Michael Dadoun of Montreal in the Forefront with Solutions for the Digital Era

by John Millers Employment

For a person like Michael Dadoun of Montreal creativity and commitment go together.

Truly, you cannot separate these two when it comes to fashioning innovation in an organization.

Some people continuously implement new ways to do things regardless of whether the methods work or not. Such people give rise to what we can call an “innovation friendly” culture.

Not all companies nurture such a culture though. The reason is most organizations and the people who work in them are fixated on a set of ideas and ethos. The resistance to change is strong.

To embrace innovation and accept change an organization needs a “buy-in” attitude. Lack of a buy-in attitude blocks creativity and in consequence originality that is so essential in this digital age.

Why are people resistant to change?

The answer is simple. It takes more effort to launch a new product, an idea, or a new process than it does to remain status quo. To implement a new idea requires paradigm shift in policies, work habits, and mindsets. These also consume time, energy, and possibly money.

Who would like to put more effort when they are unsure of outcomes?

Yes, some people will if they are paid more money. But companies these days are hard pressed for cash. The very reason for companies to entertain innovation is to come out of the shackles of recession. People have to sacrifice first if they have to enjoy the sweet fruits of success.

In such a scenario what strategies must leaders adopt?

Leaders like Michael Dadoun were possibly left with one of the following three strategies to manage change.

• Instruct subordinates to implement what is being told.

• Persuade them by outlining the future benefits. Or appeal to their reason by manipulating their egos.

• Make them co inventors.

Needless to say, Michael Dadoun of Montreal chose the third strategy.

To make your employees participate in your venture requires leadership skills. After all, most ventures start off as bad ideas. Novel ideas, to begin with, look impracticable, half-baked, and even meaningless.

Putting them into practice is a gargantuan task.

All leaders in the field of technical, manufacturing, and marketing have faced such issues. Even many well-known inventors will recount how their thoughts were considered “jokes” by colleagues and co-inventors.

Michael Dadoun of Montreal understood that any idea-growing process has room for ownership of the idea by more than one individual. It is all about feeling valued.

Upclick.com has grown to what it is today because each team member has felt their contribution has mattered.

Continual self-renewal requires balancing of performance and the quest for experimentation. Every organization has to strike its own balance depending on the competitive circumstances in the market.

But change is inevitable.

When external change gathers momentum the need for innovation deserves more attention. E–commerce today is on fast track with more traditional companies embracing digital marketing.

Companies who shun change risk oblivion. Bolder companies on the other hand try to improve their operations by innovations and by creating state-of-the art approaches.

Luckily Individuals like Michael Dadoun are leading the way.

Michael Dadoun of Montreal is CEO and co-founder of UpClick.com, a company providing e-commerce solutions to the digital industry. Michael Dadoun, in addition to his present stint in UpClick.com, is also serving as Principal at Solaria Fund.