When the Outside World is Faster Than Your Boardroom: Time to Change or Sink
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ORGANISATIONAL CULTUREAGILEBUSINESS AGILITY


Let’s talk about one of my favorite Jack Welch quotes that hits harder than a double espresso on a Monday morning:
"When the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight. The only question is when."
Now, I travel the world, meeting leaders from every imaginable industry. Some lead teams designing rockets, while others juggle spreadsheets at companies that still think fax machines are edgy (you might think I’m joking, huh? Am I? Really?). And you know what drives me nuts? Watching them drag their feet or slap on cosmetic fixes while the world outside is on fire.
This isn’t a rant (okay, maybe a little) but rather a call for action. And since we’re talking action, let’s bring in another change titan: John Kotter.
Kotter says organizations change for two reasons: proactive leadership or burning platforms. You know the type—the proactive leader anticipates storms while it’s still sunny, while the "burning platform" leader panics because their boat is already halfway underwater. The problem? Most leaders are waiting for that platform to burst into flames – not scientific research but backed by years of consulting experience.
Cosmetic Changes Won’t Cut It
I wrote about this phenomenon in an article, "The Low-Performance Culture"—go check it out here. Spoiler alert: leaders often focus on feel-good changes that look great in press releases but do nothing to address the actual problem. It’s like slapping a new coat of paint on a sinking ship. Sure, it’s shiny, but the water is still coming in, folks.
The Cost of Waiting
The truth is that the cost of inaction is brutal. The market moves at lightning speed. Your competition is already iterating its second pivot while you’re still assembling the “strategic committee” or the “steering committee.” And no, your six-month task force isn’t a strategy—it’s procrastination with a fancy name. It is a job you should have done in the past, and now you want someone (or a group of someones) to operate miracles.
The Welch-Kotter Combo: A Guide to Not Screwing Up
So, how would you be able to avoid this mess? Take a page from Welch and Kotter’s books.
Be Proactive: Don’t wait for the “burning platform.” Create a sense of urgency before the crisis arrives. Look outside your walls—what’s changing in your industry? Your competitors? Your customers? If you’re not seeing it, you’re already behind.
Embrace the Pain: Change is uncomfortable. It means admitting your current strategy, product, or culture might not be working. Guess what? That’s leadership.
Go Beyond the Cosmetic: Stop putting lipstick on your operational pig. Focus on the real bottlenecks, the constraints that are choking your agility. Kotter’s principles and my article on low-performance culture show that transformational change is possible, but only if you tackle the root causes.
Act Fast, Not Recklessly: You need speed and strategy. Set a bold vision, align your teams, and iterate like your company’s life depends on it—because it does.
More importantly than any list, walk the talk. People won’t remember that super friendly, stylish, standardized corporate e-mail you sent. I mean, they won’t! Surprised? They will pay attention to every decision you take, how you support the change, and how you help them navigate the turmoil by also being part of the change. Change is not only “for them”; it needs to be for you as well. You’re the leader. Leaders should lead.
The Personal Connection
Look, I get it. You’re juggling pressures from the board, the shareholders, and your own ego. But remember this: when the outside world moves faster than you, you’re not just standing still—you’re falling behind. Fast.
So, let me leave you with this: Are you the proactive leader steering your organization into the future? Or are you waiting for the flames to lick your feet before you make a move? Because the clock is ticking, my friend, and it’s not on your side.