Faster Mistakes: Why Velocity Without Vision is Business Suicide

Faster Mistakes: 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

The Architecture of Silence: How Jargon Kills the Room

The Architecture of Silence: How Jargon Kills the Room

When complex language builds a fortress around ambiguity, clarity becomes the first casualty-and the most powerful weapon.

Nothing stays still in the glass-walled conference room of a mid-tier venture firm, except for maybe the pulse of the person realizing they are the only one not speaking the dialect. You sit there, hands hovering over a notebook that contains exactly 13 blank pages, while a VP of Strategy-whose name you can’t quite recall but whose tie costs more than your first car-explains why we need to leverage our core competencies to synergize our B2C funnels. He’s talking about a paradigm shift in the go-to-market strategy for a SaaS platform that essentially just sends automated emails to people who don’t want them. You nod. You nod because everyone else is nodding, a rhythmic, synchronized movement that feels less like agreement and more like a cultic ritual designed to ward off the demon of appearing uninformed. You’ve understood approximately 3 of those words in that specific sequence, yet here you are, participating in the performance of comprehension.

This is the jargon of exclusion. It isn’t just a byproduct of laziness or a lack of imagination, although those factors certainly play their part in the 43 minutes you’ve spent staring at the clock. It is a structural gatekeeping mechanism.

When we use words like ‘vertical integration’ or ‘pivot to a lean-agile framework’ in a room full of newcomers, we aren’t just communicating a plan; we

Documentation as Defense

Documentation as Defense

The slow-motion toxicity of the five-paragraph email, and the courage found in brevity.