Why is change so hard? Starmer gone. Parallels with go-to-market.
Why is change so hard? Starmer gone. Parallels with go-to-market.
Description
Organizational inertia and short-term interest rate pressure hinder effective corporate and political strategic change
Transcript
I wonder is why why why do you think this still happens? Um cause you would expect like you'd expect like people should know this. Like you'd expect like this is something that should be obvious. Like the metrics you're focusing on are not what you want to be focused on, like whoa. Sometimes I wonder like, what do you think is the reason like this still happens? Do you know what it is? For me, I honestly think it goes back to an inertia to change. So you look at these Gartner reports that have been going for decades and that kind of just tells you broadly, this is what you do. People have grown up with a school of thought that this is what you do. But things change and one thing I'll tell you, I'll tell you for free, one thing that the big corporate struggle to do is change quickly. They just haven't found the formula to be able to do it. So what you'll find is that often there are some relatively senior smart and switched on people that know that, really this isn't optimal. That this isn't really how we should be doing things but either there's a political reason why they won't change it because they want a promotion and it's going to be difficult to push through that change and it's going to go against the agenda of someone else. Or they just they're looking at it and going thinking how long it would take to change this and get us into a revenue factory, you're looking at you know probably 18 months worth of change. My average tenure's 17 months. You know even if I know that this is what we need to do am I even going to make it if I don't deliver some short term results? So you get into this almost false game and you know you see in politics where the politician knows what the longer term vision needs to be but they want to get elected for the next term. It's right, it's right. So you start seeing these short-term decisions repeatedly over and over again and to the point where you start having this this Frankenstein organization that can't efficiently generate revenue and and profit, so yeah. Yeah, that makes a lot of sense.

