A State-owned corporation
Problem: The corporation was facing a wave of innovative new technologies, and the rate was increasing. At the same time the organisation had become excessively bureaucratic. Levels of organisational inertia were high. New competition from smaller companies was threatening the survival of the business.
Result: The dominant role of two departments, not concerned with technology acquisition, was identified, along with a disconnect between these and the rest of the organisation. Through dialogue, involving people from many parts of the organisation, four major streams of work were identified, and resourced by 'small armies' of volunteers. Many blockages to the adoption of new technology were uncovered and removed or minimised, and the competitive position of the business improved. Previously suppressed innovations were released.