How Drift Can Derail an Organization, 2040’s Ideas and Innovations, Issue 222
Could your organization be the next Blockbuster? Imagine this familiar scenario: You are drifting downstream, gently course correcting to avoid the random log or rock, enjoying the scenery and lulled into becoming a passenger, not a steward or captain. There is something so tempting about letting go as the current moves you forward, and you enjoy the ride. You have a goal (the docking point) but are content to surrender control as you drift along. Often in uncharted waters, you are so relaxed that you miss a threat or possible obstruction. You feel confident that you will successfully arrive at your destination under no pressure to exert any additional energy to speed up the journey.
Drift is a real-life danger when an organization is gradually detached from its set strategic course. According to Empiraa, “This misalignment often occurs so slowly that it can go unnoticed … until significant consequences manifest.” The reasons for drift vary, but they are principally propelled when a company fails to recognize or respond to changes in the marketplace. Common examples include not acknowledging new technologies, shifting customer preferences, challenges with leadership/staff retention, and competitive threats. Some drifting organizations have become complacent or overly reliant on past successes, ignoring the dynamic factors, variables, and signals that move markets, the economy, and systems forward … or destroy them.
In any case, an operating strategy is no longer relevant or effective for the current situation when an organization is drifting. But what is so insidious about drift is that it is often not apparent to leadership or stakeholders, who allow the conditions to continue unchecked until they become so critical that failure is suddenly on the horizon.
