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If I said to you; the status quo is far riskier, than innovating, I think you would likely agree with me. We don’t have to dig too deep to remember brands like Blockbuster who failed to innovate and died.
Why then, do we see that for the large majority of Destination Marketing Organisations, any significant innovation and change is rare.
Is it just that we are humans who like to stay inside our comfort zones, or is the environment we work and operate in that stifles our confidence or (worse) ability to make a change. Is it fear of change, or arrogance?
I think it’s a combination of these things but one of the biggest problems is lack of space and time, to innovate.
We have the DMO management and team who report to the board. This will usually be the CEO or team leader representing the DMO team. This person can’t possibly be expected to articulate what everyone in the organization is doing, why they are doing it, tacit, and tangible results. How the risks are paying off. How each team member is innovating with the goal of visitation and membership growth in mind. Yet, this is exactly what the board expects. It’s called accountability and demonstrable results.
The team just doesn’t have space, time, and a mandate to have a go at new things without the pressure of reporting on results and progress at any given time.
The result? Fewer risks are taken.
What happens when fewer risks are taken?
The customer (members in this case) receive less of what they need.
Their needs are changing. Your delivery and engagement model needs to change too.
A failure to innovate in the business world can leave you limping behind competitors who are soaring because they decided to update their business model. Forbes