So we looked around at large companies, and see their slow decline. Their fall from former glory. Two questions come to mind when I think of the rise and fall of the company, as expressed in Part 1 and Part 2 of this series of blog posts.
- Why do we succumb to this process, time and again? And,
- What can be done to prevent, or reverse, this process?
These two questions, to me, have to be asked – and answered – if we ever want to arrest the negative development of the firm. My answers, at the moment, are along the lines of:
- Stop inertia thinking, and
- Elevate culture to the importance of profit.
Intertia Thinking is what I’m calling the belief and adoption of old, or inherited, limiting beliefs. We tend to do things, and to think things, just because “they’ve always been done this way,” or because they are considered, by the indusry as a whole, as “best practice.” Heck, it’s gotta be the best way, it’s even called “best practice!” Fundamentally, when we adopt these limiting belief systems whole-heartedly, and forget to constantly evaluate these concepts, and examine their relevance for our situation, time, and environment, we accept, implement, and adopt legacy solutions and actions – rather than create and develop new, more relevant, ones!
Regarding culture, there’s a lot we can discuss. Suffice it to say, I’m beginnign to believe that once you lose your original focus, your spirit and passion, and instead allow others to impact your business (through either accepting and adopting external Inertia Thinking and limiting belief systems, or directly hiring people who believe in these, into your firm), you stop being able to propel forward with passion, verve, and a sense of purpose towards making the communities around you better off (whether those communities are fellow employees, customers, or your neighbor).
A lot of ideas come to mind when I think of how to expand on these answers, and I think they’re best left for subsequent posts and musings!