Don’t be a boiled frog: How your brand can keep you sizzling.
July 1, 2025
Ever heard the one about the frog in the pot of slowly heating water? It doesn’t notice the temperature rising until it’s too late. Sounds a bit dramatic, right? But believe it or not, many organisations are living out their own version of this, slowly losing their sizzle and relevance until, poof, they’re out of the game.
We’re living in what I like to call a “relevance crisis.” It’s not that businesses want to become irrelevant; it’s just that many don’t have the internal alarm bells ringing loudly enough to warn them they’re drifting. They’re so focused on the daily grind – the “now” – that they miss the subtle (and sometimes not-so-subtle) shifts happening around them. This isn’t just about customers, either. It’s about everyone who has a stake in your success: your funders, your sponsors, your partners, your employees, and even your joint venture buddies. If they stop seeing you as essential, you’re on thin ice.
The good old days (and why they won’t come back)
Think back to the titans of yesteryear. Blockbuster, for instance. They had the chance to buy Netflix way back when. “Nah,” they probably thought, “physical rentals are forever!” We all know how that story ended. Then there’s MySpace, a digital dinosaur that just couldn’t keep up with the cool kids on the block. These aren’t just cautionary tales; they’re flashing neon signs screaming, “Relevance lost!”
But it’s not all doom and gloom. Some savvy organisations do read the tea leaves. Take BlackBerry. Once the king of smartphones, they saw the iPhone juggernaut coming and, rather than becoming a forgotten relic, they pivoted. Now, they’re focused on data and security, a far cry from consumer gadgets, but a smart move that kept them alive and kicking. Or consider the magic of Cirque du Soleil. They took the dusty old circus model and reinvented it, creating a mesmerising experience for adults. They looked at a declining market and asked, “How can we make this fresh and relevant again?” They shifted their focus to their audience, and the rest, as they say, is history.
Even closer to home, we see this play out. Many Legacy RSL Clubs across Australia, once central pillars of their communities, have faced the challenge of declining membership and engagement. Those that have thrived have actively worked to broaden their appeal beyond traditional veteran services, incorporating modern dining, entertainment, and community events to attract a new generation while still honouring their heritage. RSL National, as the overarching body, also faces the task of ensuring its relevance to a diverse and evolving veteran community, advocating for contemporary issues and services.
The speed of now: Why the heat is on
The speed of change has gone into overdrive. If you thought things were moving fast before, buckle up. The advent of AI and other rapid technological advancements has cranked up the pace tenfold. The signals of losing relevance aren’t just appearing; they’re flashing brighter and faster, and their impact is far more profound.
It’s no longer just a good idea to rethink your business model and brand; it’s an absolute imperative. We’re talking “innovate or evaporate” territory. Businesses that don’t have that “adaptive muscle” – the ability to sense change and respond quickly – are facing a very real threat of becoming footnotes in history. You’ll see a lot of businesses struggle, and sadly, some will go under, simply because what they offer no longer resonates with the modern world. Their technology became outdated, their services became redundant, and they didn’t have a “what’s next?” plan in place.
Your brand as your relevance compass
So, where does your “brand” fit into all this? Think of your brand as your relevance compass. It’s not just your logo or your catchy slogan; it’s the entire conceptual framework that helps you understand how you’re perceived by the world, and more importantly, by your stakeholders.
We’ve always talked about the “voice of the customer,” and that hasn’t changed. But it’s about much more than just being in touch with what people think. It’s about genuinely understanding what they feel. Are you still solving their problems? Are you still inspiring them? Are you still making their lives easier or better in some meaningful way?
The fundamental question that needs to be etched into the daily toolkit of every organisation is: “Are we relevant?” And if the answer isn’t a resounding “YES!” then the next question is, “What do we need to do to course-correct?” This isn’t just about tinkering around the edges; it’s about looking three horizons ahead. What does the near to medium term look like? And what about the longer view?
Of course, it’s a bit of a dance between listening to your customers and leading the charge. Henry Ford famously said that if he’d asked his customers what they wanted, they would have said “a faster horse.” While it’s crucial to understand current needs, it’s also about having the vision to imagine a future and then leading your stakeholders towards it. It’s about shoring up your relevance for today, tomorrow, and well into the future.
Keeping your brand sizzle alive
So, what’s a proactive organisation to do? A brand review process is a fantastic starting point. It’s like taking a good, hard look in the mirror and asking, “How are we truly perceived?” This can help you identify areas where you might need to adjust your business operations, your services, or even your core messaging to better serve the evolving needs of your stakeholders.
But it’s not a one-and-done deal. Maintaining relevance in this fast-paced world requires an ongoing commitment. Most organisations aren’t swimming in endless budgets or spare time. Everyone’s already feeling the “everything, everywhere, all at once” pressure cooker.
That’s why it’s crucial to embed an ongoing focus on relevance within your organisation’s DNA. This means having mechanisms in place to track how you’re doing, to pick up those early signals that you might be losing your grip, and to have the agility to adjust your course. It’s about building that adaptive muscle so you’re not just reacting to change, but actively shaping your future. Because in today’s rapidly warming pot, being relevant isn’t just a nice-to-have; it’s the secret ingredient to not becoming a boiled frog.
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The relevance problem, as I see it, is that many organisations don’t have the inbuilt capability and focus to detect that they’re losing relevance to their stakeholders.”
