IF IT AIN’T BROKE, DON’T FIX IT – FIX IT ANYWAY

Is there something profoundly wrong with some of the basic assumptions about how change works?

Two decades ago “about 70% of all change initiatives fail.” Today, according to global consulting firm BCG, organizations actually gotten worse at it: “75% of transformation efforts don’t deliver the hoped-for results.”

The trouble is that although organizations recognize and may even anticipate disruption, they are not good at adapting to them.

Resistance to change has long been cited as one of the key reasons why companies fail to adapt on time.

Let’s kill the company

In many companies, the same cliche questions are asked to prompt change: “What’s the next big thing?,” or, “Let’s think outside the box.”

To come up with answers to these cliches, executives look in the rear view mirror and rely on the same worn-out methods or, even worse, copy-the-competitor strategies.

For companies to proactively identify external threats as well as their own weaknesses a better way forward would be to “Kill the Company”.