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By John Middleton
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Sample text
No class in history has ever risen as fast as the blue-collar worker and no class has ever fallen as fast. ’’1 This unprecedented speed of change has inevitably led to organizations having to ‘‘learn as they go,’’ with little time possible for considered reflection. The result has been organizational carnage, with a huge increase in the number of job losses and business failures over the past few years. For many organizations, the Internet has proved to be more of a graveyard than a gravy train.
ORGANIZATIONS IN AN AGE OF PARADOX It doesn’t seem that far back in the corporate timeline when change used to happen in bursts, if at all. Occasionally, if you remember, a new CEO would have a rush of blood and personally re-design the business on the back of attending an executive seminar, or perhaps bring in some consultants to help. Senior managers would sigh, brace themselves for a few bumpy months, and look forward to a time when life in the company would settle down again. Then, around about the mid- to late 1980s, it dawned on companies that ‘‘change was a constant’’ and that organizational life would never be quite the same again.
The paradox of time: at the speed of light, nothing happens To succeed in the short term, you need to think in the long term. Yet the greater your vision and the longer the time interval over which you predict results, the greater the risk that you will be unable to take the necessary steps in the short term to achieve the long-term goals. The tension between short- and long-term planning has never been more tormented. THE STATE OF THE ART 51 The paradox of competition: your biggest competitor is your own view of your future Competition comes from everywhere and nowhere at the same time.