Thinking for leaders dealing with persistent problems
Karamawari writes about the organisational patterns that make recurring problems difficult to see and expensive to leave unresolved: how evidence becomes representation, why reasonable fixes fail, where capacity disappears and what leaders can learn when the same outcome keeps returning.
When More Governance Gives the CEO Less Control
One of the strangest ways organisations lose control is by responding to every failure with more mechanisms designed to create control. Something goes wrong. A project overruns. A risk materialises....
The Keyboard That Outlived the Problem It Was Designed to Solve
Some of the most expensive recurring problems survive not because nobody can solve them, but because the organisation has built so much around them that changing them feels harder than continuing to...
When the Right Solution Becomes the Wrong Problem
Some recurring problems survive not because your organisation keeps choosing the wrong solution, but because it keeps solving a problem the world has already moved beyond. Clayton...
The Godfather Problem: When Solving the Crisis Keeps the System Alive
Some of the most expensive recurring problems survive because the organisation has become exceptionally good at dealing with them. That is one of the more uncomfortable leadership lessons hiding...
Your Organisation Already Knows What Is Wrong. It Just Doesn’t Know That It Knows
Some recurring problems survive for years not because the evidence is missing, but because nobody has assembled enough of it to see the problem whole. The customer team has seen the complaints....
When the Wrong Side of the Road Becomes Too Expensive to Change
Some recurring problems survive not because nobody knows how to solve them, but because the organisation has built so much around an old decision that changing it now feels more dangerous than...
