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Yes, but of course, it's never as simple as pressing a button and implementing the ideas. You have to get buy-in for the ideas, presumably one idea at a time. You have to justify, in tangible and financial terms, what the cost/benefit of making the change will be -- especially because implementing any structural change will require a very large, very real cost up front. And the problem with one-idea-at-a-time is that each idea, in isolation, carries a high political risk, but less potential upside. And so the benefit of implementing a Spolsky-like program really accrues when implementing quite a few of the concepts at once. Very few people have the juice to do that. Furthermore, something could easily go wrong, entirely unrelated to one's Spolskification program, but which torpedoes the program nevertheless. Another powerful force to consider is employee morale. Employees tend to settle into a routine and resist change to that routine -- even if it's nominally better for them. You'd be surprised at how powerful a force this is. I can almost guarantee you that if you went to any big company with an open-layout, cube-farm floor plan and proposed that everyone be given their own office, a significant percentage of those employees would grumble about it. It sounds silly to think so, but it will happen. People fear change. They tend to read into it. They think it's a harbinger for more sinister or scary things to come. Loss-aversion is very real and very strong. Of course, the upside to making big changes is the chance at big success. If you turn around your division, or if you're the one division outperforming all the others, you're a hero. And other divisions will follow suit. That's a wonderful thing. But the risk that that won't happen, and that your changes will backfire or be scuttled in some way, is every bit as real as the potential upside. When faced with that calculation, and especially when taking into account the stability of a very nicely paying and high-ranking job, a lot of managers and execs will opt not to rock the boat. Again, this is not a defense of change-aversion. It is an explanation for why you don't see more change in established firms. The vectors of big change tend to come from outside: a new CEO, a new executive hire, or the formation of a new business or division. In those circumstances, the organizational and psychological frame is oriented towards change, rather than towards the preservation of the status quo. The person leading the change has a clear mandate to do so. In other, more day-to-day circumstances, the mandate is less clear and less easily secured. |