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The Velocity Paradox
Photo by Julian Hochgesang on Unsplash
Growth creates a silent drag on momentum. As you scale, the sheer volume of work begins to outpace your ability to coordinate it. Individuals execute brilliantly, but their work stalls in review cycles and manual handoffs. This is the Velocity Paradox: work is produced faster than it can be put to use by the organization. Your best people become human middleware, burning out as they try to bridge the gaps.
Feeling the pressure of this slowdown, leadership often reaches for a silver bullet: technology. The mandate comes down to "deploy AI" or "automate workflows," believing that faster execution is the cure, and tasking their already-strained teams to layer new tools onto a foundation that's already cracking.
But machine speed is a brutal accelerant. When applied to a fragmented process, it doesn't solve for friction—it magnifies it, turning a traffic jam into a high-speed pile-up. The value from brilliant work gets trapped even more tightly behind the same operational bottlenecks, now flooded by a tidal wave of machine-generated output.