Midland Savings & Loan was once a small but thriving banking organization in the Midwest with about 30 branches. It was a tightly structured organization, and all employees knew their roles and were well-trained to do their jobs. Occasionally, upper management would respond to customer requests by making a small change in operations or developing a new product, but no one was formally assigned to develop innovations. Over time, the bank's customers dwindled, and the bank has just announced it will be closing its doors. Which contingency factor should have been addressed earlier in this organization