What do you think robs organizations the most from delivering their desired results or achieving their desired growth? Many people will give various reasons, but the most common of the reasons are: wrong strategy, stiff competition, unfavourable government policies, economic hardship, unconducive business environment, etc. Over the years, I have heard dozens of reasons as answers to the above question. To the consternation of people I have met professionally, I have made them to know that the reasons given above are common to every organization in the world and therefore could not be the major enemy within – that robs them of their growth.
One overlooked enemy robbing organizations of its successes, innovations, initiatives and growth comes from within, and that is the “Status Quo”. This Status Quo mentality is manifested on daily basis by organizations and that is why you hear them saying things like: this is the way we have always done it, this is the way our former CEO or manager usually does it, this is the way we have always reviewed our strategy, this is the way we have always attended to the customers, this is the way we have competed, this is what we have done in the last ten years etc. Would you believe that a company lost a major share of business because an inexperienced new hire’s suggestion was rebuffed with “what do you think you know?” Off course the new hire answered with “I am sorry Sir” out of fear.
When regulatory bodies come up with new policies, definitely, it is going to affect all the players in that industry. The compensating factor is that no one in that industry will be singled out, so no preferential treatment. But the real challenge does not come from let say an unfavourable regulatory or government policy; it comes from when organizations are still stuck with the status quo regardless of the imminent change or danger knocking at the door. The best of strategies, change and re-engineering efforts can be reduced to a mere “more of the same” if the drivers of the change are stuck with the status quo (and we know they will not actively support the effort).
We are often quick to say that, insanity is when one is doing the same thing the same way for years and expects a different result. Unfortunately, and how sad it is for people to see new ways of doing things (suggested by others) to mean challenging their authority, experience and personality. As a person (not even as a consultant), I am quick to tell such people that, they are not competing against themselves internally but rather they are competing with the outside players in their given industry. They are competing with the rate of change on the outside and they are also competing with disruptions. Whether we like it or not, no organization can afford to continue doing things in the old way in order to preserve one’s ego, personality or authority unless they are ready to go out of business.
I have been asked severally when facilitating executive strategic thinking retreats, why “status quo” should be tagged as the problem in an organization when the actual problem is “low customer patronage”. I would provide the answer now even for those that have not asked. You will agree with me that sometimes ago, your customer growth strategy or marketing strategy has worked in the time past, and probably delivered the numbers to you. Today, a lot of things have changed, a lot of disruptions, a lot innovations, and uncertainties, but still nothing has happened or changed in the strategy documents that have worked in the time past. Your organization is still stuck with the status quo, and miraculously believing that the customer numbers will grow over night. So the simple solution should be to change (the status quo) that has not worked today, and develop new ways of winning and keeping them – because others too are doing same.
Based on experience, I have found out that most organizations are still stuck with the status quo even on the issue of managing cost and this is why sometimes funding for critical initiatives gets channelled in an ad hoc or informal manner.” If these organizations do not have a rethink, they may end up spending money on the wrong things or they cut the wrong things for the wrong reason. What CEOs, CFOs, HR Chiefs and key decision makers can do in this regard is to get their organizations to begin to think about costs strategically as investments that will fuel their growth; this means without compromise they have to put their money where their strategy is – and no more where their heart is.
Final note:
Having being involved in various leading change programs for institutions, I have realized that some organizations do not know the root causes of what have been pulling them back from achieving their goals. They focus more on symptoms or signs and then proffer solutions that will not be holistic in addressing the hidden causes of the problems. Then the problems continue or become worst. Great institutions and organizations use a different approach. They try to understand the root causes of issues before proffering solutions. More often than not, the root causes are embodied in the fabrics of the status quo, in trying to probably defend what is not working or justify poor performances or keep one’s ego at the detriment of the organization. A simple way to deal with status quo is for leaders and managers to create a culture where people in the organization will be permitted and free to use their initiatives at work and at the same time express their concerns – ultimately allowing the best idea to rule. Remember, the best idea may come from anyone in your organization who is bold enough and courageous enough to ask a question that no one else asked.
I would want to receive your perspectives, comments or questions.
To your success!
Uju Onwuzulike, Chief Results Officer, MCL