To promote organisational autophagy, we must embrace experimentation, jettison jaded pieces of junk organizational DNA, selectively regenerate dormant cells and reinvent, regenerate and renew in permanence.
So often the challenge is that we focus on the failure rather than the learnings. When we focus on failure, we become cognitively impaired and we cannot think creatively. We must reframe our relationship with struggle.
As the saying goes, “kites rise against, not with the wind.”
Corporate Cognitive Dissonance or Organisational Anosognosia?
Positive Predatory Pressure: Innovation and Trophic Cascades
Changemakers often experience the full wrath of a protective status quo when an internal power broker perceives them as a threat (to their position). Even though they may espouse upstanding business practices, proclaiming, “We are very innovative!”, ultimately when threatened by internally driven proactive change, the status quo can act as unscrupulously as the mob.
Deaf Frog Story and Reinvention
In large bureaucratic organisations, those kept alive by government bailouts, state-run organisations or indeed some semi-states almost all of the energy is depleted by maintenance, while little or none remains for meaningful growth.
Straying Across Swim lanes, The FunSaver Effect
“The customer rarely buys what the company thinks it’s selling.”— Peter F. Drucker
Failure and catastrophe can provide a huge impetus and opportunity in stimulating transformation, new ideas, and new directions in business and in one’s personal life. Sometimes a storm, while devastating in the moment is exactly what we need to shake us from stagnation.