Complex businesses fail for simple reasons.

Complex businesses fail for simple reasons.

Too often, investors analyze companies like machines — inputs, outputs, margins, profits.
But under the hood, businesses are groups of people making (or failing to make) aligned decisions.

And when leadership loses alignment with strategy, the gears grind.

CEOs chase quarterly results.
CFOs enforce cost discipline. COOs drive scale.
Middle managers scramble to keep up.

Boards want long-term focus — but conflicting pressures erode alignment.

I’ve seen this movie before. A company looks great on paper but falters.

Sometimes it starts with a few C-suite departures or a quiet reshuffle.
Other times, leadership avoids tough calls, clings to ineffective teams, or fails to build a leadership group moving in the same direction.

Misalignment always shows up — eventually.

That’s why I always analyze leadership and Board alignment.
If the people at the top fall out of sync, the business model breaks.
Value creation depends on it.