Why Everyone in the Organization Should Be Making Hits
When most people think about innovation, they imagine flashy product launches, breakthrough technology, or creative teams coming up with the next big idea. But here’s the truth: every individual and department in an organization is in the business of making hits. This isn’t limited to creative or product roles; finance, HR, operations, and other administrative functions all have the potential to drive meaningful outcomes.
Making Hits: A Universal Principle
A hit isn’t just a blockbuster movie or a viral campaign. In the context of an organization, a hit is any result that moves the needle, whether it’s a small improvement in a process or a transformational breakthrough that changes how the business operates.
This perspective democratizes innovation. Every role has the responsibility to contribute, every team can experiment, and every employee has the opportunity to make an impact. When people embrace this mindset, ownership and proactive problem-solving become part of the organizational DNA.
Incremental vs Transformational Experiments
Innovation happens on a spectrum. On one end, there are incremental experiments, small, continuous improvements that refine processes or workflows. On the other end, there are transformational experiments and major breakthroughs that redefine how an organization works. Both are essential.
Incremental experiments keep the organization moving forward steadily.
Transformational experiments create opportunities for dramatic leaps in performance or operational efficiency.
Encouraging both ensures that the organization remains dynamic, resilient, and adaptive to change.
Broadening the Definition of Experimentation
Too often, experimentation is thought to belong only in labs or product development teams. But it doesn’t have to be. Every function can experiment, whether it’s improving financial reporting, optimizing HR systems, or enhancing internal workflows.
By expanding experimentation across all departments, organizations foster a culture of continuous improvement, where innovation becomes part of daily operations rather than a rare event.
Small Teams and Agile Sprints
When it comes to testing new ideas, starting small is critical. I recommend focused teams working in short sprints. This approach mirrors agile methodology: rapid iteration, continuous learning, and quick adaptation.
Small teams reduce risk and allow faster experimentation.
Short sprints create quick feedback loops.
Failure becomes an opportunity to learn rather than a setback.
This method ensures that experiments move the needle efficiently and help scale successful ideas faster.
“Taking Yourself Out of Business”
Here’s a provocative but powerful idea: employees should aim to take themselves out of business. That means innovating in a way that makes current methods or processes obsolete, essentially creating better ways of working.
It’s not about job security in the traditional sense, it's about continuous reinvention. Organizations and employees who embrace this mindset are better prepared to survive and thrive in a rapidly changing environment.
Everyday Examples of Making Hits
This mindset becomes real when applied to everyday work:
Finance teams experimenting with real-time reporting instead of monthly close chaos
HR teams testing better onboarding experiences
Operations teams automating repetitive workflows
Managers redesigning meetings to actually produce decisions
None of these are flashy. All of them matter.
Building a Culture of Experimentation
When organizations embrace the idea that everyone is a hit-maker:
Ownership replaces permission-seeking
Curiosity replaces complacency
Learning replaces fear of failure
Improvement becomes continuous, not occasional
Over time, experimentation stops being a buzzword and becomes a strategic asset one that helps organizations adapt, evolve, and stay relevant.
Final Thoughts
Innovation isn’t a department.
Hits aren’t accidents.
And progress isn’t optional.
No matter where you sit in an organization, your responsibility is to experiment, learn, and create impact until today’s way of working no longer makes sense.
That’s how organizations move forward.
And that’s how individuals stay valuable.
Frequently Asked Questions
Q1. What are the three keys to organizational success?
The three keys are clear vision, effective leadership, and engaged employees. A clear vision gives direction, strong leadership guides and inspires, and motivated employees execute and innovate, ensuring the organization achieves its goals efficiently.
Q2. Why are people important in an organization?
People are the heart of any organization. They bring skills, creativity, and dedication that drive daily work and long-term growth. Beyond completing tasks, employees shape the company’s culture, identity, and innovation, making them essential for success.
Q3. What is the difference between incremental and transformational innovation?
Incremental innovation is small, gradual improvement in processes or products. Transformational innovation is a major change that reshapes workflows, services, or business models. Both are needed for sustainable growth.
Q4. What is the most important resource in an organization?
The most important resource is people. Employees skills, ideas, and commitment drive every function. Technology and capital matter, but it’s the talent and creativity of the workforce that create value, solve problems, and keep the organization moving forward.
Q5. What are the five factors that contribute to organizational success?
Five key factors are: strong leadership, skilled employees, clear strategy, effective communication, and a culture of continuous improvement. Together, they align teams, foster innovation, and ensure the organization adapts and grows sustainably.
About the Author:
Shawn Kanungo is a globally recognized disruption strategist and keynote speaker who helps organizations adapt to change and leverage disruptive thinking. Named one of the "Best New Speakers" by the National Speakers Bureau, Shawn has spoken at some of the world's most innovative organizations, including IBM, Walmart, and 3M. His expertise in digital disruption strategies helps leaders navigate transformation and build resilience in an increasingly uncertain business environment.