Moving Fast and Slow

Partnerships begin with an exercise in moving fast and slow.

Fast is to acknowledge and meet the immediate need – rarely can organizations slow down and “do things right”.

Slow is a parallel track that runs independent of the immediate need. Slow is strategic. Slow surfaces the Northstar and adds learnings from the fast track along the way ensuring continued value exchange over time.

Partnerships begin when there is a pressing need. But urgency conflicts with strategic thinking which hinders delivery of value over time.

Many fall victim to tunnel vision – they focus on that immediate need. They react. They meet urgency with immediacy. As the initiative nears its completion, they discover they are less able to deliver value in the partnership.

There are good line cooks. They are reliable and deliver on time.

There are great chefs. They set the menu.

When we love a menu we respect the chef. We have them decide our meal. They have agency. The exchange is analogous to building partnerships in professional services.

Partnerships require an aptitude to deliver?the tactical and strategic without one interfering with the other. It's grit with grace; strategy grounded in reality.?That's moving fast and slow. That builds trust. And trust builds partnerships.