In many organizations, the adage “first get the basics right” is deeply ingrained. It sounds logical and sensible: before we can really innovate, we must first make sure everything is in place. But behind this seemingly sensible idea is a trap. The idea of “getting the basics right” paralyzes real change and innovation. Especially when this leads to linear change programs in which the main focus is on ‘deliverables’ as milestones. In this article I explain why.
A linear way of thinking
“Getting the basics right” is based on a linear model of thinking: first A, then B, then C. But real improvement – especially radical improvement – rarely follows a straight line. Improvement is an iterative process of learning, continuous improvement and requires constant adjustment. Linear thinking does not fit the dynamics of today’s work environments where change is a constant.
It potentially blocks
When teams or organizations are convinced that improvement should wait until “the basics” are in place, valuable time and energy are lost. Talents remain underutilized, ideas end up on the shelf, and initiatives are often put “on hold. This procrastination not only hinders innovation, but also employee motivation and ownership.
It does not touch daily work
The term “basics in order” often lingers at the policy level or in structures. It rarely has direct impact on the real, daily work of professionals. It is precisely there – in practice, with the customer, on the floor – that most value creation takes place. Improvements start there, not in abstract foundations.
No room for learning and continuous improvement
“First the basics” sounds like a prerequisite, something that must be finished before you can move on. But learning and improvement are not phases; they are ongoing processes. By waiting for a “finished” foundation, you actually hinder the organization’s ability to learn. You’re basically saying: only when everything is right are we allowed to make mistakes and learn. And that’s a paradox.
Designing versus developing
The design approach that often accompanies “getting the basics right” is based on making plans, sketching blueprints and sealing everything up in advance. The development approach, on the other hand, is iterative, adaptive and focused on growth. That approach requires continuous clarity and direction to then do, test, learn and continuously improve – even (or especially) when the basics are not yet perfect.
The myth of first-this-then-that
The assumption that you first need a stable foundation before you can improve is a misunderstanding. In practice it often turns out that by starting to improve, the basis is strengthened. Think of a team that starts to reflect, experiment and learn in small steps – often order, overview and peace will come naturally.
Focus on doing more rather than doing better
“Basis in order” often leads to a focus on processes, procedures, reports and other management tasks. In doing so, the workload grows, but not the value. Instead of smarter, we work harder. Instead of better, we do more. While real improvement lies in doing things differently, not in more of the same.
Deliverables over impact
A side effect of the “basics in order” approach is that attention shifts to what is produced rather than what it produces. It’s all about documents, agreements, systems – not about effect, impact or results. While that should be the measure: what changes for the better for customers, employees, society?
No room for adjustment
Finally, a rigid foundation creates a false sense of security. Everything has to be right first, and then delivery takes place. This makes interim adjustments difficult or even impossible. But in a world that is constantly changing, flexibility is essential. Organizations that dare to improve while the basics are evolving are more agile and resilient.
Conclusion
“Getting the basics right” sounds sensible, but in reality often hinders an organization’s growth and ability to learn. Instead of waiting until everything is right, we must dare to start. Improvement is not an end point, but a starting point. Precisely by learning in practice, “the so-called basis” grows along. The way of working, which leads to continuous improvement, is thus the real basis for success and results.
Start with small steps. Instead of waiting until everything is perfect, start with small, achievable improvements. This can be done, for example, by incorporating short reflection moments daily or weekly in which the team discusses what went well and what can be improved. Focus on activities that add immediate value for your customer while encouraging teams to experiment and learn from mistakes.
