“Weeks. Always weeks. Man, the last time I talked months was a million weeks ago.”

Jim Halpert, The Office, 2013

Last week, I spoke to the Chief Human Resources Officer of a tech company about an engagement that would take 2-3 weeks to complete. Her response? “We don’t talk in weeks anymore. We talk in days, preferably hours.”

At first, I wanted to remind her that just because a woman can make a baby in nine months, doesn’t mean nine women can make a baby in once month.

But we weren’t talking about making babies. We were talking about leading a company in a world that feels like it’s changing faster than ever and we’re scrambling to catch up or keep pace. But is speed really the solution?

She’s right. We need to move faster.

An increase in the pace of change isn’t just a feeling. It’s facts:

• The World Uncertainty Index, which tracks expert analyst reports across 143 countries going back to 1952, is now nearly double what it was in the mid-1990s.
• The average lifespan of a company on the S&P 500 has dropped from 33 years in 1965 to roughly 15 today and is projected to keep falling.
• Technology launched in 1950 took 25 years to reach adoption within 70% of US households. Tech introduced in 2020 only took 14 years.

The World Economic Forum and Bain & Company put it plainly, “What was once a five-year strategic horizon has compressed into a 12-month horizon, while a two-to-three-year plan is now a six-month view. The strategy machinery must spin at a speed no company is used to managing.”

They go on to say that “waiting is not caution – it is abdication.” But as dangerous as doing nothing is, how does it compare to do the wrong thing quickly?

She’s not wrong. But speed isn’t the (whole) answer.

McKinsey’s research begins to answer that question. It found that, of the 70% of large-scale transformations that failed, neither a lack of urgency nor insufficient speed were root causes. Instead, the most common root causes were:

• Setting targets based on incremental thinking rather than bold vision
• Failing to engage the full organization in the change
• Never embedding new ways of working into how the business actually runs day to day

These findings are reinforced by The Project Management Institute’s 2025 global study of nearly 6,000 projects finding that that found that 50% of projects successfully delivered the intended outcomes and create value while only 13% failed. For projects without a clear vision of success, the number are flipped, failures exceeded both successes and projects with mixed results.

None of those failure modes are solved by moving faster. In fact, compressing timelines makes them all worse. Less time to clarify and communicate a vision of success and build commitment. Less time to engage broadly. Less time to make anything stick.

The solution isn’t speed. It’s clarity.

 Without clarity, every new technology, every competitor move, every shift in the market feels equally urgent and equally threatening. And when everything is urgent, nothing gets done well.  Just quickly.

But when you have clarity about who you are as a leader and why your organization has a uniquely relevant, valuable, rare, and hard to imitate reason to exist, you aren’t overwhelmed when things change. You see relevant choices faster, understand trade-offs better, and move with confidence instead of chaos.

This is why the WEF and Bain report doesn’t focus on speed but on the imperative to treat strategy as a continuous cycle: constantly updated, scanning for signals, recalibrating as new information arrives.

The time pressure you feel is real, but the answer isn’t only to move faster. It’s to root yourself in clarity about who you are and what you do so that when you need to move in days, you already know what you’re moving toward.

Clarity leads speed. Not the other way around.