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When companies bring us in to lead a project or program, it’s often because something is stuck. The strategy is sound, resources are in place, and people are working hard, but progress is slow, inconsistent, or stalling altogether.
Nine times out of ten, the issue isn’t commitment or capability. It’s clarity.
Clarity of scope and outcomes is the foundation of successful delivery. Without it, even the most talented teams waste energy chasing different definitions of success. Work gets duplicated. Priorities conflict. Momentum fades.
I’ve seen this play out in organizations of all sizes, but especially in companies that are growing quickly or navigating change. In fast-moving environments, there’s often a rush to action. Everyone’s eager to deliver. But when you move too fast without pausing to align on the basics (What are we really doing? Why? And what does success look like?) you’re setting yourself up for confusion and churn later.
The Danger of Assumed Alignment
The biggest trap I see isn’t overt disagreement, it’s assumed alignment. At kickoff, everyone nods in agreement about the high-level summary of what the program is trying to achieve. But if I pull five stakeholders aside and ask them to define scope or describe
