Feck the Rules: The Imperative for Transformational Change in Business
It was a virtual room filled with industry leaders and experts, all gathered to hear me speak at an exclusive Australian Transformation and Turnaround Association meeting. The air was thick with anticipation, and the weight of the moment wasn't lost on me. I knew I had a captive audience, but I also knew that the usual buzzwords wouldn't cut it. So, when I took the spotlight, I decided to throw a curveball. "Let's be honest," I began, "traditional transformation isn't actually that transformative. What we need is audacity. In fact, 'feck the rules'!" The room fell silent, the atmosphere palpable. I had polarised my audience, but that was exactly what I intended. To instigate real change, you have to be willing to not just challenge the status quo, but also the very language we use to discuss it.
The Illusion of Transformation
In a world obsessed with the notion of change, it's ironic how resistant we are to true transformation. Companies invest millions in 'innovation labs' and 'change management' programs, yet the outcomes often resemble a fresh coat of paint rather than a structural overhaul. Why? Because genuine transformation is not just disruptive; it's uncomfortable. The phrase "feck the rules" might seem audacious, even reckless. But is it? I believe that if we dig deeper, we’ll find that this phrase encapsulates a mindset, a philosophy that has been the cornerstone of some of the most transformative changes in business history. It's not a call to anarchy but a challenge to question the status quo, to push boundaries, and to dare to innovate. What rules are you questioning in your organisation?
The Paradox of Rules and Constraints
In boardrooms and strategy meetings, the conversation often revolves around rules—industry regulations, company policies, and market constraints. These rules are seen as sacrosanct, the unchangeable parameters within which a business must operate. But what if these very rules are the shackles preventing transformative change? Are you willing to challenge these so-called unchangeable parameters?
Consider this: Would Uber have revolutionised the taxi industry if it had played by the traditional rules?
The answer is a resounding no. Uber's disruptive model was born out of a willingness to challenge existing norms and to redefine what a transportation service could be. But let's not forget, this audacity came at a cost—legal battles, pushback from traditional taxi services, and a slew of regulatory hurdles. Yet, they persevered. Why? Because they recognised that to create value in an oversaturated market, they had to rewrite the rulebook.
The Case of Airbnb: A Study in Rule-Fecking
Much like Uber, Airbnb faced its share of challenges when it entered the market. Traditional hotels and regulators were up in arms, but Airbnb's unique value proposition—offering travellers a more personal and affordable experience—allowed it to carve out its own niche. Today, it's a household name, challenging the very foundations of the hospitality industry. To be fair the tide might be turning back on Airbnb, but that's another story.
The Netflix Phenomenon: Eroding to Evolve
Another exemplar of the "feck the rules" mindset is Netflix. Once a DVD rental service, Netflix could have remained a giant in that space. But they saw the writing on the wall. Physical media was dying, and streaming was the future. Instead of clinging to their existing business model, they cannibalised it to build something far more sustainable.
The Imperative for Transformational Change
So, what does this mean for your organisation? Simply put, the rules you consider unbreakable today may be the very ones holding you back from transformative change. To survive and thrive in the markets of the future, especially in the face of evolving technology, you must be willing to challenge not just the industry but also your own established ways. What are you doing today to ensure your organisation is a disruptor and not the disrupted?
As I wrapped up my talk at the AusTTA meeting, I scanned the room and saw a mix of reactions. There were converts, nodding quietly as if I had articulated what they'd been thinking all along. But there were also staunch detractors, concerned about the societal costs of such audacious rule-fecking. It was a vivid reminder that transformation is never without its critics. Yet, even among the sceptics, I sensed a shift—a willingness to at least consider a different approach. And sometimes, that's where true change begins.
The Future is Audacious
As we look towards a future rife with uncertainty, one thing is clear: the companies that will thrive are those willing to be audacious. They are the ones who will not just adapt to change but will drive it. They won't settle for incremental improvements; they'll aim for exponential growth. They won't make mere tweaks to their structure or products; they'll redefine entire markets. In the words of Steve Jobs, 'Innovation distinguishes between a leader and a follower.' So, when it comes to playing the game, if the rules don't serve them, they'll say 'feck the rules' and rewrite them. What's your next move? Are you ready to feck the rules and lead your organisation into an audacious future? Because that's who I want to work with!