On growling and denial

My 80-year-old father-in-law has developed a wobble in his walk. He's fallen a few times in the past months, once resulting in a skinned knee and once resulting in a shoulder injury. 

So why is he resisting the idea of using a cane?  He doesn't want to admit that he needs it, even though, when pressed, he growls that he knows he is unsteady.  Meanwhile, family members anxiously exchange glances as he stumbles and falters.  Only occasionally does one of us muster up the courage to suggest that he needs a cane. 

I can't help but make the leap to the world of professional services. As I watch the sometimes tense interplay between marketers and their internal colleagues, it appears to be a similar scenario:  "We need a branding program but I can't get the executive committee to offer much more than lip service;" or "Besides me, no one wants to admit that we need to market differently."  Professionals growl, "What will we get in return if we fund this latest marketing strategy?  Why do we need to spend money on this anyway?"   

I've seen it myself.  Thoughtful and intelligent practice leaders or managing partners of professional firms that continue to underperform in the marketplace (dare I say stumble and lurch?), as 80% of 377 senior marketing leaders told us in our latest study. 

I'd wager that the leaders of some of these firms are in denial that they could navigate with much more confidence, speed and balance. In this case, "the cane" they need to rely on is a more formal market and business development infrastructure, featuring a robust marketing and selling measurement program. 

Does anyone care to comment on why so many professionals resist the infrastructure that could go so far to support their marketplace steps?