The decision has been made.
The owner was in favour, the team too. It’s in the minutes.
Three months later the business runs as before.
Nobody objected.
Then Monday came.
Customers call, orders have to go out, someone is off sick.
The new thing waits for a quiet week.
It doesn’t come.
The usual explanation is weak execution.
The usual answer: someone who rolls up their sleeves.
More hands. A project plan with traffic lights. A meeting every week.
Afterwards the calendar is fuller.
The business runs as before.
It gets stuck in three places.
Nothing was dropped to make room for the new. It competes with the old for the same people.
No name stands next to the task. It belongs to everyone, so to no one.
Whoever is meant to build it wasn’t at the table when it was decided. He never voiced his doubts. Now they show up in daily work.
A slide shows the goal.
It doesn’t show Monday.
A decision is done when it runs in daily work.
Something was dropped for the new.
Every task has a name next to it.
Whoever builds has voiced their doubts before they cost money.
Then it runs on a Monday too.
The most expensive stretch is the six months after the decision.
Everyone considers it dealt with.