The 'Too Much Change' Problem

The problem can get ugly. Especially when foreseeable trends are not acted upon.

Steven Sasson experienced this when he invented the digital camera in 1975 as a part of the R&D department at Kodak. He lobbied senior leadership to understand how his creation would be a strategic advantage of the future, but no one would listen. He says of the time;

"When you're talking to a bunch of corporate guys about 18 to 20 years into the future, when none of those guys will still be in the company, they don't get too excited. Every digital camera took away from a film camera and we know how much money we made from film".

They stagnated out of their need for safety. To stay with what they knew.

Evolve or Die

Ten years later Nikon, then Fuji brought the first digital camera to the market. Sharp introduced the first mobile phone about a decade after. All of which Kodak owned the patents to, making for a strong balance sheet (a thin veneer covering over the hollowed out business model). Only 30 years after Sasson's innovation Kodak itself was dead. Bankrupt.

Imagine having a bucket of popcorn and watching the chaos and panic in those Kodak board meetings in the early naughties.

Maybe Blockbuster couldn't have foreseen the trend towards streaming. But the hubris they showed to the young entrepreneurs who later kill them off with their own little monster, Netflix was unnecessary and exposed their unwillingness to evolve with the market and technology. (Netflix Founder Interview, 1 Aug 24) Their comfort was their undoing.

These are famous stories, but there are so many more unfamous ones. And, they are all around us.

The Pressure Build of Non-Change

Last week, I sat with fifteen Senior Leaders from all walks of business. We discussed Change Fatigue - its costs, risks, and ways to navigate it. I could not have imagined the wisdom and insights from the group (which I suppose is the point of such events).

But, one discussion has been imprinted on my mind since.

One of the delegates, shared how their business had been overly conservative for about a decade where change was minimal (or close to non-existent).

In the wake of little change over a long period of time they created a change deficit for themselves. It meant many changes were required rapidly. A panic of sorts. As the story continued, it showed us a real world lived example of how the lack of change is what causes change fatigue!

In the ensuing rapid change people become overwhelmed. The changes kept coming thick'n'fast for years where the staff became jaded and worn down.  Motivation for change with a disconnection to the initiatives was being seen. A perceived meaninglessness of all the transformation drove the sorts of stats I wrote about recently on change fatigue (The Boot Room, 29 Aug 25).

A rich discussion with Senior Leaders generously sharing their experiences and the real challenges being faced as they move through the brutal realities of 'change management'

Building The Change-Muscle

The lesson learned within this company is how an ability to instill and drive constant change lowers the risk of change fatigue. It is counter-intuitive, but is similar to what personal trainers will tell us about energy - if you don't want to feel tired then go for a run!

We can apply this lesson within our own personal work, teams, departments, and company direction. The evidence tells us we are not good at leading through change. We tend to except established ways of working and generally resist changing them. This lack of play and flexibility delays action to create a snap-back no one enjoys.

Building the muscle of Change Ability looks to be one of the most important skills we can hone in this current business environment. It is a direct way to avoid overwhelm and the many 'Kodak moments' we know are happening in our businesses right now.

The reaction to do less change in the face of change fatigue appears to only make things worse.