When a new innovation comes along, corporations typically follow a predictable arc. First there’s the “Ignore It” phase. Then, once it becomes clear that it’s actually important, they dive into the “Getting It All Wrong” phase. The first step in Getting It All Wrong is “pretend that the new thing works like all the old things.”

Eventually they get past these early “ballistic podiatry*” activities and begin to figure things out, although there’s often a step, which falls late in Getting It All Wrong, called “Hire a Consultant Who Was Successful at Other Things But Barely Knows More Than You Do About The New One.” Sometimes these outside hitters have read a book, but mainly they rely on the tendency of executives to overgeneralize about prior successes.

Which brings us to The Blog Council, Continue reading →