And indeed lots of companies talk about agility and flexibility and change. I have some doubt about the importance of those attributes. There are still many relatively stable and homogeneous industries around. But also understanding the need for change on an abstract level is different from understanding a specific case saying Hey. This process why are we doing it this way? There’s a gap between having an abstract understanding of the need for change and actually identifying. What should change and making it work in your own organization. One way is when something starts out as a good practice but as Myanmar Email List circumstances change. It no longer is so good which means it’s very difficult to catch. Various examples also from my own research show that bad practices can come into existence as bad practices and still they can spread and survive.
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I puzzled about that for quite a long time, because it’s such a fundamental issue in strategic management and in economics: Why do bad practices spread? And I found the answer in cultural anthropology. Even bad practices have advantages and disadvantages. And sometimes the advantages are much more obvious than the disadvantages for example, because the advantages happen in the short term whereas the disadvantages happen in the long term. And if these disadvantages then outweigh the short-term advantages, we still don’t see that, because there’s lots going on, there’s a long time lag, and so
gulf email list on. My research on the in vitro fertilization industry is a good example of that. I did a big quantitative research project on the IVF industry for fertility clinics in the U.K. The majority of these clinics are private.
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IVF is a big business. But at the inception of this industry, when permission to perform the procedure was granted simply by the government, the government said every clinic had to publish its success rate. And the government did that with good intentions. They wanted to increase transparency in the market and aid consumer choice and so on. But what the government hadn’t realized and I think this clearly generalizes to other industries is that the success rate of a clinic depends not only on how good it is as a company, and how good it is at the procedure. It also depends on the input. Some patients are easier to treat than others. The very first person I interviewed in this industry immediately started talking about this. It’s a big topic in the industry.