DIRECTOR’S DESPATCH
BREAKING THROUGH INVISIBLE BARRIERS Drawing from her own experiences, AMBA & BGA director of business school engagement Debbie Kemp reminds us of the need to identify and challenge the ‘paper walls’ that stifle self-belief and constrain organisational innovation
R ecently, I was reminded of the concept of ‘paper walls’ – a theory suggesting that many of the barriers we perceive as being solid are, in fact, fragile or entirely self‑imposed. Even with a naturally positive outlook, it struck a chord. How often do we hesitate, held back not by real constraints, but by assumptions we’ve constructed ourselves? And how do we distinguish between the obstacles that require careful navigation and those that simply require a little courage for us to push through them? Reflecting on this, I began to recognise the subtle ways we build our own paper walls, such as the quiet narratives of “I’m too old,” “not qualified enough,” or even “overqualified”. These thoughts can feel definitive, yet they are often no more than untested beliefs. I was confronted with one of my own paper walls on a recent ski trip. Standing at the top of a steep red run, I found myself frozen, not by the slope but by doubt. Eight years earlier, I would have followed my children down without hesitation, even with a degree of confidence. But time away
from the slopes had allowed uncertainty to take hold. The wall I faced was not the mountain, but the story I was telling myself about my ability to descend it. Paper walls are not only personal afflictions but can also be found embedded within organisations and societies. Phrases such as “we’ve always done it this way” can reinforce invisible barriers that limit progress. Historian David Wyman notably described these walls in the context of bureaucratic and social obstacles in the US that prevented action during the 1938-1941 refugee crisis; a powerful reminder of how constructed barriers can have very real consequences. Of course, not all walls are without purpose. In business, well-founded structures, proven methods and clearly defined strategies provide stability and direction. Strong organisational cultures – namely, those that are actively lived rather than merely documented – can create environments where people feel secure, supported and able to perform at their best. The challenge lies in recognising when those structures become constraints. Entrepreneurs such as Steven Bartlett have spoken about how paper walls can
creep into everyday business practices quietly, through arbitrary deadlines, assumptions about customer needs that are unsupported by data, or perceived limitations in resources and capability. Left unchallenged, these can stifle innovation, creativity and growth. The first step, therefore, is awareness. Whether the moment calls for us to be leaders, educators, colleagues or parents, we all have a role to play in questioning these invisible barriers, both in ourselves and in others. Asking “why?” can be a powerful catalyst, opening the door to alternative perspectives and new possibilities. While an entrepreneurial mindset may not come naturally to everyone, creating space to experiment, learn and even fail is essential to building confidence and capability. As for my own paper wall, I did make it down that ski slope, in a somewhat tense and humbling 20 minutes. The experience was a reminder that progress is rarely comfortable, but often necessary. I’ll return better prepared next time, investing in lessons to rebuild not just my skills, but also my confidence on foundations that are far stronger than paper.
38 Business Impact • ISSUE 2 • 2026
Made with FlippingBook - Share PDF online