As organizations grow, however, these paper- and people-centric approaches begin to fail. The volume becomes too great, the complexity too high, and the pressure on a few overextended individuals becomes unsustainable. Without updated systems, adequate infrastructure, and clearly defined workflows, the entire operation becomes increasingly fragile.
This phenomenon is what I call the Wet Paper Towel Syndrome.
Understanding the Wet Paper Towel Syndrome
The name is inspired by a well-known paper towel advertisement in which a wet towel was used to hold a stack of coins. To demonstrate product strength, the coins were added one by one. Surprisingly, the towel held far more weight than one might expect. But eventually—and inevitably—it tore under the burden.
Growing companies operate under a similar dynamic. As business expands, they add more “coins” to the organizational structure: more clients, services, employees, contracts, and expectations. For a time, the company manages to hold the increased weight. It may accommodate two, five, or even ten “coins” before showing signs of strain.
But every company has a breaking point, and unfortunately, it is impossible to know where that point is until the towel rips—leaving a mess that must be cleaned up.
Many organizations experiencing rapid or exponential growth find themselves in this position. The expansion is exciting, but it is also risky if operational processes, technology, and staffing models do not evolve in parallel.
The Consequences of Operating on a Wet Paper Towel
The impact of insufficient infrastructure during periods of growth can be significant. Companies that fail to adapt their processes often face consequences such as:
- Lost revenue
- Inadequate compliance with contractual or regulatory requirements
- Labor relations challenges
- Missed deadlines and deliverables
- Declining customer satisfaction
- Employee burnout and turnover
- Costly fines or penalties
- In extreme cases, violations of labor, wage, or safety laws
Ultimately, these issues translate into lost time and money—two resources that growing companies cannot afford to waste.
Recognizing and Addressing the Problem
The first and most important step is acknowledging the issue. Persevering with outdated practices or relying on staff to “figure it out” rarely produces sustainable results. Instead, organizations must be willing to say, “We need help.”
While some companies attempt to handle this internally, most soon recognize that doing so is neither efficient nor effective. Internal employees are often already overwhelmed, lack process-improvement expertise, or cannot provide objective insight. For these reasons, many organizations turn to an experienced consultant.
The Role of an Experienced Consultant
A qualified consultant brings several critical advantages:
- Objective analysis without internal bias
- Expertise in process mapping to identify gaps and inefficiencies
- Prioritization of initiatives to ensure the greatest return on investment
- Hands-on support through project management, functional assistance, or interim execution
- Relief for overloaded staff, allowing the organization to continue operating without additional strain
In many cases, the financial investment in professional support pays for itself through improved efficiency, compliance, and operational performance.
Strengthening the Infrastructure for Future Growth
Once an organization addresses its Wet Paper Towel Syndrome and begins implementing sustainable systems, workflows, and staffing structures, it becomes far better positioned for future growth. The company is more resilient, more efficient, and more capable of scaling without compromising performance or compliance.
In other words, the paper towel is replaced with something far stronger—allowing the organization to continue adding “coins” without fear of an operational collapse.