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Hi everyone. Welcome to the 5 Minutes Podcast. Today, I like to make a reflection, and the reflection is about change. And there is a quote that I truly love, and it's the title of this podcast. It's about organizations. They want to change everything without changing anything. And why I'm saying this because it's so common that we hear organizations business leaders only talking about the need for change. We need to change. We need to innovate. We need to incorporate AI. We need to change the way we do business. We need to change our organizational structure. Change, change, change.
People talk a lot about change. But do people really want change? Because when you move from the talk and the rhetoric of change to action. Then things become. Things become much more complex, right? Because organizations are not very easy to change. And I'm not saying just large organizations. I'm talking government, large, small, even in our own lives. We talk about the need for change, or we need to lose weight. We need to do exercise. And then, between that talk in a restaurant with friends and the action, there is a gap. Why? Because talking promising is far easier than doing. And in order to do things and to move and to break to this, I would say ceiling of I would say desire of, you know, of keeping things the same. There is a purpose. We need to understand why we do things, why organizations do things, and why we do things.
So, if you want to convince people that change is good and that they need to embrace and work towards change, you need to show them what is in there for them. Why do they need to change? What is the risk of not changing? Most of the time, people talk a lot about, oh, we need, let's do the change. Oh, this is such a wonderful idea. And then you say, now let's implement it. Then people say, no, we need to be cautious. We need to analyze things. And what happened most of the time? Things do not change. People do not change, and things continue to be the same, or they change at a pace that is completely incompatible with reality. Most of the time, it's because people do not buy the idea. Until you see that you need to change, that change will be good for you. You don't. Change is our individual inertia for doing everything until we find a reason to move. You just don't move. It's simple like that. You don't study until you see the need for that, that you see a risk or something evident, or someone requires you to do that. And this drives me to the second point. On the top of purpose is fear. People fear change. And why do people fear change? Because. The current status. You know, it may be extremely bad for you, for example, the current status, but the unknown could be perceived as even worse.
Because it's something like, oh, the situation in my work now or in my job now, it's not good. But to fly towards an unknown. It's even worse for me. This is why we need to manage fear. We need to give some predictability because otherwise, people just don't change. People don't change. You can see, for example, in all the conflicts in all these technology challenges from geopolitics to technology, we see that all the time we are talking about. I am working towards, you know, educating people on AI. Almost all these years. And what happens? People don't change. People don't want to change. People don't care. People don't want to. People want to talk about change, but they don't want to change because it's hard. Because people fear losing their jobs through AI. People fear that this kind of technology will make them redundant, or they are afraid of not knowing the technology enough, you know, to make a difference. And this is life, and why I want to share this with you. Because unless you break this, unless you create this critical sense of urgency and people know the purpose of the change, it may be survival. It may be a competitive advantage. People just don't change. They will continue talking. About the need for change, but they will not change at all. Think about that, and see you next week with another 5 Minutes Podcast.
