As leaders, we have ready access to potentially powerful, game-changing
ideas. It’s easy—and tempting—to chase after a new practice, a new
expert, or new research that seems to provide some relief or a solution
to a problem. What’s harder, but far more valuable, is to fall in love
with the problem. Then you aren’t quite so eager to embrace the first
possible solution and move on. You spend some time letting the challenge
soak in, studying it from various angles, and understanding it more
deeply. Rather than hastening to narrow the scope of your decision and
the options under consideration, you remain receptive to additional,
possibly better ones. This is what Juniper Networks learned as it
renewed its focus on values and culture as a differentiator. Indeed,
developing a reputation as an innovative HR organization requires
walking a fine line. Big new ideas often arise from popular talks and
articles; if you embrace too many of those, or apply them too
superficially, you’ll develop a reputation for fad surfing. Dig beneath
the surface to the fundamental scientific research and insights, and you
can set the stage for profound effect. Juniper’s approach—getting the
big picture, seizing on insights, applying them wisely, and ensuring
their impact—has enabled this company to move from one-off programs and
unconnected experiments to a system that is always evolving in exciting
and consistently business-aligned ways. [ABSTRACT FROM AUTHOR]