Too much thinking, too little doing

 

Too much thinking, too little doing

Analysis ^[2] shows the cerebral nature of enterprises. Companies over-complicate CM. Too much time is spent defining strategy and programmes, and too little time in implementing them. It is easy to postulate and theorize, much harder to deliver. Complication occurs in part because typically committees design CM approaches, often removed from the reality of customers. Processes become over-engineered to cope with the most complex situation, and become difficult to use.