"Friction is quieter, far more pervasive, and seems innocuous. But friction, the invisible drag embedded in how organizations structure work, make decisions, and align teams, is becoming a material leadership risk."
"Friction rarely shows up as a dramatic failure. It's a leaky pipe that causes major damage one drop at a time: well-intentioned people doing well-intentioned work that simply doesn't add up."
"When execution falls short, leaders often assume a talent gap. But more often, the issue is clarity and misalignment."
"No one is doing anything wrong, but the misalignment erodes win rates, wastes spend, and diffuses energy."
Leaders often misidentify speed as the main problem in transformation efforts, overlooking the pervasive issue of friction. Friction manifests in organizational structures, decision-making processes, and team alignments, leading to significant inefficiencies. Common scenarios illustrate how misalignment can slow down work, such as sales teams pursuing outdated priorities or lengthy decision-making processes. This hidden friction erodes performance and energy, making it a critical leadership risk that requires attention to coordination rather than merely enhancing capabilities.
Read at Fast Company
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