At Work Newswire

By Adrian Brown

The way, for example, that Toyota developed the Prius provides a good example of how an organization can quickly inject some creativity into a problem. Separate a group of individuals from the rest of the organization and give them a creative remit. In reality this solution falls somewhere between a creative team and a creative organization as it effectively creates a small organization within the larger whole.

“Skunk works” was the unofficial name given to Lockheed Martin’s Advanced Development Projects Unit, a secret team of engineers tasked with developing the first jet fighter during World War II. These engineers were encouraged to break company rules wherever necessary in the name of innovation and the result was a stream of highly successful spy-planes and supersonic bombers that set new standards for performance, and were ahead of schedule and below budget.

“Skunk works” is now often used to describe any team that works outside the regular organizational structure to develop something new. These teams may also be physically separated from the rest of the organization in a remote location to minimize interference or maintain secrecy.

There are several benefits to the “skunk works” model of innovation. Firstly, the team is less likely to feel restricted by existing organizational norms and so can think more freely about solutions. Secondly, the team will be extremely focused on the task and are likely to form a strong cohesive unit. Thirdly, the rest of the organization is less likely to feel threatened, especially if it is taking place in secret.

There are some significant risks to the “skunk works” model. By operating outside the organization it is easier for managers to sidestep tough decisions that may arise or simply ignore ideas developed there as not part of the core business. Another risk is that managers assume that the skunk works is the “creative” part of the organization so everyone else can just get on with their jobs.

Skunk works can play a useful role for short-term projects of a sensitive nature however they are not a magic bullet solution for creative organizations. Truly creative companies have creativity in their DNA.

This is an excerpt from Adrian Brown’s book “Creativity & Innovation” (MindEdge Press, 2007). Brown has worked as a consultant and advisor in both the public and private sectors. From 2002-2005 he served as an advisor to British Prime Minister Tony Blair covering a wide range of policy areas including health and transport.

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Copyright © 2007 Adrian Brown

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