So here's the multibillion-dollar question: If there is a semblance of validity in the “world is changing, but we're not” argument, what's preventing change? Why are organizations slow to move—if at all? Why are we not seeing more innovation in the game? Who is standing in the way of navigating companies through the turbulent waters of change?
The reasons are numerous, and they begin with the basic psychological barriers to change. Human beings are predictable and habitual animals organized around norms, routines, best practices, and the comfort of the past (versus the uncertainty of the future).
We're also forgetful animals with extremely short-term memories. Once upon a time we had to literally sweat blood to justify having digital itself on the plan, but today it would be accurate to state, “No one ever got fired for putting Facebook on the plan.” How quickly we fall back into our bad habits of boosting the incumbent—Facebook as the new TV—at the expense of backing the challenger.
That's because rocking the boat doesn't necessarily offer up enough incentive to do so—the perceived return associated with success is completely overshadowed by the perceived risk of failing.
This—juxtaposed against an extremely short-term-focused industry and extremely impatient corporate climate—makes for a tough value proposition toward boldly going where no marketer has gone before.
“Change is good, but not on my watch” is another (in)famous quotation that highlights ...