Tent Thinking vs. Marble Palace Thinking

A bank wanted to rapidly open branches at a minimal cost. They were not sure which locations were most likely to succeed. An I Lab came up with the idea of using existing organizations such as schools, petrol bunks, and panchayat halls to set up branches. This solution has two advantages: 1. It was inexpensive 2. It could be easily dismantled or closed if not successful. Today, the speed at which corporations are required to grow, involves experiments. An experiment should be inexpensive. In fact, in an experiment, there is no success or failure; there is only feedback. This essentially is Tent Thinking. A tent can be put up, change shape, it can expand or reduce and it can be put up elsewhere. Marble Palace Thinking involves a fascination with permanence. Permanent structures, people and systems are expensive and difficult to dismantle. Permanent staff is a fixed overhead, which cannot be reduced as a swift response to falling demand in a recessionary market. This is the Marble Palace mentality. Success in today’s scenario goes to those who are swift, dynamic and able to respond to mercurial changes in the environment. Adaptability is the most important quality this millennium demands. Marble palaces become fixed overheads, which are difficult to adapt to any other use.