If you string the last few topics I have written her together, you might be able to project where I am going. The larger the company is, the less nimble it will be. The more focused on command and control, of people, property and ideas… the more difficult the ship will be to steer. As start ups progress – and eventually see profits, they tend to not want that to change. Systems like TQM and Six Sigma are installed to moderate volatility. Finance and operations executive are easy to pick on because they seek this stability at nearly all cost. The largest of cost, is of course the ability to take advantage of opportunity. That requires change, exactly what all this stability is working to minimize.
My question today is… how can brand affect this syndrome of staleness and complacency in the maturing (read stagnating) corporation? Will we be seeing constant waves of corporations alternating between stability and revitalization? What can brand do for this effort to maximize the value? And lastly, is stability in conflict with agility?
