‘Yes but… we are different’ is an excuse I hear quite often when managers are confronted with the challenge of making radical changes. (or sometimes even not so radical ones)
A typical conversation about focusing on increasing collaboration and lowering barriers revolves around these lines:
Yes, we know collaboration is key to innovation, but…
– We are different
– We are unique
– Our teams work differently
– We are in a different marketplace. In fact we are the market creators there is no-one else
– We recruit only the very best and you know they all have egos so they won’t collaborate.
– We are so large that anything remotely transformational is difficult to execute.
And the list goes on.
In my book there are three types of organizations when it comes to getting their employees working with each other: the ones that don’t know what works, those who…
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