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.
Waiting for Confidence Is More Expensive Than You Think
Some recurring problems survive because leaders keep waiting to feel confident about an action that can only become clear by taking it. It sounds sensible. Before committing resources, changing...
WALL-E and the Cost of Learning to Live With the Problem
Some of the most expensive recurring problems survive because the organisation has become exceptionally good at living with them. That is one of the more uncomfortable lessons hidden inside...
Your Assumption May Be Costing More Than Your Problem
Some of the most expensive recurring problems begin when an assumption quietly enters a decision as a fact. A customer leaves. A project misses another milestone. Costs increase. Performance falls....
Australia’s 170-Year Railway Problem: When Yesterday’s Decisions Become Today’s Cost
Some recurring problems become so embedded that eventually nobody asks why they still exist. They simply budget for the inconvenience. Australia’s railway gauges are a remarkable example. For...
Nintendo Stopped Trying to Win the Wrong Game
One of the most expensive mistakes a CEO can make is becoming exceptionally good at solving a problem the business never needed to solve. In the early 2000s, Nintendo faced formidable competitors....
Start With Why the Problem Keeps Coming Back
When an organisation has spent millions solving the same problem repeatedly, the question is no longer why the latest solution failed. It is why everyone keeps believing they are solving the right...
