WOMEN OF NAMM I BY HILARY BROWN This Industry Will Self-Disrupt
O nce upon a time, a not-to-be-named bass player joined a jazz trio. Let’s just say her influences were a departure, and her theory and improvisation abilities may have been slightly exaggerated in the interview process. Between the uncertainty of the next key change and a reluctance to get uncomfortable, it was a painstak- ing initiation. On paper it was an unconscionable leap — dare I say, a disruptive one. But through agility, humility and inquisitive- ness, everything settled into place despite the tumultuous journey to get there. Amid the hordes of abomina- ble corporate buzzwords thrown around these days, none polarize the masses and recoil MI tradi- tionalists like “disruptor.” By definition, industry disruption references radical change by way of market innovation. Once a scarlet A of unwelcome rule breakers and corporate rebels, it has shape-shifted into a fashion- able shiny object: the renegade calling card of eager LinkedIn job hunters and the battle cry of modern boardrooms. Now, MI certainly isn’t without its share of successful disruptors and innovators. But then there’s the dark side of disruption de- ployed irresponsibly. Grand ges- tures driven by ego, half-baked attempts to writhe a finger to- ward the pulse, all coupled with everyone’s favorite: the inborn resistance to change. Fearing ir- relevance, we embark on a wildly competitive race to innovate or simply become the loudest voice in the room. The intention of the
message isn’t considered, there’s no unified front and the result is a diluted cacophony of efforts that’s forced and awkward. Enter the jazz trio. Therein lies the question: Is disruption in MI critical? And more importantly, is it sustainable? The answer is certainly. As leaders, the strategies we deploy to be effective disruptors should leverage the uniqueness of our industry to effect meaningful impact. 1. CONSIDER MICRO-DISRUPTION. Not all purposeful growth manifests itself in the form of sudden or sweeping change. Rookie disruptors will quickly discover that intro-
ducing massive transformation at breakneck speeds inevitably leads to burnout. In contrast, incremental process adjustments over time will accumulate into the consummate whole of real organizational change. Keep your learning curve equitable without spreading your workforce and partners too thin. 2. LEAN IN AUTHENTICALLY. Acknowledge the hard truth as to whether disruptive change is even within the DNA of your business, and once you’ve taken a long look in the mirror, align it with your values and identity. It’s a tale as old as time: a questionable rebrand to attract new customers, an overdeveloped product featuring state-of-the-art tech- nology that no one asked for. Genuine actions require honest conversation from all sides of the business.
“‘Good trouble’ is not only healthy but necessary to grow, so step into the unknown with open arms.”
3. EMBRACE THE WORST. Nothing antithesizes organizational change like risk aversion. Failure and fear are inevi- table, therefore the strength of your company’s vision must be totally intact. A lukewarm commitment without accepting the possibility of setbacks isn’t going to move the needle. As the saying goes, “good trouble” is not only healthy but necessary to grow, so step into the unknown with open arms.
4. ENJOY THE RIDE. Lest we forget this is an industry which by its very nature feeds off a cycle of disruption and social reaction. We’re musicians after all. We consistently shape the way art is consumed and created, and the byproduct of our collective effort is greater than the sum of its parts. Maybe it’s not a sea change we need to get to the next level. Maybe it’s a key change, a simple reframing of perspective. Take it from a half-wit bass player. MI
Hilary Brown is the director of e-commerce, direct-to-consumer and channel programs at C.F. Martin & Co. She is also a member of Women of NAMM.
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