I recently interacted with a senior business leader of a large organization. During our conversation he mentioned, “Our biggest enemy is not our competitors but our own complexity as an organization in form of organizational design, structures, processes, culture, systems, tools, scale and metrics.”
Throughout my career, I have consistently seen increasing level of internal pushback as an organization scales and grows. I have also seen leaders at both ends of the spectrum – ones who worked their way through complexity to create alignment and the ones whose grand strategies failed because of internal forces holding back.
This complexity creates what Bob Sutton and Huggy Rao call Friction – forces that hamper workplace efficiency. In their new book, The Friction Project: How Smart Leaders Make The Right Things Easier and The Wrong Things Harder, the authors explore what creates these operational obstacles in the workplace end what leaders can do about it.
The book delves into “friction fixing” and how leaders can eliminate bad friction that makes doing the right things easy and use good friction to make the wrong things harder to do. The book underlines the role of leader as a “friction fixers” and offers useful strategies for leaders to create and less miserable and more productive workplace.
Here is a short visual summary of how leaders can approach friction fixing:
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