Similarly, in the business world, there’s nothing that so focuses a manager’s mind as knowing that a product or service they’ve spent ages building and fine-tuning will be abandoned in a year or six months. Otherwise, he won’t innovate. He’ll delay. Wait and see. Because abandonment is not what we’re trained to do in the office.
We’re a nation of problem-solvers, fixing what doesn’t work instead of building something new. The reason is simple: Innovation is very hard work. You put in years before you see any quantifiable result. Meanwhile, you’re being compensated for this quarter’s performance. So you put more money and more effort into squeaking a little more juice out of the old product.
Peter Drucker, the management sage observed that the first goal of every company should be “organized abandonment.” Simply put, every two or three years, each company needs to look at every product, service, and policy and see if it still makes sense. Ask yourself: “If we didn’t do this already, would we launch this again? Would we go into it?” If the answer is no, it’s time to start cutting.