Many many of our subscribers asked me to narrate the Thursday Thought, I have found a way to do that efficiently, see YouTube\u00a0here:<\/p>\n
https:\/\/medium.com\/media\/b10fbe5cd2858df989e3d1104d0435f6\/href<\/a><\/p>\n \u201cIn all affairs it\u2019s a healthy thing now and then to hang a question mark on the things you have long taken for granted.\u201d\u200a\u2014\u200aBertrand\u00a0Russell<\/em><\/strong><\/p>\n \u201cThe greatest danger in times of turbulence is not the turbulence. It is to act with yesterday\u2019s logic.\u201d\u200a\u2014\u200aPeter\u00a0Drucker<\/em><\/strong><\/p>\n Monarch butterflies are famous for their awe-inspiring migration from Canada to Mexico, a journey that spans multiple generations. What\u2019s particularly intriguing about their trek is a curious eastward detour they take as they pass over Lake Superior. This odd deviation is a relic from an ancient migratory route that once guided them around a mountain\u200a\u2014\u200aone that has long since eroded away. Despite the mountain\u2019s disappearance, the butterflies\u2019 genetic memory, a legacy passed down through countless generations, compels them to follow the same path, turning eastward over a lake where the mountain used to\u00a0be.<\/p>\n \u201cMental models can be good because they allow us to process information and make decisions quickly. However, very strong mental models can hinder active thinking and the adoption of new ideas because they act as filters that screen incoming information\u2026 It is therefore essential that we routinely question our mental models.\u201d\u200a\u2014\u200aConstantinos Markides<\/em><\/strong><\/p>\n Mental models, those deeply ingrained frameworks that shape how we perceive and interpret the world, can become powerful barriers to change. When a particular approach or business model has been successful, it becomes even more difficult to let go. These models act like \u201cphantoms\u201d in the mind, much like the monarch\u2019s eastward turn\u200a\u2014\u200apersisting long after their original purpose has\u00a0faded.<\/p>\n The story of the monarchs is a perfect metaphor for this human tendency to hold on to old, familiar patterns. While their ancient migration route once led them safely around an obstacle, today it sends them unnecessarily off course. Likewise, many businesses continue to follow outdated strategies and practices because \u201cthis is the way it\u2019s always been done,\u201d even when the environment has changed dramatically.<\/p>\n Just as monarchs instinctively follow a now obsolete migratory path, organisations too can get trapped in old habits. Corporate rituals, policies, and best practices often live long beyond their original usefulness, codified into processes and rulebooks. Managers pass these \u201clessons\u201d down from generation to generation without ever questioning their relevance to current conditions.<\/p>\n What\u2019s particularly dangerous is that organisations often don\u2019t realise they\u2019re stuck. The mental models that once worked so well now serve as blinders, filtering out new ideas that don\u2019t fit the old narrative. This inertia stifles innovation and leaves companies vulnerable to disruption.<\/p>\n \u201cThe deeply encoded lessons of the past that are passed from one generation of managers to another pose two dangers for any organisation. First, individuals may, over time, forget why they believe what they believe. Second, managers may come to believe that what they don\u2019t know isn\u2019t worth knowing. A failure to appreciate the contingent nature of corporate beliefs afflicts many companies. Yesterday\u2019s \u2018good ideas\u2019 become today\u2019s \u2018policy guidelines\u2019 and tomorrow\u2019s \u2018mandates.\u2019 Industry conventions and \u2018accepted best practices\u2019 assume a life of their own.\u201d\u200a\u2014\u200aGary\u00a0Hamel<\/em><\/strong><\/p>\n One of the most notable examples of a company\u2019s failure to reframe its mental models is Blockbuster. In the early 2000s, John Antioco, then CEO, recognised the need to shift away from the traditional rental model, which relied heavily on late fees. He introduced Total Access, a hybrid service combining online DVD rentals and in-store returns to compete with Netflix\u2019s digital-first approach. Antioco\u2019s attempt was an effort to \u201cscrub the windows\u201d of Blockbuster\u2019s assumptions and update the business model for the new digital\u00a0era.<\/p>\n However, Blockbuster\u2019s reliance on late fees and its franchise-based physical store model hindered this shift. Activist investor Carl Icahn, more focused on short-term profitability, opposed Antioco\u2019s strategy and pushed for cuts rather than digital investments. These internal conflicts, coupled with the financial pressures of the 2008 downturn, created a perfect storm that stifled the company\u2019s ability to embrace a new\u00a0mindset.<\/p>\n After Antioco was ousted, Blockbuster doubled down on its old ways under the leadership of Jim Keyes, a retail expert who focused on physical stores rather than the digital transformation that was necessary. Instead of moving forward, Blockbuster reverted to its old model, unable to fully recognise that the world had changed. The company\u2019s ultimate collapse stands as a stark reminder of the dangers of clinging to outdated business models and failing to reframe mental models in\u00a0time.<\/p>\n \u201cYour assumptions are your windows on the world. Scrub them off every once in a while, or the light won\u2019t come.\u201d\u200a\u2014\u200aAlan Alda (often misattributed to Isaac\u00a0Asimov)<\/em><\/strong><\/p>\n We can learn much from the monarch\u2019s misguided migration. While instinct and tradition have their place, survival in a changing world requires adaptability. Businesses must develop the ability to \u201cscrub the windows\u201d of their assumptions and mental models, as Alan Alda suggested, to let in the light of new ideas and perspectives.<\/p>\n Like the monarch butterflies following an obsolete migratory route, Blockbuster followed its traditional model to the point of extinction, despite clear signs that the environment had changed. Antioco\u2019s Total Access was an attempt to alter course, but internal resistance and a reluctance to abandon the old ways ultimately led to the company\u2019s failure.<\/p>\n The monarch butterfly\u2019s eastward detour teaches us that without questioning our assumptions, we may go in the wrong direction. The ability to reframe, to question old patterns and rituals, is essential for growth, innovation, and survival in an ever-changing world.<\/p>\n The ability to adapt and evolve is critical in today\u2019s rapidly changing business landscape. By recognising and challenging our \u201cghost mountains\u201d\u200a\u2014\u200athose outdated mental models and practices that no longer serve us\u200a\u2014\u200awe can unlock new possibilities, drive innovation, and ensure our continued success. Just as the monarch butterfly would benefit from adjusting its migratory route, organisations must be willing to re-evaluate their ingrained patterns and embrace new directions to thrive in the face of\u00a0change.<\/p>\n Join us in scrubbing assumptions and reframing our mental models at The Reinvention Summit<\/a> in Dublin on April 29\u201330, 2025. It\u2019s a fantastic opportunity to learn from other innovators and disruptors who are challenging the status quo and shaping the future. We are scrubbing assumptions of what an event should be, certainly it should deliver impact. Many businesses are using it as an opportunity for the C-suite\u00a0offsite.<\/p>\n Reinvention Summit 2025<\/a><\/p>\n Don\u2019t miss the latest episode of The Innovation Show!<\/p>\n This week, I had a fascinating conversation with Brian Dias<\/a> who dives deep into the world of epigenetics and how it impacts not only individual organisms but also organisations. We explore how experiences and environmental factors can create lasting changes that are passed down through generations, and what this means for adapting to change and fostering innovation. From Rats to Wolfspiders to Worms, join us at the link\u00a0below:<\/p>\n https:\/\/medium.com\/media\/72575f6b53018e021651f5837de2dfa9\/href<\/a><\/p>\n Belligerent Butterfly Beliefs: Ghost Mountains and Business Blind Spots<\/a> was originally published in The Thursday Thought<\/a> on Medium, where people are continuing the conversation by highlighting and responding to this story.<\/p>\n The post Belligerent Butterfly Beliefs: Ghost Mountains and Business Blind Spots<\/a> appeared first on The Innovation Show<\/a>.<\/p>","protected":false},"excerpt":{"rendered":" Many many of our subscribers asked me to narrate the Thursday Thought, I have found a way to do that efficiently, see YouTube\u00a0here: https:\/\/medium.com\/media\/b10fbe5cd2858df989e3d1104d0435f6\/href \u201cIn all affairs it\u2019s a healthy thing now and then to hang a question mark on the things you have long taken for granted.\u201d\u200a\u2014\u200aBertrand\u00a0Russell \u201cThe greatest danger in times of turbulence […]<\/p>\n","protected":false},"author":0,"featured_media":1462,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1461","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\nThe Perils of Unquestioned Mental\u00a0Models<\/h3>\n
Blockbuster: A Case Study of Clinging to the\u00a0Old<\/h3>\n
Lessons from Nature: Rethink, Reframe,\u00a0Renew<\/h3>\n
Conclusion<\/h3>\n