A few weeks back, it became glaringly obvious that we’re entering a new phase in the story of American governance. Words like "unprecedented," “unknown territory,” and “record-level uncertainty” keep being bandied around. But let’s be honest: there’s nothing new under the sun. History is rich with patterns and models that help us make sense of moments like these.

One model I’ve been reflecting on is Ichak Adizes' organizational lifecycle. Adizes outlines the distinct phases that organizations, institutions, and groups cycle through—birth, growth, maturity, decline, and renewal. His work offers a lens for understanding the predictable rhythms of change. He breaks it down as follows:

The Cycles Around Us

We see this lifecycle play out across sectors: government, media, banking, tech. Many institutions today are facing multi-year crises. Legacy media wrestles with plummeting trust, big banks navigate regulatory pressures and innovative disruption, tech giants face mounting societal scrutiny. But these challenges aren’t caused by one specific leader, cultural practice, or policy—they’re the natural rhythms of decline and renewal in action.

The good news? Crisis isn’t an endpoint. It’s an opportunity for adaptive leadership—to reimagine, renew, and revitalize. Institutions like IBM (shifting from hardware to services in the '90s) and Apple (reviving through design-led innovation like the iPod) have proven that even decline can spark transformation.

Strategies to Navigate Decline and Spark Renewal

To thrive through these cycles, organizations are wise to consciously foster agility and connection. Here are a few proven strategies:

Flatten Hierarchies: Reduce layers of management to speed decision-making. Companies like Haier thrive with self-managing teams accountable directly to customer needs.
Prune Policies: Review and remove outdated procedures to stay nimble.
Invest in People: Provide training that develops entrepreneurial thinking and creativity at all levels.
Encourage Cross-Functional/Sectoral Connection: Collaboration across departments, business units and industries sparks fresh ideas and breaks down silos.
Focus on the Customer: Prioritize customer needs to uncover opportunities for growth and innovation.

By leaning into these practices, organizations create fertile ground for renewal, balancing necessary structure with a courageous, experimental and exploratory spirit.

Hope in the Cycles

Despite today’s turbulence, I remain optimistic about the future—whether in government, nonprofits, or small businesses. If history has taught us anything, it’s that challenges aren’t unique; they’re recurring. The inevitable and cyclical nature of life provides a roadmap to navigate the mounting uncertainty.

Let’s avoid despair and resist hubris. This moment isn’t entirely unique—it’s part of a larger pattern. By turning to the lessons of the past, we can better chart a more connected, just, and beautiful future.

The question isn’t whether we’ll face cycles of challenge and renewal; the question is: How can we navigate these changes with more grace and intention than we did last go around?

Lifecycles: Lessons from the Past to Shape the Future