Do ministries suffer from the innovator’s dilemma? Yes, they do. It is hard for us in leadership to see it, though, because often we are living inside the system that is suffering from it. 

A problem we face as leaders is that the original mission is almost always overtaken by the way that mission is delivered. In 2005, the late Clayton Christensen wrote the book The Innovator’s Dilemma. He observed what happened inside businesses when they successfully developed a service or product and brought it to market. The dynamics hold true for ministries as well.

As a business has success with a new product, increased demand requires more organization. The delivery process is refined. There may be investment in the system that produces the service or product. People within the organization become convinced that their service or product – what they see as “The Best Way” – is the best or right solution to getting the mission done. Bureaucracy grows around its delivery and a self-perpetuating loop reinforces the value of The Best Way. New people join the team. Some are specialized and only participate in one aspect of the system that has developed. They do not have the perspectives of the whole, but they are very good at doing what they know how to do.

In the business world, the innovator’s dilemma reaches its peak when a new competitor enters the market. There is often an innovative improvement, and the incumbent organization, focused on delivering The Best Way, cannot adapt. They are experts at doing what they do best, not this new and novel solution. Their success has doomed them because they have become so good at what they do. The organizational culture affords no other means of delivery.

Do ministries suffer from the innovator’s dilemma? Yes, they do. It is hard for us in leadership to see it, though, because often we are living inside the system that is suffering from it. Another reason it is difficult to identify is that our competitors are different. We are competing against worldview and cultural change. We may have developed culturally relevant ministries, but rapid change has now made our Best Way, whatever it might be, irrelevant because the people it was designed to serve are growing old, the next generation is always different from the former generation, and culture has changed.

The classic example from business is Seagate, a company that once dominated the hard disk industry. As customers moved from larger drives to smaller ones, they squeezed more and more profit from the factories creating hard drives. They got really good at creating 5.25-inch hard drives. Then the industry shifted to smaller drives using different materials. Seagate could not innovate fast enough. Smaller players, not invested in the same production facilities, took over and Seagate faded.

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