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Guerrilla gardening, the act of cultivating plants on land not owned by the gardener, blossomed in the 1970s as a form of activism and ‘community beautification’. It began in New York City with Liz Christy and her Green Guerrilla group, who transformed a derelict private lot into a thriving garden. The movement quickly spread, fueled by a desire to reclaim neglected spaces.
The idea spread organically through word-of-mouth, community newsletters, and local activism networks. It resonated with people who were frustrated by urban blight, wanted to improve their neighborhoods, or simply wanted to connect with nature in their city environments. Guerrilla gardening manuals and how-to guides were published and shared, further fueling the movement’s growth. Its clandestine nature (Guerrilla gardeners often plant in secret, using “seed bombs” or other creative methods) and focus on direct action also contributed to its appeal.
A simple idea, that was perfectable spreadable.
Scalability and spreadability in innovation represent two distinct paths. Scalability focuses on an innovation’s ability to handle increased demand or growth while maintaining efficiency, quality, and cost-effectiveness. Scalability is usually measured by the increase in output relative to the increase in resources used, demonstrating how well an innovation can grow without sacrificing effectiveness.
On the other hand, spreadability refers to how easily and quickly an innovation is adopted and diffused across various groups or communities. This is often driven by factors like simplicity, relevance to diverse needs, social influence, and adaptability to different contexts. Spreadability is typically measured by the speed and reach of adoption, indicating how quickly and widely an innovation is embraced.
Spreadability is something we don’t think about enough.
In a recent episode of Let’s Talk Ideas Will Lilley joined us to talk about spreadability. Will is the Programme Director at Health Innovation South West, one of the 15 networks established by NHS (National Health Service) England to spread innovation at pace and scale. The NHS is one of the largest employers globally. It employs approximately 1.5 million people on a headcount basis, so being able to spread ideas and good practice is a necessity.
I particularly liked Will’s three key points about the spreadability of innovation:
- Innovation is a team sport: It requires a diverse range of skills, including communication, data analysis, and project management. Collaboration across disciplines and sectors is often necessary to successfully scale and spread an innovation. And the more you engage potential users early on, the more spreadable it becomes.
- Consider the whole system, not just the product: When spreading an innovation, it’s crucial to understand the entire pathway or system in which it will be implemented. This involves studying how people work, identifying challenges and pinch points, and anticipating the impact the innovation will have on existing workflows and services.
- Embrace adaptation: For an innovation to truly spread and be adopted in different settings, it needs to be adaptable to local cultures and contexts. While core principles or evidence-based elements might remain constant, flexibility in other aspects is key to ensuring ownership and buy-in from those using the innovation.
The point about adaptation is crucial, and is why spreadable innovations show diversity as the following examples illustrate:
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Farmers’ Markets: While farmers’ markets have grown in popularity, they generally remain localized and focused on direct producer-to-consumer interactions. There are some larger market networks, but the overall model hasn’t scaled into a massive, centralized industry.
DIY Culture (Do-It-Yourself): The rise of DIY culture, fueled by online tutorials and sharing platforms, has spread the ethos of self-sufficiency and creativity. While some DIY businesses have emerged, the core concept remains widespread and decentralized.
Sharing Economy Platforms (Early Stages): In their early stages, platforms like Airbnb and Uber relied heavily on spreadability to gain traction. They tapped into existing social networks and offered a compelling alternative to traditional models. While they have since scaled significantly, their initial success was driven by spreadability.
Open-Source Software: Open-source software projects, like Linux or WordPress, are prime examples of spreadability. They are widely adopted and adapted by communities of developers, but they don’t follow a traditional scaling model with centralized control or profit maximization.
Social Movements: Movements like #MeToo or Black Lives Matter spread rapidly through social media and grassroots organizing. While they have had immense impact, they largely focused on social change rather than commercial scaling.
We can often overthink innovation, but thinking about spread helps simplify what we are doing – as often the initial idea is like an MVP of a solution for the community to adapt.
Key things for us to remember:
- Spreadable innovations often focus on social impact, local solutions, and community empowerment.
- They rely on networks, shared values, and adaptability to thrive in diverse contexts.
- While they may not achieve massive scale, they can create significant change and contribute to broader cultural shifts.
Why scale when you just need to spread?
Related: Net Zero and the Law of Horse Manure