Are you suffering from organisational level myopia?

If we personally suffer from short sightedness (myopia) there are a few well proven options, glasses, contact lenses, etc., to correct this condition. Unfortunately, when organisations suffer from a similar condition, in terms of anticipating the future, the solutions can be more difficult to implement. Sometimes a degree of denial can be in place, which can make admitting this condition more complex. For humans, myopia is not terminal but inconvenient; for companies it can be far more serious.

This short sightedness can develop easily, as we continue to work within our comfort zones and disregard innovation. We can become so focused on delivery and operations that we fail to allocate sufficient time and resources to find new and better ways of working. Over time this can put the future of the business in danger, as competitors who have invested in R&D will overtake.

To combat this condition, you should be continually questioning how things could be improved and what your next steps forward might look like. Losing sight of this evolution does not constitute negligence, as current challenges can often form what seems like an insurmountable distraction. You have to remember that leadership is not about maintenance; if you do not instigate this drive to find ‘a better way,’ who will?

Intellectual, Charles Handy, relates this anticipation to the sigmoid curve (The Empty Raincoat, 1995). A sigmoid curve is roughly S-shaped and can be compared to the cycle of a company. He breaks this down into three stages that represent learning, growth and decline, all matched by their varying rates. Handy suggests that before a business reaches the peak of its curve (and progresses to the decline phase), it must start to plan ahead and jump from its current curve to another. Simply put, an organisation must strategise while successful, rather than wait for decline or a crisis point.

When did you last dedicate time to discuss the ‘what if’s…?’ and review each aspect of your business to consider how these could be improved?

Are you clear on where you need to transform for 2022?

Is your perception of the present and thoughts for the future in alignment with your team?

If you don’t assign specific time and resources to strategizing for the future, you risk being left behind. Myopia doesn’t have to be terminal, but if in place, corrective action is needed urgently.

If not now, then when?