Writing
Most operating model failures aren't structural — they're behavioural. When roles are unclear or accountability is ambiguous, people default to patterns that feel safe, not patterns that work.
Before I was evaluating Fortune 500 org charts, I was managing bar shifts in Athens. The lessons from those years still inform how I think about teams, accountability, and performance.
Role ambiguity costs more than most organisations realise. Not in salaries — in duplicated effort, slow decisions, and talented people leaving because they can't see a path forward.