The list of English proverbs quoted by organizational leaders is so long that it gives Santa’s list a run for its money.  “There’s no such thing as a free lunch,” “Hope for the best, but prepare for the worst,” and “Actions speak louder than words” are favorites of those looking to inspire the ranks and preach diligence.  While there is merit in many of these statements, there is one proverb that is not only misplaced, but extremely dangerous. 

If it ain’t broke, don’t fix it.

Almost all of us have heard this phrase, many of us have used it ourselves.

Typically, it’s better to fix things BEFORE they break.  Optimize and improve continuously. Something in place can be fully functional, working fine and doing exactly what it’s supposed to do, but not be as optimal as it could be.  In the mid-1800s, you would write a letter or even a telegram, then wait patiently as it was delivered posthaste and ultimately receive your reply.  While the construction of telegraph networks sprouted up over the country, The Pony Express would work to ensure that communication was as speedy as could be.  They advertised a 10-day delivery timeframe from San Francisco to New York City, a significant improvement at the time.  When the networks were finally attached in 1861, that 10-day window was reduced to near real-time, and a more optimal means of communication was established.  The telegraph was a predecessor to Henry Ford’s infamous (and most likely never spoken) “faster horse.”  We live in a world where are continually looking to optimize processes and speed results – ask yourself if that would happen if we simply waited until something breaks?

The proverb also fails to consider a different popular adage: “The only constant is change.”  Just because you and your company are kicking back and riding the wave, doesn’t mean the rest of the world is content with watching you sit on top of the mountain.  Change comes from all sides:  within your own industry from competitors or partners, outside industries that you never saw as direct competition, or even from new industries that don’t exist yet.   The hotel industry probably didn’t see individuals offering up rooms in their own homes as a viable alternative to their model.  In the summer of 2010, Airbnb reported 47,000 people stayed with Airbnb hosts.  By the summer of 2015, that number reached 17 million.  Hotels are no longer competing with each other to win the business of travelers; they are competing with residents in the same markets.  While price remains a cost-based proposition, Airbnb is also moving towards becoming an “experience provider” that offers a strong value proposition to would be travelers. The old way of doing things has been challenged and a new competitor is climbing the mountain.

Here’s an example from the auto industry from my time at Cars.com.  Mitch Golub became the President of Cars.com when it launched in 1997, transitioning from life at the established and powerful Tribune Company to the life of a new, online digital company.  For those of us who have the pleasure of knowing Mitch, we know how great of a story teller he is, and he has plenty of stories to tell.  I remember Mitch talking about how difficult it was in the beginning to help teach car dealers what the new world of car shopping was becoming.  Consumers were moving online, quickly accessing information to inform their purchase process and looking for available inventory via the Web.  Dealers were stuck in the old world, allocating all their marketing dollars to radio commercials, TV spots and print ads in the newspaper.  There was nothing “broke” about this model at the time, “it’s the way things have always been done, and will be done” was a common response to the new value pitch.  Building and managing a strong online presence was a value proposition argument that lasted well beyond the late 90s into my time there in 2009-2012.  In some cases, it still goes on today, even though 88% of car shoppers use the Internet during their vehicle shopping process.  Dealers who adapted to and sought to strive in the changing industry have established themselves as market leaders and continue to develop new and better experiences for the 88% of us who utilize the Internet for car shopping. 

The world in which we live is ripe with innovation, so much so that the word “disruption” is becoming trite.  Companies are finding ways to optimize current processes and creating viable alternatives to continue progression.  At DRIVIN, we believe the wholesale market is next in line.  The process by which dealers buy and sell used inventory is antiquated, time consuming and inefficient.  Dealers have accepted this process as a way of life, the same way they accepted print, radio and TV advertising as “the way things have always been done.” At the end of the day only one participant in that model truly benefits: the auction itself. Using advanced data and analytics along with a personal inventory consultant who advises our dealer partners, DRIVIN is helping dealers identify which vehicles to dispose, identifying buying dealers who want to stock those vehicles, and backfilling the open inventory slots with better vehicles that optimize inventory.

Much like online advertising, those who adapt first will have a distinct advantage over those sit idly by.  While nothing is broken, the process isn’t optimal and DRIVIN is climbing the mountain.  The time for a better wholesale model is now and as we know, “all good things must come to an end.”