People closest to the customers are in the best position to know what the customers want. They're in the best position to gauge competitors -- and to detect the next competitor. And they're also most likely to pick up hints from companies in other industries that are dealing with the same customers.
Change insurgency can be a team sport.
The most effective change insurgents aren't loners, mavericks, or revolutionaries. They work the system. They enlist others. They sell their ideas upward and outward, and they grab good ideas from others.
The best managers foster change insurgency throughout their organization.
People in positions of responsibility know that high-performing organizations are rife with change insurgents. So they reward people for their ability to sell their ideas. The more someone is imitated, the higher that person's value. Good managers also reward insurgents for finding good ideas and spreading them. Great organizations create a culture of insurgency.
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