As leaders, we have ready access to potentially powerful, game-changing ideas. It’s easy—and tempting—to chase after a new practice, a new expert, or new research that seems to provide some relief or a solution to a problem. What’s harder, but far more valuable, is to fall in love with the problem. Then you aren’t quite so eager to embrace the first possible solution and move on. You spend some time letting the challenge soak in, studying it from various angles, and understanding it more deeply. Rather than hastening to narrow the scope of your decision and the options under consideration, you remain receptive to additional, possibly better ones. This is what Juniper Networks learned as it renewed its focus on values and culture as a differentiator. Indeed, developing a reputation as an innovative HR organization requires walking a fine line. Big new ideas often arise from popular talks and articles; if you embrace too many of those, or apply them too superficially, you’ll develop a reputation for fad surfing. Dig beneath the surface to the fundamental scientific research and insights, and you can set the stage for profound effect. Juniper’s approach—getting the big picture, seizing on insights, applying them wisely, and ensuring their impact—has enabled this company to move from one-off programs and unconnected experiments to a system that is always evolving in exciting and consistently business-aligned ways. HBR Reprint R1507E