Earlier quoted context omitted.
Something I've had to learn with larger organizations is that the logic at the top isn't always conveyed to the bottom. Perverse incentives play heavily into this. An example of this is executive bonuses. Everyone knows that for long term health of a company short term gains should be subservient to long term gains. Bonus structures are typically structured for short term, which means that in order for an employee to…
This. I have several mental models for this. The first goes "most people are wrong about most things". You have to include yourself in that one or it just sounds arrogant, but it's true. Mostly we have a toy understanding of how anything really works if we are asked to scratch any deeper than the surface and the sheer amount of mental models required to begin to somewhat accurately map to reality vs. the search cost…
I'm shy and introverted like the rest of you, and I'm not a good small talker. But it's naive to think of challenges as just technical challenges. In any organization, making change is a people challenge. Think about people.