The in times of turbulence is not the turbulence; it is to act withPeter Drucker
Seeing how some organizations adapt to the changing environment, makes us wonder whether these organizations have the capacity to adapt? Are they able to adjust both their business and their strategic focus? Inertia comes to mind, since often problems regarding strategic adaption stem from inertia. Inertia, a term hardly used, but omnipresent in many industries, nowadays. Inertia is paralysation occurring as a consequence of accelerating change, leading to non-response or responding too late or inadequately. Inertia has many faces as the sources of inertia can differ per industry or type of organization. There is structural inertia, which occurs when an organization has lost its flexibility due to the structures and systems it has put in place over time, which makes change difficult, costly and lengthy. Corporate inertia is the phenomenon whereby an organization gets stuck in its ways of thinking and behaviour and thereby chooses the beaten path because of commitments made in the past. Commitments are management’s actions that contribute to an organization being pinned down on certain behaviour in the future. Commitments tend to have a lock-in effect, forcing an organization, both rationally and emotionally, to persevere in the chosen path. Active inertia is the case when an organization accelerates on activities that succeeded in the past. There are more forms, but this covers the most frequent instances. What links them is the fact that in all instances it has to do with how management views the business. What is unsettling with inertia is the fact that although it might seem the organization is moving, it is not. It is in fact immobile.
In our experience, often we see traces of active inertia. Management responds to the most disruptive changes by doubling-down on the activities that succeeded in the past, which are based on the old formula for success. Solving today’s problems with yesterday’s solution. Often the beliefs and attitudes of the founding fathers and/or the conditions of the environment when the organization was founded, still imprint the organization. Stuck in certain ways of thinking about the business and certain behaviour, these organizations persevere in the chosen path even when the environment has changed dramatically.
So, how do you get things moving? Enters: The Rainmakers. The Rainmakers are a group of changemakers who will help your organization remove the blockades. Rainmakers are a new breed of creative leaders who view themselves as context setters and designers of learning experiences within organizations. Creative leaders who are able to redefine industry boundaries and rethink business models. Leaders who get your organization moving by asking the right questions.