Story Leadership Next Generation Leadership Advisors #HeadsUp Newsroom Careers
Real-time Case Studies
Natural Resources Mining + Metals Oil + Gas Private Equity Small Business Center Energy Building Materials Aerospace + Defense Industrials Agribusiness Automotive + Assembly Chemicals Consumer Packaged Goods Engineering Food + Beverage Industrial Goods Pharmaceuticals Financials Services + Insurance Distribution + Logistics Technology Transportation Utilities
Operational Strategy Operational Improvement Supply Chain Maintenance Repair + Operations Working Capital Risk Management Customer Experience Sales Force + Support Pricing + Cash Transformation Design and Program Management Digital Transformation People Solutions™ Cultural Change Leadership Talent
Publications Videos Blog

Blinded by complacency


In recent discussions with several former C-suite executives, we had a chance to ask them why internal teams typically struggle to accelerate performance initiatives when the opportunity arises. David Eldon, former Chief Executive and Chairman of HSBC said, “Internal improvement teams can deliver good value, but are subject to a number of drawbacks.” 

For example, people that are so intimately involved with a business become complacent with inefficient processes in the workplace.

There are several reasons why internal teams fall short, including financial incentives to maintain the status quo, ambiguous deadlines and limited resources to name a few. But, the common thread that links most every internal team is a new perspective, or lack thereof. Counterproductive behavior and business processes become so deeply ingrained that it becomes the norm.


Read what other C-level executives are saying about internal process teams.

 Read more

Recent Posts


see all