Why Do Organizations Make It Incredibly Hard to Get Things Done?

I’ve always believed that organizations evolve the way they are for valid, contextual reasons. Before advocating for change, it’s important to understand these reasons thoroughly. That said, I also recognize that no solution is all good or all bad; trade-offs are inevitable. This perspective doesn’t excuse complacency—it instead highlights the need for leaders to thoughtfully engage with organizational inertia and complexity.

The sentiment that “organizations make it incredibly hard to get things done” resonates deeply. It’s not just anecdotal—there’s evidence to back it up. Let’s first set the stage with some facts that illustrate why this happens.

The Challenge

Failed Initiatives and Value Waste:

1. Studies show 70% of digital transformation initiatives fail, primarily due to misaligned goals, unclear processes, and resistance to change (McKinsey & Company).
2. The Standish Group Chaos Report highlights that only 31% of IT projects are considered successful, with others failing or being delivered late and over budget.
3. Research from Gallup estimates that $7 trillion in value is lost annually due to poorly managed projects and initiatives in large organizations.

• Studies show 70% of digital transformation initiatives fail, primarily due to misaligned goals, unclear processes, and resistance to change (McKinsey & Company).
• The Standish Group Chaos Report highlights that only 31% of IT projects are considered successful, with others failing or being delivered late and over budget.
• Research from Gallup estimates that $7 trillion in value is lost annually due to poorly managed projects and initiatives in large organizations.

Employee Disengagement and Frustration:

1. Lack of clarity: A survey by Slack found that 71% of employees waste significant time searching for information, reducing productivity and engagement.
2. Unnecessary bureaucracy: A Harvard Business Review study identified that 64% of employees cite excessive processes as a key source of frustration.
3. Decision-making delays: In large organizations, the average time to make a major decision has increased by 50% in the last decade (Bain & Company).

• Lack of clarity: A survey by Slack found that 71% of employees waste significant time searching for information, reducing productivity and engagement.
• Unnecessary bureaucracy: A Harvard Business Review study identified that 64% of employees cite excessive processes as a key source of frustration.
• Decision-making delays: In large organizations, the average time to make a major decision has increased by 50% in the last decade (Bain & Company).

Loss of Agility and Competitiveness:

1. Growth often results in siloed departments, making cross-functional collaboration difficult.
2. Decision-making in large enterprises involves layers of approval, slowing down response times.
3. Innovation slows as organizations prioritize operational stability over experimentation, reducing competitiveness in fast-moving markets.

• Growth often results in siloed departments, making cross-functional collaboration difficult.
• Decision-making in large enterprises involves layers of approval, slowing down response times.
• Innovation slows as organizations prioritize operational stability over experimentation, reducing competitiveness in fast-moving markets.

Moving Beyond the Problem: A Leader’s Role

While understanding these challenges is critical, the real question is: what can leaders do about it? Beyond being a servant leader, I believe there are three key actions leaders can take to make it easier to get things done.

1. Fine-Tune for Signals

Leaders in complex organizations often lose touch with what’s happening on the ground. Criticism, low morale, and informal watercooler conversations are rich sources of insight. The onus is on the leader to proactively uncover these signals.

Once identified, these signals must not remain at ground level. Leaders should:

• Elevate these insights to decision-making forums.
• Address root causes rather than symptoms.
• Foster a culture where employees feel comfortable voicing concerns openly.

• Elevate these insights to decision-making forums.
• Address root causes rather than symptoms.
• Foster a culture where employees feel comfortable voicing concerns openly.

A leader’s role here is to bridge the gap between the operational and strategic layers of the organization.

2. Abstract and Simplify

Complex organizations often drown in noise—conflicting priorities, unnecessary bureaucracy, and unclear expectations. Leaders need to:

• Remove obstacles: Streamline processes and cut unnecessary red tape.
• Create clarity: Implement systems that clearly define priorities, responsibilities, and expectations.
• Empower execution: Ensure teams can focus on their work without constant second-guessing or firefighting.

• Remove obstacles: Streamline processes and cut unnecessary red tape.
• Create clarity: Implement systems that clearly define priorities, responsibilities, and expectations.
• Empower execution: Ensure teams can focus on their work without constant second-guessing or firefighting.

This requires full-time attention. Simplifying isn’t a one-time activity but an ongoing effort to keep processes aligned with organizational objectives.

3. Ground Yourself

The larger the organization, the farther a leader’s perspective can drift from reality. While it’s not practical (or advisable) to dive into every technical detail, leaders must maintain an accurate sense of what their teams face daily.

Practical ways to stay grounded include:

• Shadowing team members to understand pain points.
• Using data to validate assumptions and ensure decisions are rooted in reality.

• Shadowing team members to understand pain points.
• Using data to validate assumptions and ensure decisions are rooted in reality.

Leaders who are grounded can balance the broader vision with the lived realities of their teams, avoiding strategies that inadvertently create more obstacles.

What Else Can Leaders Do?

Here are additional strategies for combating the complexity trap:

1. Empower Decision-Making at Lower Levels Centralized decision-making often slows down progress. Push authority closer to the teams doing the work by creating clear decision frameworks.
2. Invest in Cross-Functional Collaboration Silos are the nemesis of agility. Leaders should promote tools, processes, and forums that encourage collaboration across teams and geographies.
3. Focus on Outcomes, Not Processes Shift from being overly process-driven to outcome-driven. Empower teams to use their discretion as long as the intended results are kept in mind.
4. Celebrate Incremental Wins Large organizations often focus on massive milestones, ignoring smaller wins. Recognizing these keeps teams motivated and shows progress is possible despite complexity.
5. Model the Behavior You Want to See As a leader, demonstrate the behaviors you value—whether it’s cutting through bureaucracy, being transparent, or staying adaptable. Your team will follow suit.

• Empower Decision-Making at Lower Levels Centralized decision-making often slows down progress. Push authority closer to the teams doing the work by creating clear decision frameworks.
• Invest in Cross-Functional Collaboration Silos are the nemesis of agility. Leaders should promote tools, processes, and forums that encourage collaboration across teams and geographies.
• Focus on Outcomes, Not Processes Shift from being overly process-driven to outcome-driven. Empower teams to use their discretion as long as the intended results are kept in mind.
• Celebrate Incremental Wins Large organizations often focus on massive milestones, ignoring smaller wins. Recognizing these keeps teams motivated and shows progress is possible despite complexity.
• Model the Behavior You Want to See As a leader, demonstrate the behaviors you value—whether it’s cutting through bureaucracy, being transparent, or staying adaptable. Your team will follow suit.

Final Thought

Organizational complexity is a reality, but it doesn’t have to be a roadblock. Leaders play a pivotal role in reducing friction, fostering agility, and empowering their teams to succeed. By fine-tuning for signals, abstracting complexity, and staying grounded, leaders can change the narrative and make it easier for their organizations to get things done.