Innovation Process: The Art of Building Creative Tension

I can't imagine a more difficult job than working to transform Ford Motor Company. Sunday's New York Times had a good profile of Ford's new CMO James Farley. Hired six months ago, this former marketing whiz from Toyota has a daunting job ahead of him : orchestrate a comeback for the struggling automaker which lost $15.3 billion during the last two years.

It's clear from the article that Farley is a passionate, intense individual with a strong desire to help Ford reclaim its gloried past. (His grandfather worked at Ford's Rouge plant and ultimately became a dealer.) I found one quote in particular revealing because unlike most executives who talk a great game about fostering creativity and workplace collaboration, Farley likes to run experiments that uncover the dark underbelly of a company:

"I believe that working together is about institutionalizing tension so we can make breakthroughs. I found it absolutely liberating to see Ford people watch their own dealers struggle with the way to present the company to customers." ~James Farley, CMO, Ford Motor Company

There's an art to building creative tension and Farley's experience at Toyota should carry him well. Fostering innovation can seem overwhelming to both leaders and employees - especially when in the midst of financial downturn - 'institutionalizing tension' is an interesting approach to transformation.

Get the New York Times article A Star at Toyota, A Believer at Ford