Insights & perspectives
Friction Is More Than Resistance
Many change programs fight resistance while leaving the underlying system untouched. This article distinguishes friction from resistance and shows why redesigning workflows, tools, and coordination patterns is more powerful than motivating people to tolerate broken ways of working.
ExploreFrom Diagnosis to Value
Organizations invest heavily in assessments and readiness checks, but struggle to convert them into measurable outcomes. This article introduces a four phase approach that links friction diagnostics to focused interventions, value experiments, and a repeatable operating model for transformation.
ExploreGetting Started with Predictive Transformation
Predictive transformation is less about tools and more about building systematic friction awareness into everyday decisions. This article outlines three pragmatic steps to assess your current maturity, run a focused pilot, and grow an organizational capability instead of another one off project.
ExploreThe Four Dimensions of Transformation Friction
Friction builds across four dimensions: human, process, organizational, and ecosystem. This article provides a structured map of sixteen friction types and how they interact, giving leaders a common language to diagnose where transformation will stall before it appears in the P&L.
ExploreThe Hidden Cost of Waiting
Choosing to delay transformation decisions often looks prudent, yet it quietly multiplies direct, indirect, and opportunity costs. This article describes how friction compounds over time and offers a simple way to compare the price of prevention with the far higher cost of remediation.
ExploreWhen Good People Can't Make Change Happen
Even highly capable leaders and teams still get stuck when expectations, workload, and incentives conflict. This article explains how human friction shows up in inertia, emotion, and reactance, and what leaders can change in the environment so good people can actually make change happen.
ExploreWhen Leadership Creates Friction
Leadership intent is rarely the problem, but governance, priorities, efficiency, and legitimacy dynamics often are. This article helps executives see how their own operating model creates organizational friction and outlines shifts that preserve control while freeing teams to deliver.
ExploreWhen the Outside World Works Against You
Regulators, vendors, platforms, and market timing can derail even well designed programs. This article offers a practical lens for mapping ecosystem frictions and negotiating constraints, so transformation can move forward within real world safety, compliance, and market boundaries.
ExploreWhen Processes Work Against You
Well intentioned processes can create so much effort, coordination overhead, and capability mismatch that even strong teams move slowly. This article shows how to read the signals of process friction and redesign workflows so control, quality, and speed reinforce each other.
ExploreWhy Seven Out of Ten Digital Transformations Fail
Most digital transformations fail not because of technology, but because human, process, organizational, and ecosystem frictions remain invisible until they surface as resistance. This article shows how to detect those frictions early and redesign the path so value realization becomes the rule, not the exception.
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