You’ve probably heard the definition of madness: doing the same thing over and over again, and expecting different results. You may even have scoffed a little. And yet, I’ve found that intransigent think – a know-it-all mentality that stands in the way of exploring new paths – is one of the most common (and dangerous) afflictions affecting today’s organisations.
I truly believe that unless your mind is open and you are willing to challenge every belief system you hold, you will lose relevance at some point. Just look at the many brands that have fallen by the wayside as more disruptive competitors ‘Uberized’ them. Most recently, it’s the banking industry – one of mankind’s oldest institutions, and therefore presumably unshakeable – that is under threat from fintech, blockchain and cryptocurrencies.
Is it difficult to change organisational thinking? Well, yes and no. Yes, because individuals so often fall into the trap of group think, an opaque obstacle that prevents them from asking new questions. And no, because any organisation can evolve, if it understands the need to do so. Even the big ones. My conviction is based on my work with Deloitte. We first deciphered the company’s blueprint in 2006, and again in 2016. During these 10 years, we found that there was a 70% change in Deloitte’s formula. Imagine that: a company of this size and magnitude was able to evolve and massively change its business philosophy in the space of a decade.
Think of this: you’re about to buy a new phone. You admire its camera, its new capabilities, its exciting innovations. But will you still be using it in 10 years’ time? Probably not.
Our ability to embrace newness is everywhere. And yet most organisations seem to be irrevocably resistant to adapting their philosophies. Isn’t it time that changes?
Let us show you how.
Guy Martin is the founder & Managing Director of Blueprints: assisting CEOs to drive growth by increasing the alignment of their people to business goals by 50% within an 18 month period.