Most companies that try to innovate themselves (in order to adapt to the new market characterized by radical changes in Demand) fail not because the specific strategies adopted are wrong, but because, upstream of everything, the big companies are intrinsically not innovable (for how the mindset of their human resources is set, for how they are structured, etc …).
WHO IS THE OBJECT OF INNOVATION,
CAN NOT BE THE SUBJECT.
So it is not external consultants who can improve the situation, at least for the following reasons:
– consultants cannot change a situation that is structurally unsuitable: restructuring in this case would mean demolishing all up to the foundations, to rebuild from scratch (remember that this is a radical change, and not an improvement of the various sections of the Company).
– consultants are not able to indicate a real disruptive innovation modality: if they were, in this practically virgin market (as far as disruptive business is concerned) they would open their StartUp (the consultants, in this case, are very good at saying to the managers what they want to hear – to stay in a “comfort zone”, but the change happens only when you dare to get out of that condition).