So is IBM with its sustained lackluster financial results.
The same applies to most large law firms. Their world is flat. Even partners are falling off that terrain of low- or no-growth.
Those other organizations can learn from the current upheaval at Murdoch's empire. So much change has happened there so quickly that The New York Times publishes a long-form analysis of where it is and future scenarios.
The number-one issue in this capitalistic society is if it can continue to be so profitable?
The second generation of Murdochs, sons James and Lachlan, are taking over daily operations. Media genius Roger Ailes had been forced to resign. Star commentator Bill O'Reilly has recently also been forced out. Competition keeps increasing. That includes Facebook Live. Consumer tastes are shifting from expensive cable subscriptions, which include Fox News, to less expensive alternates like Netflix.
A key factor in the uncertainty is the organizational culture. The father Rupert applied old-line power tactics. Those included stimulating infighting. Fear was made palpable. To survive, employees and vendors had to out-Machiavelli Machiavelli.
The IBM culture, despite the changes Lou Gerstner Jr. made, moves slowly in digital time.
BigLaw operates the up-or-out mentality. Recently the fresh version of that is to purge partners who are assessed not to be earning their daily bread.
On the other hand, the experts are now saying that a so-called healthy organizational culture is critical to financial performance. They cite the sustained success of Costco. Along with 21st Century Fox, should IBM, dominated by Baby Boomers at the top, and BigLaw, known for its top-down power system, seek a cultural reset?
On the other hand, will a more progressive ethos blunt the edge of 21st Century Fox? And can the organization absorb a culture change? Does new ratings star Tucker Carlson represent the past, the present or the future? Can IBM ever really change its metabolism. And, is the practice of law inherently a nasty business?
21st Century Fox media watchers, ranging from Vanity Fair to Gabriel Sherman at New York Magazine, have a lot of new territory to cover. Meanwhile, investors should be nervous.
At IBM, the Watson public relations phenomenon is getting old.
And, in BigLaw, there are serious issues about its very survival. Will nimble boutiques replace that monolith? The recent Bloomberg marketing study found that large law firms must differentiate themselves in order to get growth going.. So far, that hasn't been happening. The only one which has a distinct identity is Jones Day.
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