The success of an organisation depends on its ability to identify and do the right things.

Doing the wrong things is not only ineffective and inefficient it causes consequential damage.

At the simplest level, the more wrong things undertaken by the organisation, the greater the Operational Behavioural Friction.



The right things deliver the intent of the organisation in the most efficient and effective way.

The wrong things don't.

The wrong things soak up resources, time and effort, all of which aren't spent on the right things. It is a double loss.

This slows the organisation down and even brings it to a grinding halt.

Sometimes with catastrophic consequences that wreck the business.


In organisations where C-Suite members chase tasks, spend their time delivering actions and firefighting problems there isn't much time to left for  thinking, planning,developing strategy and charting the course of the business.

Often this becomes normal, 'just the way things are around here', that the negative effect passes 'unnoticed'. The organisation even recruits people that can and expect to work in that environment rather than change it!

Nothing to see here, everything is fine!


Operational Behavioural Friction restricts the ability of the organisation to perform effectively.

It can even prevent it from being able escape this negative state because so much energy is expended on the wrong things.

This is sometimes observed in repeated interventions that fail to achieve their desired outcomes but succeed in creating a more negative state.

Like every escape, removal of Operational Behavioural Friction requires a plan and the tools and methods to implement it.


At its most effective, the plan will engage everyone to resolve Operational Behavioural Friction.

Depending on scope, 'everyone' mean a few individuals, the whole company or extend to suppliers, customers and investors.

This is because everyone has a line of sight to contribute on the causes of Operational Behavioural Friction.

Solutions that bring everyone together to define and create the solution are most likely to be effective.


The method is critical to a great outcome.

Done wrongly, it can create Behavioural Friction.

Carried out effectively the outcome is an organisation which is more flexible, agile, adaptable, effective, efficient, innovative and intelligent.

One that is able to out-perform the competition.


Start using Behavioural Friction
to make the right things easy and the wrong things hard