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Nine out of ten business cases that cross my desk contain material errors, which often lead to incorrect recommendations worth tens of millions of dollars. If you ever wondered why two thirds of change initiatives fail, here’s your answer: many of them are based on a fallacy, a case that does not exist.

The issues run the gamut from poor understanding of objectives to complete disregard for the established methods of economic analysis, from strategic ignorance to financial ignorance.

Decisions on outsourcing and insourcing are also not immune from this flawed approach. In fact, many of them are deficient for one specific reason which I will outline here.

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Roger Martin, Dean of Rotman School of Management is interviewed by Mark Evans, a journalist and a consultant.

Why don’t organizations innovate more? Roger shares his views in this 3-minute clip.

When making a decision, what else should you consider beyond the economic costs and benefits?

Techrepublic’s Chief Editor Jason Hiner has turned my earlier article on  into a video.

Link to the video

There used to be one reality show about the Roloffs, a family of little people, somewhat educational and probably a good offering at a good time.

Now, there are three or four reality shows about little people. What’s up with that? Looks like a rather unimaginative and straight forward replication of a past success.

Isn’t it what we often see in organizations? Something that worked well in the past: an approach, a service or a product, gets carbon copied and thrown into production.

It just does not work. The real value and spectacular breakthroughs come from innovation created by inquisitive and creative minds committed to lifelong learning and discovery.

Do you have people like that in your organization? Do you hire them readily or settle for more predictable types with years of experience in your industry? How many shows about little people can you possibly want to see?

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