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Closing the Doing-Thinking Gap
If you ask most people what it means to execute well, they usually say “getting things done.” Boards tell CEOs that they want us to get things done. We tell our managers to get things done, and they make sure everyone who reports to them gets more things done. Companies celebrate their “can-do” culture. Later on, after the errors show up, we all wish we had been more rigorous in scouting out the territory before we sprinted down the execution path.
I began reading widely and thinking deeply about the causes of systems failure. One area of research that caught my fancy was complexity theory. At the risk of oversimplifying the influence this very abstract stream of research had for me, complexity theory interested me because it taught me how to look for patterns in systems or groups that might not seem immediately evident. The theory also exposed an intriguing paradox: The variables that allow an entity to rise to a level of dominance in a certain context tend to trap it later, preventing it from competing successfully in a future context.

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