The organization on cruise control: the anatomy of institutional drift
I want to start by correcting something I almost got wrong myself. Cruise control is not, by itself, a sign of a failing organization. Some of the best-run institutions I have ever encountered work exactly like cruise control: a founder, or a generation of leaders, built a system so well designed that it began running itself, delivering results without needing a hand on the wheel every hour of every day. That is not failure. That is craftsmanship. The danger is not the system. The danger is time. Since the 1990s, the environment around every organization has been changing at a pace that keeps compressing: every few years, then every few semesters, now every few months, sometimes every few weeks. A system built for the road of 1995, however well engineered, was not built for the road of today. It can keep running, and keep delivering, for a long time after it has stopped fitting the world it operates in. That is the trap. The most dangerous organizations are not the ones that ...