When we can afford to innovate, we don’t. We are happy. We are making lots of money, our staff are happy and busy, we have too much damn stuff to do to worry about the Next Big Thing. Besides, the current Big Thing will be around for ever, surely?
When we most need to innovate, we can’t. We are in straightened times, struggling to do what we need to do with the current staffing levels, trying desperately to hang on to our current activities and make them viable. We just don’t have the time or resources to risk on something that might not work out.
I’ve seen this happen in universities. Departments that are doing well see little (strategic) need to consider delivering new degree programmes: the current programmes are recruiting well, staff are enjoying teaching them, the students are enthusastic and there doesn’t seem to be any shift in the supply of new applicants year on year. We could easily put together something new, risky and exciting; but, who cares? When student numbers dry up, we flail around for new courses to deliver, and end up putting on untried and cobbled-together courses without the staff effort to do it properly.
I would imagine that this same cycle holds in many kinds of organisations.
What can we do, as a management strategy, to handle this cycle better?