So what does that design decision do to the people inside an organization? And why don't leaders see it as a decision at all? I think this

is where it first shows up.

When you have an organization that's designed for efficiency and we expect rapid turnaround, lowest cost producer, that's what the plan says.

What leaders then say is, but in the meantime, we'd like you to come up with the new widget, or we need to make this widget a little bit better than our competition.

So what can you add to this? Help me enhance this particular solution.

And it's that dichotomy that starts to reek of a lack of authenticity.

It's who are we, what is it that we're trying to do, and what do you expect from me? And without getting into the kind of the value of work or what does leadership value, but when the plan in the organization is designed around tonnage and we keep heaping more of that tonnage onto people, rather than expecting more of them.

So how does a leader actually build that tent and how do they tell the difference between shared purpose and compliance? It looks great in a picture or on a piece of paper.