Rock Bottom

When Do Organisations Change?

Change can be difficult for organisations. They’re often stuck in their ways until a crisis point forces a reevaluation of the status quo. This critical juncture is similar to Kotter’s idea of a ‘burning platform’ or ‘melting iceberg’, suddenly urgent situations that demand immediate action.

What Does Rock Bottom Look Like?

In the context of addiction, rock bottom is often marked by life-altering consequences—losing a job, deteriorating health, or estranged family relationships. For organisations, it could manifest as a financial catastrophe, loss or market chare, regulatory penalties, or a severe talent drain. Essentially, it’s a point where carrying on as usual becomes untenable. The status quo not only fails to solve problems but exacerbates them.

Similar to Addiction Rehab?

Just like an individual might be addicted to drugs or alcohol, organisations can be addicted to dysfunctional assumptions and beliefs, and to the status quo. Both parties live in denial until they hit rock bottom or encounter a ‘burning platform’. For organisations, this addiction might manifest as an unhealthy obsession with outdated business models or dysfunctional management structures. For addicts, it’s the compulsive use of substances despite harmful consequences.

What’s the Turning Point?

Whether an addict faces legal repercussions or an organisation risks financial insolvency, a stark reality sets in, serving as the ‘melting iceberg’ moment. This sense of urgency then becomes the catalyst for meaningful change.

How Do Organisations React?

Upon recognising their ‘melting iceberg’, organisations often enact sweeping changes. This might involve introspection and reflection, restructuring departments, revisiting strategies, or even changing the entire business model. Like an addict entering rehab, there’s a shift from a state of denial to one of urgency and action.

Are There Risks?

Reaching rock bottom serves as a wake-up call but it’s a risky strategy. The longer one waits to enact change, the harder the path to recovery becomes. In both addiction and organisational crises, hesitating can exacerbate an already dire situation.But it’s not like addicts can choose when to change, at least, before they get to rock bottom.

What Are the Lessons?

1. Be aware: Maintain a keen eye on the state of the organisation, akin to how an addict monitors their triggers.
2. Act early: Don’t wait for the iceberg to melt; better to be proactive than reactive.
3. Be committed: Both rehab and organisational change are continuous efforts, requiring long-term dedication and acceptance of pain.

Is Change Sustainable?

Sustaining change remains a challenge. Like an addict faces the risk of relapse, organisations can revert to old habits if the change isn’t deeply embedded. Keeping the urgency that originated from the ‘burning platform’ or ‘rock bottom’ experience is vital for ongoing transformation.

Both addiction recovery and organisational change are arduous journeys, triggered often by reaching a painful nadir. By acknowledging their own ‘melting iceberg’ or ‘rock bottom’,  organisations can harness the urgency required for lasting, positive change.