Top 10 Reasons Why Some CEOs Sabotage Innovation
There’s a huge gap between CEOs saying they want their companies to innovate and actually acting in a way consistent with what they say.
This lack of congruence drives internal change agents crazy, catatonic, or out the door. At the very least, it makes them cranky and unwilling to go the extra yard required to turn their inspired ideas into reality.
And so, as a public service to all of you out there whose CEOs are not walking the talk, here’s my TOP TEN reasons why not.
Choose one, align with some fellow change agents, and kick start the process of actually doing something about it.
- Innovation sparks dissonance and discomfort.
- Innovation is all about increasing variability. Most CEOs want to decrease variability and increase predictability.
- Results only show up long-term — not next quarter.
- CEOs conserve resources. Innovation requires more resources.
- Innovation flies in the face of analysis.
- Imbalance of right-brain and left-brain thinking.
- It’s not in the job description.
- Over-reliance on cost-cutting and incremental improvement.
- Inability to enroll a committed team of champions.
- Insufficient conviction that innovation will really make a difference.
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