Moving Fast: Are We Running Toward Success or Away from It?
(TL;DR): Action beats inaction—until it doesn’t. Here’s how to balance speed, strategy, and the inevitable complexities of "corporate life".
Speed as a Strategy—and a Liability
We’ve all heard the mantras: “Fail fast.” “Move fast and break things.” “Speed wins.” And they resonate for good reason. In a world that rewards action and punishes stagnation, having a bias for action can feel like a superpower.
In Big Things F@$t, my co-author Marcus and I argue that a bias for action often separates leaders and teams that succeed from those that flounder. Overcoming bureaucratic inertia, navigating risk aversion, and avoiding analysis paralysis require a willingness to do. However, moving fast for the sake of speed alone can lead to one troubling question:
Are we solving the right problems—or are we just getting better at doing the wrong things faster?
This isn’t just semantics. The distinction between deliberate speed and reckless urgency can mean the difference between building a rocket and launching one straight into a wall—what I affectionally dub “doing stupid things faster”.
In today’s newsletter, we’ll explore the complexities of this balance and what it means for new and aspiring leaders and managers grappling with the trade-offs.
Slow Down to Speed Up
The idea of “slowing down to speed up” may feel counterintuitive in an era dominated by velocity. But speed without strategy is a recipe for wasted effort. Here’s the paradox: the best way to move fast often requires planning deliberately.
Why deliberate planning matters:
Clarity of Direction: Speed can easily turn into chaos without a clear plan. As Marcus and I like to say, "frequent, time-bound waypoint checks" help teams avoid running too far in the wrong direction.
Precision Through Iteration: Deliberate action doesn’t mean slow action. It means iterating with purpose, learning as you go, and refining your approach.
Avoiding Waste: Moving fast without foresight can burn resources and goodwill—two things no organization can afford to squander.
The Complexity Conundrum
Here’s where things get tricky: speed isn’t just about overcoming complexity; it’s also about understanding it. In corporate enterprises, bureaucracy and complexity are often seen as enemies of efficiency, and external partners (read: consultants) are often brought in to “fix” these problems.
But here’s the rub: bureaucracy exists for a reason. It might be maddening, but it’s also an attempt to manage the inherent complexity of large organizations. Despite all the rhetoric of “flattening the organization” (which, btw, I broadly support), decision-making, compliance, risk management, and resource allocation add layers of complexity that can’t simply be ignored or “agiled” away. (Not sure that’s a word).
Manufactured complexity vs. necessary complexity:
Consultants sometimes frame problems as more complicated than they are, creating a need for their expertise. But true complexity—compliance, regulation, global operations—can’t always be simplified away.
The goal isn’t to eliminate complexity but to manage it. Simplify where possible, but accept that some complexity is baked into the nature of large enterprises.
Action can cut through complexity, but only when you’ve identified which complexities need simplifying and which require deliberate management and applied critical thinking.
“The key is to be intentional about your bottlenecks. Choose them wisely and make sure they serve a purpose. A deliberate bottleneck can be a powerful tool for focusing effort and maintaining quality, while an accidental bottleneck is just a drag on the system”. — Shane Parrish
The Risk of Running in the Wrong Direction
This leads to another risk: the faster you move, the easier it is to get lost. Constant motion can feel productive, but without a clear strategy, it’s just spinning wheels.
The danger of speed without strategy:
Running away vs. running toward: If your team or organization is constantly moving fast, ask yourself: are we running toward something meaningful—or are we just running away from the discomfort of standing still and thinking deeply?
Confusing activity with progress: A flurry of meetings, initiatives, and projects may create the illusion of momentum, but without alignment, they’re just distractions.
These conundrums are especially challenging when the singular focus on speed is coming top down.
Practical questions to keep you (and maybe your executive leadership) grounded:
Are we creating incremental value? What proof do we have?
Are we clear on our North Star (key goal or strategy)?
What problem are we solving, and how does this action align with it?
Are we learning and adapting—or simply doing for the sake of doing?
Are we creating incremental value? How will we prove it? (Yes, this duplication is deliberate)
Navigating the Tensions of Speed, Strategy, and Complexity
So, where does this leave new or aspiring leaders and managers who are navigating the modern corporate environment? There’s no one-size-fits-all answer, but here are a few principles to guide your approach:
Bias for Action, But Not Reckless Action: Prioritize action, but only after you’ve identified what matters most. Time spent aligning on direction isn’t wasted—it’s an investment in effectiveness (aka generating incremental value).
Challenge Complexity, But Don’t Oversimplify: Consultants and internal teams alike can fall into the trap of seeing all complexity as bad. Instead, distinguish between necessary complexity (e.g., compliance, resources) and the kind you can streamline.
Create Space to Think: Fast doesn’t mean frantic. Building time for reflection and deliberate planning into your process will make your team’s actions sharper and more focused.
Measure and Iterate: Break your actions into time-bound milestones and reflect frequently on what you’ve learned. Precision isn’t about slowing down—it’s about ensuring you’re on the right track.
Are you interested in improving your or your team’s effectiveness? Reach out anytime at https://www.effectivedirection.com/contact
Final Thoughts
The tension between speed, strategy, and complexity is one of the most nuanced challenges modern leaders face. A strong bias for action can cut through bureaucracy and inspire progress, but only if you’ve taken the time to understand what you’re solving for.
In a world that demands both agility and clarity, the goal isn’t to eliminate complexity or slow down indefinitely—it’s to move with purpose, act with precision, and manage the inevitable challenges of scale.
So before you hit the gas pedal, ask yourself: Are we running toward success—or just running faster in the wrong direction?
These tensions between speed, strategy, and complexity also underscore the importance of adaptability—a theme I’ll be exploring in-depth in future work. After all, the organizations that thrive aren’t just fast; they’re agile and ready to adjust to any challenge.
Simple, not easy.
