It took 25 years, but last week, after winning tickets in the tennis club ballot, I finally returned to Wimbledon’s Centre Court. What surprised me was not how much the experience had changed, but how little. The green-white-and-mauve floral arrangements, the inflexible players’ dress code, the grass courts themselves. They seem incorruptible symbols of the championships. True, a portion of strawberries and cream now costs £2.50, against £1.70 in 1993, but even that price rise has lagged behind inflation. The All England Lawn Tennis Club has had its blimpish, reactionary moments. It can still seem rather smug about its achievements. But it does appear to have mastered the challenge facing any organisation that has to provide one core product with consistency: how to change everything so that everything stays the same. The cult of disruption is seductive. But businesses that pursue unthinkingly a policy of constant revolution jeopardise what their customers expect. Mark Schneider, ch...

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