Getting focus in a world full of distractions (personally, I would call them more positively more inspirational inputs ;-)) can get you in some kind of idea paralysis. When you get to much inputs, idea’s, projects, opportunities,… the risk is imminent to overload your system and stop actually realising things.

There is a reason why in typical team profiles, there is paid a lot of attention in getting balanced teams: you need people who generate ideas, challenge them, other people to get the stuff actually done and still others for maintaing the survice (and often forgotten: others to monitor it). The challenge today is that organisations expect more and more for individual people to be able to generate ideas, implement them, get them to customers, monitor them,…

To get to this ideal situation, let’s train people to exchange information (learn from the guy that is good in implementation and the girl that is good in follow-up) and most of all: enable (stimulate even!) them to create small working units that can get the complete development cycle done without having to worry to much about rigid organisational structures. This way you will enable a way of working where the best people for each specific project get the work done (because typically for launching an internet product to BtB customers, you need Marlies to do the implementation, where you would need René if it is about an technical service for BtC customers).

Off course, you need some kind of ‘driving’ focus. To stir up the discussion, as a marketeer, I would tend to argue that your customer segment should be the overall umbrella (and not: product range, sales channel,…). What do you think? How does your organisation works today??