Every reorg begins with the same sentence: *we have a people problem.* Sometimes it arrives as a performance plan. Sometimes as a culture conversation. Sometimes as a new org chart, drawn late at night, with certain boxes quietly missing. The diagnosis underneath is...
The company felt the strain and did the intuitive thing. It hired. Strain reads as *not enough hands* — that’s the intuition, and it’s clean, actionable, budgetable. Everyone’s slammed, so add people. It is also, in a company running on absorption,...
The most expensive line on your P&L doesn’t appear on your P&L. Last section I said you have two economies and only manage one. Fine — but unmanaged is not unpaid. The absorption economy bills you constantly, in four installments, and I want to walk...
Right now, in your company, someone is manually doing what a system should be doing. Probably several someones. They’re reconciling two data sources that should agree and don’t. They’re translating between two departments that share a handoff but not...
Nothing in this section is about the founder’s character. That’s not me being polite — it’s me being accurate. What follows is a physics problem. When every meaningful decision routes through one human being, certain outcomes stop being risks and...
