short-term thinking

In hazardous industries, a key barrier to collaboration on skills (or anything else for that matter) is the fact that many of the organisations are large, because of the huge amount of capital required and the scale of the risks involved.

You might assume that big organisations plan carefully and systematically for the future. But my experience is that there is often pressure on large organisations to focus on surprisingly short-term priorities – because they are so far removed from their stakeholders and their senior managers are often ‘parachutists.’

Paradoxically, smaller companies often display a much longer-term perspective on skills issues because of their more direct stakeholder commitment:

Short-term thinking