In this article I am going to introduce the Abilene Paradox.
Large successful orthopedic companies, naturally chase acquisitions. These acquisitions are supposed to be game-changers—opportunities to expand portfolios, enter new markets, and solidify market dominance. Yet, time and again, we see deals that look brilliant on paper but crash and burn in execution.
Why do smart, experienced leaders make such baffling decisions?
Enter the Abilene Paradox: a subtle psychological trap where a group collectively agrees to a course of action that no one truly wants, simply because everyone assumes the others are on board.
As someone who's covered the ortho industry for years here on OrthoStreams, I've witnessed this phenomenon play out in boardrooms and deal rooms alike. I was on the due diligence team at Sulzer Ortho when we bought SpineTech for $600M. We had no business doing that deal.
It's not about incompetence; it's about the dangerous dynamics of group decision-making. Let's break it down, explore real-world parallels, and discuss how ortho leaders can steer clear of this pitfall during acquisitions.
What Is the Abilene Paradox?
The Abilene Paradox, coined by management expert...
