Why is it easier to attract change than to force it? Driving innovation in an organization can be challenging, especially when there is inherent resistance to change. Many of us have experienced how difficult it is to try to “push forward” new ideas, to struggle against the wind when no one seems to want to change or think new. But there is another way – a strategy that often proves to be significantly more effective: to work with “pull” instead of “push”.
When you can demonstrate the value of something new and create a desire for change, innovation suddenly becomes not only easier, but also more sustainable in the long run.
“Push” – A fight against the wind
When we talk about push strategies, it’s often about trying to push a new idea or change into an organization that may not be ready or willing to adapt. Maybe you have a great solution to a problem or a breakthrough product idea, but if your organization (or customers) don’t see the need for it or are comfortable with the status quo, getting people on board can be a huge challenge.
This type of push strategy requires a lot of energy and commitment on your part, but even so, the resistance can be overwhelming. People can be naturally skeptical of change, especially if they don’t personally experience an urgent problem that your innovation can solve. Getting others to change the way they think, work or invest their resources when they don’t see the need themselves is like pushing a rock up a mountain.
“Pull” – To attract change
The real power of innovation occurs when you manage to attract interest and commitment by demonstrating the actual benefits and creating a desire for the change. This is what we call a pull strategy. It’s about creating something so appealing that people or organizations themselves want to be involved.
For example, when you develop a new solution and can demonstrate its success and positive effects, there will always be early adopters – the first to see the potential and dare to try something new. These people are incredibly valuable. Not only because they dare to take the step themselves, but because they also often inspire and pull others along.
The beauty of a pull strategy is that once you get the first advocates on board, the change can start to spread almost by itself. More and more people become curious and want to try it themselves, and soon you have created a momentum where the change no longer needs to be forced. People want to join the train themselves.
It is easier to like than to create
Another important aspect of the pull strategy is that people are generally more likely to like a new idea presented to them than to create it themselves from scratch. When you’re standing there with a blank piece of paper and asking a group to come up with a new idea, it can be difficult for many to contribute. But when you instead present an idea that has already taken shape, something that can be discussed, criticized and developed further, it becomes much easier for people to participate in the process.
This is where the pull strategy shows its strength. By first creating a clear and attractive idea, and showing its possibilities, you can attract commitment and constructive criticism. People are often more willing to get involved when they see that an idea has potential, rather than being forced to create something completely from scratch.
Outside the own organization – Desire and will rather than coercion
When we move outside our own organization, the difference between pull and push becomes even clearer. If you want to get other organizations to think new or collaborate in a different way, it is almost impossible to force them to change. Coercion creates resistance and discourages innovation.
A better way is to work with the other organization’s will and desire to be part of the change process. If you can create a feeling that they themselves can gain something from participating, that they can contribute something unique and at the same time benefit from the innovation, the chances increase dramatically that they will want to participate. The organizations that themselves feel a pull towards your idea will be much more engaged and inclined to adopt new ways of thinking and working.
Examples of pull strategy in practice
Here are some concrete examples of how pull works better than push when it comes to innovation:
- Digital tools in working life
Many companies have struggled to push the use of new digital tools such as project management systems or communication platforms. But when a small group starts using a tool and can demonstrate how it streamlines work or improves communication, the rest of the team often follows suit. The tool “draws” users through its obvious benefits, rather than being forced on the entire organization at once. - Sustainability and green initiatives
Companies that want to implement more sustainable work practices can try to push through changes by introducing new guidelines and policies. But what often works is to create concrete examples and cases where sustainability has led to increased profits or reduced costs. When other companies see the benefits of sustainable solutions, they want to jump on the bandwagon themselves – they are drawn towards the green transition. - Development of new products
Imagine that you want to introduce a new product to the market. It can be tempting to push the product through aggressive marketing and sales. But what if instead you create a small but passionate user base that really loves the product and starts talking about it? By creating pull, you let these users spread the word and inspire others to try your product. In this way, you build a strong and loyal customer base that grows organically.
Pull over push
Trying to push innovation forward can feel like swimming against the current. It is tiring, resource-intensive and often inefficient. By instead focusing on creating a pull effect, where people themselves want to be involved and drive the change, innovation can spread much faster and with greater enthusiasm. By first showing the advantages of a new idea, inspiring early adopters and letting the change spread naturally, the innovation work becomes both easier and more sustainable. It is not coercion and pressure that drives real change – it is desire, will and inspiration.
