Leading When the Terrain is Clear but the People Aren’t
summary
Uses Wardley Mapping to show specific failure modes: bonuses and KPIs split decisions, marketing insight adds an auditability requirement that rules out cheap intern or in‑house options, and sharing clinical data with a disruptor would have “killed” the insurer. Maps expose seven layers of management and a 50‑year legacy system; rebuilding succeeds only after reputation is rebuilt via incremental façade work and trust building. Practical rules: pass the mapping test, mitigate risk with facades, expect governance fights, and check strategy on a six-week cadence for small teams, lengthening to quarters then halves for large orgs.
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