A couple of days ago, Mom and I decided to take her car to recycle some cans and bottles. There’s really no other reason we drive it anymore. Predictably, it wouldn’t start. On the way to the recycling center—in our other car—I suggested that maybe it was time to get rid of hers. She wasn’t enthusiastic about the idea.
I understood. Kim kept her BMW for years after it stopped being particularly useful. I did the same thing with my Jeep. I loved that Jeep. Logic says that when something no longer provides enough value to justify keeping it, we should let it go. But attachment isn’t logical.
I’ve encountered the same problem working with leaders on their organizational strategy. Leaders sometimes insist on keeping products, services, etc. that no longer have much strategic value because they’ve become part of the organization’s history and identity.
I eventually stopped arguing with leaders. Instead, when classifying an organization’s offerings, I create a special category for them: Legacy. There’s nothing wrong with keeping something because it matters to you. Just don’t confuse sentimental value with strategic value. I don’t know what we’ll do with Mom’s car. It’s hers, and ultimately it’s her decision. But if we keep it, I know how to classify it.
Legacy!