"First, we modelled every big initiative we had worked on. We discovered that every initiative ended like the Titanic: hitting an iceberg. We discovered these career-changing truths: Our work overlaps. A lot. We need each other. Working together would have delivered better results. We think about the same problems differently but complementarily. Technology is not the problem we are solving. Technology challenges are the easy parts. The hard problem is friction."
"Systemic patterns in relationships, communication, and organizational structures are all frictions that create invisible currents that derail work, regardless of tools or frameworks. Counterintuitive behavior means organizations often solve the wrong problems, adding complexity instead of addressing underlying structures and shared goals. Over-optimizing for speed and outputs produces brittle systems, while coherence and well-designed relationships across teams create resilience. Friction arises when roles operate within silos and with fixed mindsets, whereas adopting a growth mindset fosters learning together with deeper insights."
Modelling large initiatives revealed a recurring pattern of projects failing by hitting hidden systemic friction. Work between product, systems, and platform roles overlaps heavily and requires collaboration; combined perspectives deliver better results. Technology challenges are comparatively easy; the primary obstacle is systemic friction arising from relationships, communication, organizational structures, silos, and fixed mindsets. Counterintuitive behaviors often lead organizations to solve visible symptoms, adding complexity instead of addressing underlying structures and shared goals. Over-optimizing for speed and output creates brittle systems. Emphasizing coherence, well-designed cross-team relationships, a growth mindset, and starting small around goals reduces friction and builds resilience.
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