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Blog June 27, 2016

I'd like two scoops of change please - with some sprinkles!

In our everyday lives, we usually perceive the notion of change as something good and beneficial. The Obama campaign in 2008 epitomizes the example that Change is positive, and something to believe in. For many, that feels slightly different as impending change comes closer in time and to oneself. Examples of such differences can be observed in established reactions like" Not Invented Here", "this is how it's always been done", "it was better in the olden days", and similar expressions.

The irony is of course that nothing is constant, but most change occurs slowly enough for us to notice it mainly when looking back and comparing facts. We’re like the proverbial frog in the pot who doesn’t jump out of the water when it’s starting to heat up. In our personal lives, this may be a funny observation and triviality – but when it comes to business, it becomes a bit more serious. We cannot allow ourselves to be the frog, we need to embrace change and act proactively to improve the way we work, the way we review results and our value and offer to our customers.

One of the most important things we can do in our respective roles is to facilitate and support change and innovation in our organizations – from the attitude and atmosphere amongst our colleagues to the framework through which we drive our business. Why, you ask? Because our competition does, and even if a slight difference right now could be somehow affordable (though I’m fairly certain your boss, and board, view it differently), catching up with 100 experience-based improvements your main competition has made, isn’t accomplished instantly. Worse, even with unlimited budgets, it isn’t something which can be remedied by throwing resources and money at the problem – it’s a process which takes time, effort and engagement.

We see the LED light, the Tesla car, the iPad .. – but our human nature loses focus on the long road of experimentation, burned out and discarded filaments, generations of preceding models, thousands of iterations which are required to progress – rather than a single burst of effort and brilliance.

Fredric Travaglia, Business Development Consultant at Enfo