I remain frustrated with my associates at the university and management consultants who see themselves as innovators yet are latched to the “tried and true” case profiles of best practices. Clients as well who seek “safe” methods of timid incrementalism. They have become talking heads absent of any original thoughts that could probably lessen their fees by simply asserting to clients and students “go thou and do likewise.
In a world of speed and uncertainty they suggest a slow incremental approach to radical change and innovation that worked well in conventional times of certainty absent of speed and technology. As Gary Hamel muses, “It was hard to find people within the world of management who were asking questions equivalent to what a computer scientist might ask: how do you build a machine that could think? Or that an engineer might ask: how do you master nano-scale manufacturing?"
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