A common pattern in expanding organizations is the tendency to spend without regard for potential return.
Sometimes, that means buying software, thinking that a purchase will quickly correct a deeply rooted problem.
For example, one of the businesses I worked with wanted to buy people management software, thinking that doing so would create clarity in their organizational structure and help better define roles.
Ultimately, the software did not do what they thought it would do, and honestly, for good reason.
Their problem was deeply entrenched and related to the lack of properly defined roles. To fix the problem, they needed to actually do the work of defining roles, not buy tools that could help with the heavy lifting.
In a nutshell, they needed to address the problem head-on, not band-aid over it with fancy software.
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