We plan the start. Nobody owns operations.
Weekly review, 23 October 2026: We plan the start, nobody owns operations. A short synthesis of the week in projects, leadership and technology.
INSIGHTS
Thoughts and experience from practice
Here I write about patterns I have encountered in over 25 years of project work: what works, what fails, and what I take away from it.
We plan the start. Nobody owns operations.
A view of the week, written on the basis of the industry news collected on the news page…
23. October 2026
Developing an established team — without running it over
Development starts where existing routines are questioned, not at the program decision.
The Golden Circle — and the most common way it gets misused
WHY, HOW, WHAT — a useful thinking pattern, usually applied wrong. Three tests that decide.
Why processes look better on paper than in real life
A process is not finished when it is documented. What it takes to move a process from paper into daily work — and why most stall right there.
Introducing change is easy. Making it stick is the real work.
Why changes lose momentum after the kick-off, and what anchoring actually takes.
Classic, agile or hybrid — what your project actually needs
Agile frameworks don’t solve problems, they expose them. When agile helps, and when it doesn’t.
Leadership between strategy and team — three tensions that stay
The tension never disappears, but it can be led. Three fields every leader knows.
Change doesn’t start with a decision — it starts in daily work
Decision and communication are done quickly. The everyday work after that is the real effort.
Building a team in early growth — four pitfalls, and what helps
How the team works together decides more about success than any technology choice.
Why projects stall even when the expertise is there
The technology is rarely the bottleneck. Three patterns that stall projects, and what helps early.