The Velocity Trap: Why “Busy” is the Enemy of “Done”.
There is a fundamental error in how we measure work. We confuse Motion with Progress. Motion: Running on a treadmill. (Sweat, effort, exhaustion). Displacement = 0. Progress: Walking to the
There is a fundamental error in how we measure work. We confuse Motion with Progress. Motion: Running on a treadmill. (Sweat, effort, exhaustion). Displacement = 0. Progress: Walking to the
Most businesses are built by looking at the person next to them. “They are using this tech stack, so we should too.” “They charge $150/hour, so we will charge $140.”
In the world of research and development, there is a dangerous trap called the “Explorer’s Alibi.” It’s the belief that because a task is complex or innovative, it cannot be
When a project fails, the first instinct of a bureaucracy is to blame the “Methodology.” “Agile isn’t working for us.” “We need to switch from Waterfall to Scrum.” “The PMI
In the legacy world, “Impact” is often confused with authority. Professionals believe that seniority grants them the right to critique others while remaining immune to feedback themselves. This is the
Corporate culture has normalized a crime: The Theft of Focus. If a stranger walked into your office and stole your laptop for an hour, you would call security. But if
Most software products are built through a process of Accretion. We add a feature because a competitor has it. We add another because a single customer asked for it. We
Most companies are not “organizations.” They are just “amplified founders.” If the Founder is a genius, the company wins. If the Founder is tired, the company stalls. If the Founder
There is a dangerous disease in business called “The Sales-Led Cult.” The symptom is obvious: The Top Sales Guy is treated like a god. He parks his Porsche in the