving a problem that’s already been solved. If nothing else, solving a problem as if it weren’t already solved is educational. In fact, the simple act of re-imagining solutions can raise useful questions about the effectiveness of the status quo.
“Reinventing Wheels” Reveals Hidden Assumptions
In 1997, I was part of a cross-functional “change team” at Pizza Hut. We had been asked by Mike Rawlings, the CEO at the time, to identify ideas for reducing overhead costs by 10% (in a previous blog post, I’ve described the change team experience in more detail). We came back to Mike and his executive team with recommendations that would cut expenses by 30%, a recommendation that Yum! Brands later adopted with savings they projected would amount to $300 million by 2019.
I didn’t recognize it at the time, but I see now that the change team had adopted a “reinvent the wheel” approach to our challenge. Rather than look for inefficiencies in the existing structure, we started by asking, “what do restaurant general managers need to satisfy their customers?” If a savvy restaurant manager acting like an owner wouldn’t require the support, it raised the question: why does this function exist? The ensuing discussion revealed a set of operating assumptions that had become invisible.
The SCAN Framework
The SCAN framework (Structures, Context, Assumptions, and Needs) is designed to reveal hidden influences that may be keeping us stuck. When we introduce the SCAN framework to our clients, people struggle the most with the ‘Assumptions’ dimension. Once we define our terms, it’s easy for people to grasp the differences among underlying structures, surrounding context, and human needs. Assumptions, on the other hand, are hard to recognize because noticing what governs the way you notice feels unfathomable.
A thought experiment like reinventing the wheel provides an indirect look at assumptions that might be worth challenging. Instead of trying to name your assumptions, reinventing the wheel invites you to justify the status quo.
Maybe you have a sinking feeling that something fundamental about your business or organization needs to change. Perhaps you don’t trust the typical problem-solving approach your leadership team would take if you raised the issue.
Before calling in the consultants, reinvent your wheel by starting with the questions below.
Reinvention Questions
- What does your organization offer that people will continue to benefit from in the future?
- Who are the people that benefit from what your organization will continue to offer?
- What has changed about them since the time you set up the current systems and distribution channels designed to meet their needs?
- What has changed about the competitive landscape? How else can they get their needs met?
You don’t have to literally reinvent your business. It’s enough to expose hidden assumptions so you can make informed choices about what to keep and what to change. Sometimes, when it comes to getting unstuck, even if “it aint broke,” break it. Then, reinvent how you fix it.
Jay G. Cone is the author of The Surprising Power of Not Knowing What to Do; Discovering Creativity and Compassion in a Time of Chaos. He is the co-founder of Unstuck Minds.
