Big problems usually demand big solutions, but in corporate change management, they often get quick, cosmetic fixes instead:

💥 Massive restructuring failure? Let’s just move the boxes on the org chart again and call it transformation.

💥 Widespread process breakdown? A new workflow tool will magically fix that (even if no one changes their behavior).

💥 Employee burnout from relentless, chaotic change? Throw in a wellness webinar and call it support.

This is the Band-Aid Over a Bullet Wound habit, where leaders ignore the root cause of change failures and instead roll out shiny, surface-level solutions that only frustrate the organization even more:

• A new tool won’t fix broken processes. Automating inefficiency just makes you inefficient faster.
• A reorg won’t fix leadership dysfunction. Moving the same ineffective leaders into different seats doesn’t change the fact that they’re still ineffective.
• Another engagement survey won’t solve change fatigue. If employees are exhausted, maybe stop overloading them with constant, disconnected change initiatives instead of asking them how they feel about it.

These quick fixes look like action, but they’re just corporate theater, often led by HR and Comms, who should also be feeling the burn right now. Such performative gestures are designed to create the illusion of progress, yet they avoid the real, systemic work of change.

And when everything inevitably falls apart again? Guess what? Here comes the next Band-Aid.

Doing the hard work of real change would require leadership to acknowledge their role in the mess, and unfortunately, that’s often too much truth for most organizations to handle.

Welcome to the Friday Confessional. If you know, you know.