Just as we manufacture antibodies in our blood to combat infection, so do enterprises construct antibodies in their cultures to combat risk, change, and therefore innovation.
This antibody construction normally happens by default, after all, why change things that have given us what we have? (This resistance to change when all is well is why the best time to change anything is when the poo poo has really hit the fan).
The management task is to administer the innovation drug to enterprises in order to change the culture that exists to enable innovation to occur.
Here is a list of innovation antibodies I have seen at their deadly work, in no particular order:
Disciplined processes replacing thought
Concentration on narrow data sets
Happy to be a follower
Believing managers are innovators
Weeding out the deviates, outliers and heretics
Ambition trumping capability
Rampant self interest
Believing the old adage that information is power, and holding it all close
Ignoring what is happening on the fringes of a market and technology
Not understanding who the customer is
Not listening to demanding customers
Not understanding why you are losing customers
Believing doing something well is good enough, instead of it being the price of entry
Failing to make intuitive connections
Believing the financial statements tell you all you need to know
Autocracy and fear as a management tool
Non investment in the intangible assets of a business
The list just seems to go on and on…………….