Back in the day reading the newspaper on my morning commute to Manhattan was an origami-like exercise in folding. I never wondered why newspapers printed on broadsheets that too big for the bus. But Freed Vermeulen did. The clumsily sized standard for newspapers of record peeved him. It took the associate professor of strategy and entrepreneurship at. The London Business School years to ascertain that the widely used broadsheet dated back to 1712. That’s when the English government began taxing newspaper owners by the number of pages they printed. Bigger pages meant fewer pages Nigerian Email Database and thus less tax. The tax eventually abolished but the broadsheet remained the standard even though. The cost of the paper was high and its unwieldy handling irritated readers such as Vermeulen.
Do utilities need a chief digital officer
In 2003, an English newspaper bucked the long-established standard. The struggling Independent ran an experiment. It offered its paper in broadsheet and in a format exactly half that size in one market. The smaller paper outsold the larger by three to one. The Independent’s leaders quickly adopted the half-size version nationwide. The paper’s print circulation rose 20 percent annually for several years. The lesson, says Vermeulen, and the worthy theme of his new book, Breaking Bad Habits: “Killing bad gulf email list practices can open up new avenues of growth and innovation and reinvigorate your business. Vermeulen who has written for strategy business devotes. The first third of the book to admiring the problem of bad practices.
Do utility companies really need a chief digital officer
He points to the many failed total quality management implementations in the 1980s and 1990s as an example. How leaders try to replicate the successful practices of other companies but muck it up through oversimplification. He blames the organizational tendency to assume there is a good reason for established practices for perpetuating. The bad ones à la broadsheet newspapers. He calls out the perception biases and casual ambiguities. That can blind leaders to the negative long-term consequences of the practices they adopt. As an example Vermeulen cites the continuing adherence of many companies to ISO 9000 quality assurance standards. Even in the face of studies that show they have a stifling effect on breakthrough innovation and agility.