Why do organisations resist change?

I visited the local Blokker store, last week. I stumbled at the threshold. Something was different. The layout of the store, the store furniture. It had all changed. Of course, I had heard of the “change” at Blokker and had been anticipating it, but that caravan had not arrived at “my Blokker” yet; and given the news lately, I didn’t expect it to arrive at all. Excitedly, I entered the store. I bought the thing I needed and left, thinking: “Wow, Seriously?! Did they really think that a layout and furniture change would solve their problems?”. I feel much more is needed to “save” Blokker. Seeing how they adapted to the changing environment (the layout-and-furniture-change), made me wonder whether Blokker, this 123-year-old retail chain, has the capacity to adapt? Are they able to adjust both the business and their strategic focus? From what I have seen so far at the “new” store, I fear not. Cosmetic change is temporary change; superficial change. And not enough.

Solving today’s problems with yesterday’s solution will get you no where.

Drücker

Inertia comes to mind, since often problems regarding strategic adaptation 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. Such commitments are management’s actions that contribute to an organization being pinned down on certain behaviour in the future, which 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 these three touch upon the Blokker issue. 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.

Tomorrow belongs to the people who prepare for it today.

African proverb

So, how do you get things moving? Enters: Creative Scrum. Creative Scrum are a group of changemakers who will help your organisation remove the blockades. They are a new breed of creative leaders who view themselves as context setters and designers of learning experiences for organisations. Creative leaders who are able to redefine industry boundaries and rethink business models. Leaders who get your organisation moving by asking the right questions.