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You're reading: Digital Tonto: Postcards from the edge

Micromotives and macrobehavior

Most of the narratives that seem to spring up around the issue of large organizations trouble with innovation revolves around intent (hence the “old fashioned” and “change-averse” descriptors). The assumption being that, since innovation is such a good thing, somebody must be trying to stop it. They are “covering their ass” or defending their turf.

I don’t want to say that doesn’t happen, but if that were the primary reason, it would be a pretty easy problem to fix. A change in management would solve it immediately. However, that doesn’t reflect what happens in the real world. As Jim Collins points out in Good to Great, bringing in a CEO from the outside rarely results in positive change.

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