{"id":2272,"date":"2011-05-26T10:10:06","date_gmt":"2011-05-26T10:10:06","guid":{"rendered":"http:\/\/www.cerebyte.com\/journal\/?p=2272"},"modified":"2011-05-26T10:10:06","modified_gmt":"2011-05-26T10:10:06","slug":"small-changes-and-the-status-quo","status":"publish","type":"post","link":"https:\/\/cerebyte.com\/2011\/05\/26\/small-changes-and-the-status-quo\/","title":{"rendered":"Small changes and the status quo"},"content":{"rendered":"<p>\t\t\t\t<![CDATA[<strong>By William Seidman<\/strong>\n\nAnyone who has paid any attention to the US Congress lately knows that decision- making is very fragmented.\u00a0 Not surprisingly, I see much the same thing happen in corporations.\n\nI like to ask people to\u00a0identify the most important strategic initiative in their organization.\n\nOften, they can\u2019t identify one. Either they literally don\u2019t know what their strategy is or they have multiple diverse initiatives.\n\nMore of them seem to be going the route of fragmented initiatives.\n\n<strong>Is there any conceivable benefit to this thinking and lack of action?<\/strong>\n\nSome possibilities:\u00a0\n\nIt\u2019s a way for the executive teams to not make decisions about what is important.\n\nIt is also a way to appear to be controlling costs.\n\nExecutives feel they must be working toward improvements and see various small things that might help if they got better, but none of them is very significant. Because they&#8217;re small, they can usually be handled by giving the work to existing staff so\u00a0they&#8217;re perceived as \u201cfree.\u201d\n\nAnd because they&#8217;re small,\u00a0 execs don\u2019t need to be particularly forceful or visible at supporting them. If they conflict with each other, it\u2019s not a problem since the impact of any of them is &#8230;\u00a0small.\n\nIf one of them fails, no one particularly notices and it hasn&#8217;t cost the executive anything.\n\nIf all of them fail, again, no one particularly notices because they will be replaced by a new set of small initiatives.\n\nHaving fragmented initiatives is a way for executives to create the <strong>appearance<\/strong> of performance improvement initiatives without having to commit to an improvement, and it&#8217;s not a great way to run an organization.]]>\t\t<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\t\t\t\t<![CDATA[]]>\t\t<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[412,287,66,17],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.6 - 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