About this piece
- Business Life
Synopsis
Organizations under stress reach for visible fixes: a new leader, a new platform, a new scorecard. Often the real problem is misdiagnosis—confusing personality conflicts, tooling gaps, or lagging indicators for structural failure in governance and execution. This contributor feature in Business Life explains how executives can name the actual problem before committing institutional energy to the wrong remedy.
Key idea
Misdiagnosis is expensive because it consumes credibility. Leaders who correctly identify structural causes can align oversight, operating design, and accountability around a shared theory of change.
Read at publication
The full article is published by Business Life (April 2026).