The Pirate’s Lament:
On the shifting tides of strategy and the loss of rebellious thinking
The other day I found myself wandering along on my merry way in my mind as I often do and cast my thoughts back to my very early days in the very infancy of my adult life at the age of about 18 or 19. A uni student, barely attending classes, favouring pool halls and dingy cafes.
I had joined the student radio station which had built a cult following in town. At the time of joining, it was embroiled in a legal battle with the national regulatory and licensing authority who had decided to cancel it’s broadcast licence as a community station. And were in the midst of a legal stand-off. It had become the age of the pirates.
During this time, being young, invincible upstarts, and already in a legal battle with the regulators, the station abandoned all broadcast rules. Chose it’s own music, from Twisted Sister to South Park’s soundtrack.
It was during this time that we revelled in pirate radio. Going with our guts, feeding off the audience, and creating an experience through radio, rather than following the formulas.
Something very interesting would happen. Ripples.
We would regularly receive albums from record companies, as all stations did, with marked singles and release dates. And we’d play them. We also sometimes played what ever else we wanted, if we liked it.
It was for a few, unknown tracks that we decided one afternoon or morning, sitting around in a dark dingy tiny back room filled with boxes, a sound desk, some barely working chairs and carpet on the walls, to play.
Odd little tracks like Distortion, from David Guetta’s 2002 album “Just a little more love”, which was the 11th track on the album. But we liked it. So, we played it. A lot.
And the audience liked it. And we played it more. Then the clubs liked it. And remixes came. And we played those. And so did the clubs. And because the audiences wanted it, the commercial stations began to play it, and the national stations began to play it.
Or when, in 2002, the movie “The Guru” was released starring Jimi Mistry, Heather Graham and Marisa Tomei. You’d be forgiven for never having heard of it.
We had watched it, it was pretty fun. And it featured a dance number of the Hindi song “Chori Chori Gori Se”. Which we liked. So we played it.
And so did the audience. And we played it more. Then the clubs played remixes, and so the story goes.
Nationally charting songs, that would never have been aired, or thought to have charted by the labels — yet loved by audiences who’d otherwise not have been exposed to it.
Because we sat in a room and threw caution to the wind, as pirates.
We very rarely know what lies ahead, the paths taken or the opportunities that lie over the horizon. Fear, risk aversion, uncertainty and the safety of logic leads us down a path. And the path feels safe, it feels well worn, and it feels like the right way.
Sometimes it even is.
I lament the pirates. The rebels, and crazy ones. The risk takers and rule breakers that throw caution to the wind to try more, do more and experiment.
A lot is written about failing fast, disruption or innovation — even by me — but so often these are steps along the well-worn path, or even merely minor deviations.
In a world that increasingly values conformity and incremental improvements, the true outlaws of innovation — those who defy norms and disrupt industries — are often overlooked.
Being a pirate, a rebel, or an outlaw in this environment isn’t just about taking risks; it’s about fundamentally rethinking how we approach problems and creating solutions that redefine entire systems.
The Spirit of Rebellion: Lessons from the Edge
My early days in radio, where we defied norms and played what “felt” right, taught me the value of listening to your gut and ignoring the rule book. We didn’t just play music; we created a movement. This rebellious spirit isn’t limited to the airwaves; it applies to every industry and every innovation.
Known for its environmental activism, Patagonia doesn’t just make clothes. They challenge the very concept of consumerism. By encouraging customers to buy less and repair more, they’ve created a brand that stands against the fast fashion industry. Their “Don’t Buy This Jacket” campaign is a prime example of how taking a counterintuitive approach can resonate deeply with consumers and drive systemic change in sustainability.
Or there’s Wikispeed — a volunteer-based, crowd-sourced automotive company that disrupts traditional car manufacturing. By using Agile methodologies and open-source collaboration, Wikispeed builds modular cars that can be updated and modified quickly, challenging the slow, proprietary nature of the automotive industry.
The world’s largest manufacturer of modular carpet tiles is a company called Interface. They made a bold move towards sustainability with their Mission Zero initiative with a vision to eliminate any negative impact the company has on the environment. They embraced radical transparency, innovative recycling methods, and a commitment to renewable energy, setting a new standard in industrial sustainability.
The Psychology of the Outlaw
Rebels and outlaws aren’t just about breaking rules; they’re about rethinking paradigms.
Harvard Business School and behavioural scientist professor Francesca Gino has written a lot on this subject and is one of the world’s most influential thinkers. She advocates for the rebels, and their ability to change the world for the better. This “rebel talent” can drive innovation by encouraging organisations to embrace diverse perspectives and challenge established norms.
In her book, “Rebel Talent: Why It Pays to Break the Rules at Work and in Life”, Gino explores how non-conformity can lead to greater creativity, innovation, and improved performance in various settings. Fostering a culture of constructive dissent and encouraging teams to break the rules in a thoughtful way leads to significant benefits.
She goes even further in her paper, “How Moral Flexibility Constrains Our Success” and delves into the concept of moral flexibility, highlighting how people often adjust their moral standards and behaviour based on context or personal gain.
This tendency to rationalise certain actions, like cutting corners, might yield short-term benefits like financial gains or career advancements, but these immediate successes come at the expense of long-term trust and reputation.
Moral flexibility can create a toxic culture where unethical behaviour becomes normalised, discouraging trust and collaboration, and ultimately reducing overall effectiveness.
Gino argues that moral flexibility limits true innovation and success because it encourages superficial improvements rather than fostering deep, meaningful change.
Genuine innovation requires a commitment to integrity and ethical standards, which build trust and encourage sustainable, long-term growth.
How to cultivate rebels and pirates
Create an environment where questioning the status quo is not only accepted but encouraged. Encourage dissent and diverse perspectives. This challenges conventional thinking and lead to groundbreaking ideas. Regularly hold open forums or brainstorming sessions where employees feel safe to voice unconventional ideas without fear of judgment.
Shift the focus from punishing failures to celebrating bold attempts. Reward risk-taking and celebrate failures. Recognise and reward teams and individuals who take calculated risks, even if they don’t always succeed. This encourages a culture of experimentation and learning, where failures are seen as valuable steps toward innovation.
Cultivate a mindset of radical curiosity by constantly asking bold questions that challenge the status quo. Question assumptions and consider problems from multiple perspectives. Make a habit of exploring new ideas and learning from diverse sources.
Regularly challenge your own assumptions and beliefs. Engage in self-reflection to identify biases and limitations in your thinking. Actively seek out information and viewpoints that contradict your own and consider their validity.
The true outlaws of innovation aren’t just about breaking rules for the sake of it. They’re about challenging deeply held assumptions and reimagining what’s possible. By embracing the spirit of the pirate, the rebel, and the outlaw, we can drive real, systemic change that goes beyond incremental improvements.
In the end, innovation is not about the next big thing; it’s about the next big shift in thinking. It’s about creating a world where new ideas can flourish, and where the daring are not just welcomed but celebrated.
So, be the pirate. Be the rebel. Be the outlaw. Because the world needs more of them.