An intervention is the smallest change that produces the largest second-order effect. The craft is in the smallness.
The best interventions look small from the outside and feel enormous from the inside.
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70% of change programmes fail. The reason is rarely strategy — it's that the grain was never read before the cut was made.
Operating health doesn't show up in the dashboard. It shows up in how an org talks about its own mistakes.
Most companies break themselves at scale. The ones that don't are the ones that scaled with the grain, not against it.
