These firms see no point in “starting an innovation program” within the traditional industrial-era management. It would be only a matter of time before the industrial-era mindsets and processes combine to crush the innovation. What they embrace is a different concept of management in which innovation is normal and central to everything that happens.
Over time, the processes in turn reinforce the mindsets, and tend to prevent any aberrant thinking or behavior from ever taking root in the firm. The mindsets and processes thus operate like the auto-immune system of the human body. They are difficult to change once they become established, especially when they are taught in business schools, and assumed in management journals and the financial press, as the right way to run any company, and form the basis for executive compensation.
With variations, this is still the gist of management in most major corporations today. It isn’t written down. It doesn’t need to be. It’s implicit in the teaching at most business schools and in the writing in most management journals. When changes are put forward, they are typically about changes to one or two aspects of the fifteen-dimensional management system. Yet without adjusting the entire system, the changes won’t survive.
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