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.
