Editor's note: We encourage MIX readers with suggestions to help solve this barrier to enter their ideas in the Comments section. Vivek has agreed to compile the best suggestions into a MIX Hack.
We are faced with a new business idea, something which the organisation believes it should undertake. Senior leaders, however, don't have experience with such an opportunity. A young leader from the second line of leadership wants to own, lead and demonstrate success. The barrier: Senior leadership sees this as a threat to their supremacy, a dent in their ego.
Being part of a healthcare company, one of the SBUs came up with a new business opportunity, which promises to change the turf of play and change competitive dynamics. It also induces a shift from a product-centric to a service-centric approach. One of the 2nd line leadership member has not only toiled to generate excitement within the organisation, but also presented enough justification and hypothesis to substantiate the need to enter into this business opportunity.
The organisation has been a conventional think-tank, people with grey or white hair are expected to own everything, supposed to be the haloed angels of wisdom. The truth is, the CEO supports the new idea, but he is a man of teams. He believes in taking everybody along. Another fact is the so-called team doesnt understand the business idea and doesn't want to stretch their imagination in order to grasp it. For months, the idea has been languishing because senior management is not comfortable with implementing it. And to top it all, the bean counters want ROI justification - analogous to asking salary from a new born.
Not only there is increased frustration, but also a creeping belief that this organisation is like a dinosaur, waiting for its extinction.