The Innovation Paradox: Why Organizations Resist the Future They Say They Want
In conference rooms across corporate America, a peculiar ritual unfolds daily. Executives speak passionately about “digital transformation” and “AI-first strategies,” nodding earnestly as consultants present frameworks for organizational change. Then, when the PowerPoint slides fade and the real work begins, these same organizations deploy an arsenal of processes, committees, and approval workflows that make meaningful innovation nearly impossible. This isn’t hypocrisy—it’s something more interesting. It’s the institutional equivalent of a person who desperately wants to learn to swim but refuses to get in the water because it might be dangerous.



























