By Onesmus Keudaneko Joseph
Since the outbreak of COVID-19, in November 2019, the holy grail for companies has been creativity and innovation.
Many may agree with me that; these two words have become the most spoken and written phrases in the world of business. Of recent, each speech and dialogue to sound executive and forward-looking theses words should appears.
In essence it demonstrates the appetite and admiration for novel ideas and fresh solutions has become both fashionable and apparent due to ever rising global risks and societal problems threatening our livelihoods and the survival of many companies.
But how often do we genuinely fuel, enable and nurture creativity in our workplaces? Let me tell you this: in my years of practising strategic foresight, I have discovered that being weird is an untapped dynamic competence for companies seeking breakthrough solutions. Yet, weirdness is often overlooked and undervalued.
I know many will size me up for a straight jacket but hear me out. Weirdness is yet another dynamic capability that is needed now more than ever. Most particularly, in a world where myriads of challenges attributed to climate change, technological disruptions, and changes in consumers preferences are galloping at an alarming rate. We need accelerated solutions, and they will not come from conventional thinking, but from a bit of being weird.
Look at some of the biggest industry disruptors over the past few decades: Uber and Airbnb. On the surface, their ideas seemed crazy absurd even. Who would have thought that the world’s largest accommodations provider would own no properties?
Or that the most popular transportation company would own no vehicles and employ no drivers? All these are outcomes of unfamiliarity ideas and unconventional thinking. Weirdness is becoming big business. Companies are slowly catching up and realising the importance of embracing strange and different thinking, because only when we are open to the odd and unfamiliar; we can create work that truly stands out.
Weird is seeing what others don’t. It is connecting dots that others would never think to connect. Have you observed that firms that consistently innovate have at least a few individuals who are weird to see things differently and spark fresh perspectives.
But here’s a challenge: how often do we seek out weird characters during recruitment process? How often do we intentionally look for minds that think differently? If we don’t, then we shouldn’t expect ground-breaking solutions. Safe hires lead to safe decisions. Creativity demands risk-takers, the explorer and the weird. Yet, we often dismiss and avoid them and assign more value to those that aligns with what we already know leading to stagnation.
Probably time is now to be testing the level of weirdness of candidates in interview, like what is the strange thoughts on your mind? Without such individuals, even the brightest newcomer risks becoming a perfect imitation of those who came before them, leaving little room for transformative thinking.
Look around, without mentioning names, most innovative nations and companies there should be a level of weirdness involved, surely individuals with high level of curiosity redefining the common phrase of “Curiosity killed the cat”. Weird may be counted among the most strategic asset of business. As for me I vibe with those who embrace it because I have seen it work, particularly during the pandemic. What if this was hard way to valued weirdness?
So, as an individual, let your weirdness be your calling card. Execute your weirdness with pride and watch it spark creativity. Remember this: every major innovation and every significant trend began as someone’s weird idea. There is only one you, for all time, hence fearlessly be yourself.
As a foresight practitioner, I often reconnect with my weirdness and encourage you to do the same, this is just another example right? I don’t always label it “weird” in our conversations, but that is exactly what it is. Weirdness works; it has worked for decades.
And right now, weirdness might just be the secret ingredient we need to understand the future. One of my favourite authors, Hunter Thompson, said, “When the going gets weird, the weird turn pro.” So, embrace the power of being different.
*Onesmus Keudaneko Joseph is Business Strategy Practitoner with a strong focus on strategic foresight and futures literacy. He is currently the Manager for Intellectual Property Enforcement and Frameworks at BIPA. He writes in his personal capacity.
