Symptom: There is a separation between "learning" and "doing," as is implied in an "emerging technologies" group.
When one group is tasked with all of the future thinking or research on behalf of the organization, three problems occur.
One, it creates a bottleneck for learning, with one group trying to keep up with the literature in every possible specialty.
Two, those who learn are isolated from the needs of those who do, and an "ivory tower" effect is created. Research may not be directed toward the most pressing needs of the organization. And often, the future-thinking "gurus" are not accessible to project teams that need their expertise.
Three, it wastes the rest of the bright minds in the organization, putting people in dead-end jobs without a learning component to them.
The net effect of dividing a single expertise into "learners" versus "implementors" is a slower pace of innovation.
Root cause:Structure, organization chart (whole jobs) copyright 2024 N. Dean Meyer and Associates Inc. All rights reserved.
