In this thought-provoking post, Adrian Reed explores the tangled web of organisational change and compares it to how we mere mortals adapt (or resist) upgrading our software.
He explains the concept of ‘indecision inertia,’ in which stakeholders defer critical decisions by soliciting massive data or new questions, frequently choosing to keep everything as it is because at least that’s safe.
Reed expands on the need for integrated analysis to accurately measure the costs and benefits of ‘do nothing’ versus making changes proactively.
He emphasises inertia’s consequences, pointing out that it could compound long-term costs and operational risks in corporate as well as personal cases.
To read the entire blog, VISIT HERE.
