Faster Mistakes: Why Velocity Without Vision is Business Suicide
The Pinhole of Decision
The dashboard timer is pulsing a violent, rhythmic crimson at 28 minutes, and the air in the room feels like it’s being sucked out through a pinhole. I can see the sweat on the back of the account manager’s neck from across the floor. He’s staring at a credit report that looks like it was scanned in a washing machine, but the company policy-the one written by people who spend their days in 188-minute board meetings discussing ‘synergy’-says we fund in 30. That gives him exactly two minutes to decide if we’re about to lose $8,888 or if we’re just being ‘client-centric.’ He clicks ‘Approve.’ The timer stops. The red goes away. He breathes.
I want to tell him he just signed a death warrant for our quarterly loss ratio, but the silence that follows the click is too fragile to break.
We have entered an era where speed is no longer a competitive advantage; it has become a neurological obsession. We’ve conflated ‘frictionless’ with ‘efficient.’ But friction is what allows brakes to work. Without it, you aren’t moving faster; you’re just crashing with more momentum.
The 188-Minute Reality Check
In my other life, as a hospice volunteer coordinator, I see a different kind of clock. Astrid V. is a name I carry with me into these business meetings because she represents the ultimate reality check. When you are sitting with an 88-year-old man who is
