The classic mistakes made in dealing with disruption are here: a new administrative lead role (a dean), policy teams, committees, and implementation plan.
"...the minute the memo started talking about a Policy Team developing detailed implementation plans, it was all over."
Have you been there? How did it turn out for you?
...Any possibility for innovation dies when a company forms a committee for an “overarching strategy.”
This insightful article by Steve Blank, mirrors what's I've read about and seen time and time again in decisive actions taken by executives and in large institutions.
Lessons LearnedInnovation in New Markets do not come from “overarching strategies” It comes out of opportunity, chaos and rapid experimentation Solutions are found by betting on a portfolio of low-cost experiments The road for innovation does not go through committee
One useful purpose a university committee could have had was figuring out what the goal of going online was. [The example in the article is education based.]
...it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.
...the path to implementing online education is not known. In fact, it’s not a solvable problem by committee, regardless of how many smart people in the room. It is a “NP complete” problem – it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.
By: Steve Blank, author, teacher of entrepreneurship and consultant who has reshaped how startups are created. He is coauthor of the recently published, The Startup Owner’s Manual (K&S Ranch, 2012).
Via Deb Nystrom, REVELN