Rethink What You Call Change

Many organisations claim to be transforming — but are merely optimising. In this episode, we expose the critical difference between refining existing systems and redefining them entirely. Discover why confusing efficiency with innovation can stall your future relevance, and how true transformation requires more than upgrades. Learn how to evaluate your initiatives, avoid legacy traps, and lead with forward-looking clarity. If you’re a leader navigating digital disruption, AI, or business model reinvention — this episode will help you move from momentum to meaningful change. 

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Transcript

1. Are You Refining or Redefining?

Are you refining what’s already there… or building what comes next? Because here’s the truth: fixing today won’t build tomorrow.

Most leaders I speak with say they’re driving transformation. But when you dig into what’s actually happening — a lot of it is just optimisation.

Making things faster. Cheaper. More efficient. Now, don’t get me wrong. That’s useful. It’s important. But let’s not pretend it’s transformation. That label can give the illusion of significant progress… without genuine transformation.

2. Not All Progress Is Equal

Here’s the critical distinction. Optimisation fine-tunes what already exists. Transformation challenges the whole model — and asks what we should build instead. Two very different outcomes.

One sharpens the system. The other questions whether the system still makes sense. Let’s put it simply:

• Optimisation upgrades the engine.
• Transformation changes the vehicle.

And in today’s climate, knowing which one you’re doing isn’t optional — it’s essential.

3. Why Mislabelling Is a Hidden Risk

So why does this matter? Because when we call something “transformation” that isn’t, it creates a false sense of momentum. It reassures people that change is underway. That we’re heading somewhere new.

But are we?

Or are we just upgrading a model that’s slowly becoming obsolete? That’s the danger — we end up investing heavily… in the past.

4. Two Case Studies You Already Know

Think about this. Blockbuster didn’t ignore innovation. They made their stores more efficient. But Netflix rewrote the rules. Kodak didn’t fall asleep. They kept perfecting film. Meanwhile, Apple reimagined the camera as part of the phone. Both incumbents were busy optimising. And both were overtaken by those bold enough to transform.

5. Why the Stakes Are Higher Now

That same shift is happening across every industry — just faster. AI is redefining how value is created. Platforms are reshaping customer expectations. Talent models are shifting. And competitors? They’re popping up without the baggage of legacy systems.

So, here’s the key question: 

Are you upgrading your system — or designing a new one for this new reality?Because as Drucker warned: “The greatest danger in times of turbulence is to act with yesterday’s logic.” And many still are.

6. What Leaders Actually Need to Do

So, what does this mean for you? It means you can’t pick sides. You need both. Optimisation — to extract value from what already exists. Transformation — to create relevance for what’s next.

But here’s the key: You need to be crystal clear about which one you’re doing — and why. Otherwise, it’s like tuning up a car that’s headed the wrong way. You’ll go faster — but in the wrong direction.

7. The Comfort of Optimisation

Now let’s be honest. Optimisation feels safer. It’s easier to measure. It fits nicely into budget reviews and quarterly plans. Teams understand it. Leaders feel confident doing it. Transformation, on the other hand… that’s messier. It’s more abstract. Harder to quantify. And often, it asks you to rethink what you’ve spent years building.

So, understandably — many avoid it. They stick to what’s known. What’s comfortable. But that comfort can be expensive.

8. A Quick Reality Check

Here’s a quick exercise I often use with clients. List your top five initiatives. Now — ask yourself:

Are these optimising what we already have? Or are they about creating something fundamentally new?

Be honest. If most of what’s on that list is about refining, streamlining, improving… then yes, you’re optimising.

But how many are truly transformational? Ones that challenge assumptions…

Enter new markets… Or reshape how your organisation delivers value? That’s your signal.

9. Momentum Without Direction

Let’s return to that car metaphor. Imagine you’ve improved the suspension. Upgraded the tyres. Streamlined the engine. But the map you’re using? It’s outdated. And the road you’re on? No longer leads where customers want to go. That’s the risk of optimisation without strategic direction.

You feel like you’re moving — and technically, you are. But it’s not momentum that matters. It’s alignment. Speed, without clarity, won’t get you to the right outcome.

10. Repositioning for Relevance

So here’s the big question to leave you with: Is your organisation focused on perfecting the past — or designing the future? Because only one of those strategies makes you relevant in five years. Both optimisation and transformation are necessary. But only one helps you lead the next chapter.

Start with clarity. Don’t label everything as transformation. Call optimisation what it is — valuable, but limited. Then carve out space for something bolder.

Because in a world shaped by rapid change, relevance doesn’t come from refining the old. It comes from being brave enough to build what’s next.