WHY IT’S WORSE TO DO NOTHING, BUT SEEMS TO BE BETTER
Why aren’t CEOs and senior executives at least rethinking—if not destroying—their business models left and right? From our experience in working with top teams, here is what we’ve found:
Denial. Richard Tedlow notes that Sigmund Freud described denial as a state of “knowing-but-not-knowing.” Leaders in this state refuse to believe what their analysis tells them. Confronted with the reality of a fatally flawed business model, they close their eyes to what it means for their companies and their careers. This isn’t usually done consciously. In their day-to-day business lives, these leaders believe they are doing the right thing for their organizations and that they’ll be fine if they simply ...
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