More and more, we see entire organizations – and many leaders – pushed toward overload. At every turn, huge amounts of attention get tied up. The result is too many meetings, conversations, emails, and a bureaucracy that consumes more capacity than it frees. At the same time, a striking contradiction emerges: we are busier than ever, yet apparently becoming less productive.

Organizational overload grows out of local relief. Individual parts of the organization make life easier for themselves – but over time at the expense of the organization as a whole.

Not every activity creates real value. We often spend more time on execution than on genuine thinking, acting, and taking responsibility.

Overload is usually the result of costly leadership. The wrong issues are handled by the wrong people under inadequate conditions.

Executives, HR leaders, leaders, management consultants