Going against the system

I am just reading a book ‘Why Success Always Starts with Failure ‘by Tim Harford. Amongst many other interesting facts, the book analysed two military campaigns. Both campaigns had one thing in common that there was a very dominant central plan and decision making, leading to catastrophic failure. Fortunes changed when individual front line commanders ignored the central orders and followed their own strategy. Although the successes of these commanders finally lead to adjustment and to a more successful strategy, it seems to have slowed down the career advancement of these commanders.

Let’s take this into your daily management life. How are 'renegades' (I am using this term here in a positive sense) treated in your organisation? Do they get sufficient room to try out their ideas? Yes, often some calculated risks must be taken. Do they get sufficient recognition, if they are successful with their ideas and proven the boss to be wrong?

If you live in Singapore, you may know Mr. Philip Yeo and his outstanding achievements. He must have had very farsighted bosses in the early part of his career, providing him enough space to ‘let him run’ with his great, but no doubt at times risky, ideas.