Discontinuous Change: What Does 1913 Teach Us?

by John O. Burdett

In 1913, something extraordinary happened. Ford introduced the assembly line — and in doing so, didn’t just build cars faster; it reshaped the very fabric of business. What followed wasn’t a mere evolution. It was discontinuous change — a leap so profound that within just over a decade, entire industries vanished, new empires rose, and the pace of progress left no room for laggards.

Fast forward to today, and we are again at the brink of something seismic.

AI is poised to reshape business in ways we’re only beginning to understand. Organisational models are breaking down under the weight of complexity and speed. Culture — once considered “soft” — is proving to be the bedrock of sustainable performance. Talent no longer tolerates outdated leadership or rigid structures. The power balance is shifting. Permanently.

We believe the lessons of 1913 aren’t history — they’re strategy. From how we design organisations to how we attract, retain, and grow talent, the parallels are striking. Most of all, the message is clear: adaptation isn’t enough — reinvention is required.

Seven critical lessons stand out. Lessons in speed, culture, design, learning, humility, and power. But perhaps the most important? To lead through discontinuous change, you must lead with a beginner’s mind.

As Ralph Waldo Emerson put it:
“Don’t go where the path may lead. Go where there is no path and leave a trail.”

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Click through to explore what 1913 can teach today’s leaders — and why it’s later than you think.

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Contents:

  1. “To be the best you had to be faster than all the rest.”
  2. There are seven clear lessons for today’s leader.
  3. When we look back a hundred years…

This article is an extract of content © Orxestra® Inc. The download is available from the TRANSEARCH International website.

John O. Burdett is founder of Orxestra® Inc. He has extensive international experience as a senior executive. As a consultant he has worked in more than 40 countries for organisations that are household names. John has worked on organisation culture for some of the world's largest organisations. His ongoing partnership with TRANSEARCH International means that his thought leading intellectual property, in any one year, supports talent management in many hundreds of organisations around the world. Get in touch with John O. Burdett »

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