Most digital transformation failures don’t come from a lack of technology, but from one wrong assumption:
the field must adapt to the software.
The only viable logic is the opposite.
Robust organizations design systems that respect:
• reality
• gestures
• rhythm
• constraints
• exceptions
The field is not a variable.
It is the design matrix.
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Real work is more complex than any model
A process on a whiteboard looks smooth.
In reality, it must absorb:
• unexpected events
• micro-decisions
• contextual variation
• interruptions
Software that ignores this complexity imposes rigidity that breaks the flow.
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Tools must amplify effective practices, not replace them
Teams naturally create “smart shortcuts” that increase fluidity.
A good system doesn’t erase them — it standardizes them.
A bad system punishes them.
Innovation does not replace humans.
It equips what humans already do well.
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The field reveals exceptions — and exceptions are the real world
Processes rarely fail in standard cases.
They fail at the edges.
A useful system anticipates:
• what happens often
• what happens sometimes
• what happens rarely but creates chaos
If software doesn’t handle exceptions, teams will bypass it.
And they’ll be right.
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Digitization must absorb diversity, not suppress it
Teams work differently depending on:
• time
• site
• client
• daily constraints
Over-uniformization weakens performance.
Absorbing diversity turns it into operational advantage.
Software is not a model to follow.
It is a support.
When the system adapts to the field, the organization becomes fluid.
When the field must adapt to the system, the organization becomes fragile.