Scott D. Anthony

A fear that if you do something new, you're going to invalidate who you are.

Your identity is going to be threatened and nobody likes that.

Bethlehem Steel.

They had this massive, outdated plant that had all these things jury rigged together in Bethlehem, Pennsylvania.

Rationally, they should have shut it down.

But who were they?

They were Bethlehem Steel.

So I think you have to recognize there's a resource allocation problem that's hard, and there's an irrational set of ghosts that you have to overcome if you're going to drive change.

That is equally, if not harder, to overcome.

That's why I think you see so many organizations struggle with the exact problem you described.

I think the things that most scholars would point to who studied Microsoft, it'd be pretty simple and complex at the same time, a fundamental mindset shift, the mindset that Nadella tried to bring to the organization.

I trying successfully brought to the organization, uh,

was the growth mindset that said, we're going to go from a culture where we are know-it-alls, which it really was.

I experienced it.

I'm sure you experienced it too.

Everything from we're going to force rank people and get rid of the people who are the lowest performance to we're going to encourage a lot of rivalry inside the organization.

And we're going to believe we're Microsoft.

We have the right God to go and produce monopoly profits forever.

They wouldn't say the M word in that, but the rest of it they would say.

to a culture where we're really going to be learned adults, where we're going to be humble.