Corporate Inertia , Fiefdoms and Status Quo

Corporate inertia, fiefdoms and the status quo - words to strike fear into the very heart of any innovator.

When bureaucracies become so large, despite being peopled by highly intelligent and committed employees, the structures themselves work against the best interests of the organization. Despite corporate commitment at the top end to constant improvements and the refining of processes the actuality can be very different when "choke points" are controlled by those for whom it is in their best interests to sustain current practice. Lip-service is paid to the corporate philosophy but real adherence is declined, deferred and ultimately denied.

Companies frequently seek to "treat the symptoms" of a problem without even acknowledging the fact of the "disease" and thus fail to make the leap of thought as to why they actually do the things they do. They can become highly efficient in ameliorating a problem without fixing the underlying cause.

Sound familiar? I am sure it is, especially when we just stop and think about it. I am personally involved in a number of situations where the innovations clearly changes the game, reduces costs, improves productivity, is easier to use than not and produce highly impressive triple bottom-lines. Can we get these products into the Western Australian market? I wish! What's not to like?

Change of course, upsetting the status quo, reducing areas of influence, altering thought processes and actually, Heaven Forbid, taking a valid decision; often not even requiring anything like a courageous decision. I had thought of 2009 as the year of the "great non-decision" where executives through all the difficulties of the GFC thought it better not to take any decisions at all. I must admit I thought this would unwind considerably in 2010 but now I'm not so sure...though I hope I am very wrong in that reassessment.

This is not just another rant born of frustration as many of you will know I am trying to do something positive about it with "Crusaders for Western Australia." Taking it back to basics, encouraging innovators to do business with other innovators and you would be mighty welcome to join me on this crusade!

Cheers, Jonathan.