The talent shortage may lie in the recruitment process
A seemingly simple test conducted at a Japanese factory reveals why some organizations find talent where others see only a lack of experience.
If the Toxic Employee Leaves, Does the Problem Leave With Them?
Labeling professionals as toxic may shut down a conversation, but it rarely solves the problem.
The Return to the Office and the Illusion of Control
Mandatory return-to-office policies are often presented as the answer to management, collaboration, and productivity challenges. But they raise an important question: do high-performing organizations manage people by where they work, or by the value they deliver?
The customer should not be paying for your company’s learning curve
Starting from a simple everyday scene, this article highlights a recurring mistake in organizations: confusing training with true readiness and effectively shifting the learning curve onto the customer, with direct consequences for experience and business outcomes.
Flexibility Cannot Be a Benefit
Today, talent, learning, and even the willingness to contribute appear in less linear, more irregular, and less predictable ways. They still exist but no longer fit neatly into systems designed for repetition.
In the Age of AI, Top Performers Can Become the Biggest Risk
This article explores how the combination of pressure for speed, highly autonomous talent, and the informal adoption of AI tools is pushing execution outside formal systems, creating operational risks that traditional performance indicators rarely detect.
When the system fails, the customer feels it first.
It’s Friday night. It’s raining. A simple accident: no one is hurt, but the car is immobilized in the middle of the road. The first instinct is to call the insurance company. After all, that’s what it’s for. The call goes into an automated system. After a few minutes, the first person appears. They are polite but ask for information that has already been given. The system doesn’t show historic customer interactions. The recommended repair shop is fully booked. The tow truck is taking too long. Authorization depends on another department. Each interaction seems correct in isolation and yet, the experience is confusing, slow, and frustrating. No one seems incompetent. On the contrary, everyone seems to be doing their best within their responsibilities. The problem isn’t with the people on the phone. It’s with the system that has stopped working as a system. Initially, this type of service is detailedly architected. Insurance is designed based on a specific audience, known risk scenarios, and estimated volumes. From there, coverage, response times, provider network, support systems, decision-making processes, and training for the people who will operate all of this are defined. The promise made to the client “when you need us, we’ll be there” is, or should be, an operational promise: underpinned by concrete choices about how the work will be done, by whom, with what means, and under what conditions. When that promise is put to the test. Insurance companies, banks, health plans, or any long-term service business thrive on a promise that is only fully revealed in critical moments. Initially, this promise is usually well-supported. Over time, however, something changes, not abruptly, but silently. A decision here, an adjustment there. A new technological system that solves a local problem but creates another one down the line. A change of supplier. An emergency hiring. A redefined goal to respond to short-term pressure. Each decision seems rational when viewed in isolation. The problem is that no one is looking at the system as a whole anymore. What once functioned as a coherent flow begins to operate as disconnected parts. The original system is not redesigned; it is patched together. Exceptions become routine. Implicit dependencies cease to be visible. Operational coherence begins to be lost. From the customer’s point of view, this fragmentation appears as bureaucracy, delays, inconsistent responses, and broken promises. The experience ceases to be predictable precisely when it matters most. Internally, the impact is different, but equally profound. Meetings begin to exist to align what the process no longer sustains. “Key” people become indispensable to make the system work. Decisions are made outside the formal flow. Multitasking ceases to be the exception and becomes the norm. Human effort becomes the main mechanism of stability. When people start to compensate for systems At this point, something critical happens: the system stops protecting those who work in it. People start spending constant cognitive energy interpreting unclear rules, working around integration failures, explaining inconsistencies to the client, and “finding a way” to get things moving. The client feels it first. People feel it later. And yet, the diagnosis usually points elsewhere. There’s talk of lack of commitment, attitude problems, resistance to change, or the need for more training. Investment is made in discourse, culture, and behavior, trying to correct in people what was generated by the job design. The classic diagnostic error Most organizational dysfunctions don’t stem from unprepared individuals, but from the progressive loss of operational coherence. When no one is responsible for ensuring that the system continues to make sense as a system, the cost inevitably appears in two places: in the customer experience and in the exhaustion of those who work to sustain it. Before asking how to engage people or improve customer service, perhaps it would be more honest to ask: what system are we asking them to sustain through their own efforts? No organization should depend on constant human compensation to fulfill the promise it made to the customer. When that happens, the problem is no longer a one-off issue. It’s structural. Disclaimer: Originally published in Portuguese by HSM Management (Brazil) https://hsmmanagement.com.br/burnout-nao-e-falta-de-resiliencia-e-falha-no-desenho-do-trabalho/ Infograms:
Burnout Isn’t About Weakness — It’s About System Design
Burnout has become one of the most discussed topics in the corporate world. The explanation, however, often follows a predictable path: insufficient resilience, poor stress tolerance, or gaps in emotional skills. Organizational responses tend to mirror this narrative, prioritizing behavioral training, wellness initiatives, mindfulness sessions, and campaigns promoting work–life balance. Although these initiatives may offer limited benefits, evidence suggests they fail to address the root of the issue. The World Health Organization defines burnout as a response to chronic workplace stress that isn’t managed successfully — not as a lack of individual resilience1. Recent global surveys reflect this reality: These numbers aren’t anecdotes. They’re systemic patterns. If burnout were about character, only a handful of people would suffer it. Instead, most people do, across industries, age groups, and cultures. When a phenomenon reaches this scale, individual explanations lose credibility. In any other management context, patterns this consistent would be interpreted as a systemic failure — not as a widespread deficit in personal resilience. Burnout as Feedback From the System Systems deliver exactly the outcomes they are designed to produce. When work consistently demands effort beyond sustainable limits, the impact rarely appears as a one-off incident. Instead, it accumulates over time as chronic exhaustion. This perspective is not new. Long before burnout became a mainstream corporate concern, the Toyota Production System (TPS) already treated overload as a clear signal of poor work design. Contrary to the oversimplified notion of lean thinking as “doing more with less,” TPS has always emphasized stability and sustainability. Its underlying philosophy assumes that work must be designed around human capabilities, minimizing unnecessary physical, mental, and cognitive strain. Within this framework, one concept is particularly relevant: Muri. Muri refers to unreasonable or excessive overload placed on people. It is not limited to physical effort. In administrative, service, or knowledge-based work, Muri most often manifests as cognitive overload: constant decision-making, frequent shifts in priorities, unclear standards, and an ongoing need to adapt on the fly. In practice, Muri becomes visible when: These are not signs of high performance. They are indicators that people are compensating for structural weaknesses. When Muri becomes normalized, organizations begin to rely on “key individuals” to absorb instability. Over time, the cost emerges in the form of exhaustion, declining quality, rework — and eventually, burnout. Seen through this lens, burnout stops being an isolated psychological issue and becomes delayed feedback from a poorly designed system. What This Means for Leaders and Organizations At Toyota, overload was never framed as an individual attitude problem. The principle of respect for people has always gone hand in hand with the responsibility to design work systems that are predictable, stable, and sustainable. For leaders and management professionals, this requires a shift in focus. Before investing exclusively in initiatives aimed at increasing resilience or engagement, it is worth questioning the very design of work itself. A few diagnostic questions can help surface the issue: These questions move the conversation away from individual behavior and toward organizational accountability. This perspective on Burnout is essential for anyone leading a journey of Organization Transformation. Perhaps meaningful progress in addressing burnout will not come from asking people to become more resilient — but from designing systems that do not depend on human exhaustion to function. 1 https://www.forbes.com/sites/jasonwalker/2025/10/23/the-resilience-paradox-how-its-fueling-workplace-burnout/ 2 https://www.thetimes.com/business/companies-markets/article/85-percent-workforce-burnout-mental-health-reed-pvcqwt3l3 3 https://www.theguardian.com/lifeandstyle/2026/feb/15/75-of-people-suffer-from-burnout-what-you-need-to-know Disclaimer: Originally published in Portuguese by HSM Management (Brazil) Infograms:
Seamless Coordination on a Global Scale
Unveiling the Process Efficiency Secrets of WYD Lisbon 2023 Today marks the one-year anniversary of World Youth Day (WYD) 2023, a remarkable event that brought together 1.5 million young people from over 190 countries to Lisbon, Portugal. Over the span of six days, from August 1 to August 6, the city became a beacon of global unity and logistical excellence. Reflecting on this accomplishment, I find it crucial to highlight the processes and strategies that ensured such a successful event. These insights can serve as valuable lessons for business owners aiming to enhance their own process efficiency and client experiences. Success Factors of World Youth Day 2023 1. Detailed Planning and Preparation The scale of WYD 2023 required meticulous planning and long-term strategy. Organizers began preparations years in advance, allowing for thorough consideration of every logistical aspect. This involved securing accommodations and transport, arranging for cultural events, and ensuring medical readiness. In addition, risk mitigation plans were put in place to address challenges like high temperatures, which reached 35°C (95°F) during the event. 2. Coordinated Volunteer Effort With around 25,000 volunteers from 150 different countries, WYD demonstrated the importance of a well-coordinated volunteer force. Volunteers played a crucial role in guiding attendees, managing events, and providing essential services. This diverse group exemplified the power of teamwork and effective communication. 3. Optimized Accommodation and Transportation Logistics Handling accommodation for 1.5 million attendees involved collaboration with schools, churches, and host families. Public transport systems were maximized, and special shuttles facilitated smooth transit across the city. This efficient use of existing infrastructure minimized disruption and ensured a positive experience for both attendees and local residents. 4. Robust Security and Medical Support Security personnel and healthcare professionals ensured the safety and well-being of participants, with numerous medical stations strategically placed throughout the event. This proactive approach prevented potential issues and maintained a secure environment, with over 1,000 security personnel and 2,000 healthcare professionals on standby. 5. Comprehensive Communication Strategy WYD 2023 leveraged social media and live broadcasting to keep millions informed and engaged worldwide. A strong communication strategy ensured that participants were always aware of schedules, changes, and key messages, with millions of interactions across various platforms. 6. Cultural Inclusivity and Engagement The event featured numerous cultural events and catechesis sessions in multiple languages, embracing diversity and fostering inclusivity. This approach ensured that all participants felt welcomed and engaged, regardless of their background. “Success is where preparation and opportunity meet” Bobby Unser Business Insights: Parallels to Business Challenges and Tips 1. Advanced Planning and Firefighting Challenge: Businesses often face constant firefighting due to poor planning and a lack of detail. This leads to reactive problem-solving and inefficiencies. Insight from WYD: The success of WYD 2023 highlights the importance of detailed planning to prevent constant firefighting. Without attention to detail, businesses often find themselves repeatedly addressing crises rather than preventing them. Tip: Embrace meticulous planning and advance preparation. Break down projects into smaller tasks, identify potential bottlenecks, and allocate resources efficiently. Use tools like value stream mapping to spot waste and streamline operations. 2. Breaking Down Silos Challenge: A silo-driven culture hinders collaboration and effective service delivery. Businesses often resort to team-building events without addressing underlying process issues. Insight from WYD: WYD 2023 showcases that designing processes from a client perspective and fostering outstanding coordination among different teams and departments can lead to exceptional outcomes. Tip: Design processes that prioritize client needs and encourage cross-functional collaboration. Empower teams to identify and solve problems, fostering a culture of continuous improvement. Use cross-departmental communication and collaboration tools to ensure alignment. 3. Resource Allocation and Overload Challenge: Throwing too many resources at a problem without clear roles and responsibilities can lead to inefficiencies and wasted effort. Insight from WYD: Despite the increased demand for services at WYD 2023, coordination ensured minimal disruption. This event demonstrates the value of clearly defined roles and responsibilities. Tip: Optimize resource allocation by defining clear roles and responsibilities. Leverage partnerships and existing infrastructure to meet client needs without overextending your resources. Train your team to be adaptable and responsive to changing demands. 4. Proactive Risk Mitigation Challenge: Businesses often implement risk mitigation after issues arise, leading to unnecessary disruptions. Insight from WYD: WYD 2023 exemplifies meticulous risk planning, where high temperatures were anticipated and mitigated through collaboration with local healthcare facilities and citizens. Tip: Develop proactive risk management strategies by identifying potential challenges in advance. Create contingency plans and ensure your team is prepared to handle unexpected situations calmly and efficiently. Conduct regular risk assessments to stay ahead of potential issues. 5. Comprehensive Communication Strategy Challenge: Ineffective communication can lead to misunderstandings, client dissatisfaction, and missed opportunities. Insight from WYD: WYD 2023 leveraged social media and live broadcasting to keep millions informed and engaged worldwide. A strong communication strategy ensured that participants were always aware of schedules, changes, and key messages. Tip: Develop a robust communication strategy that engages clients effectively. Use social media platforms to reach your audience, provide timely updates, and maintain transparency. Foster open communication channels within your team to ensure alignment and collaboration. 6. Cultural Inclusivity and Engagement Challenge: Failing to embrace cultural diversity and inclusivity can limit your business’s reach and appeal. Insight from WYD: The event featured numerous cultural events and catechesis sessions in multiple languages, embracing diversity and fostering inclusivity. This approach ensured that all participants felt welcomed and engaged. Tip: Embrace cultural diversity and inclusivity in your business practices. Cater to diverse audiences by offering services in multiple languages and respecting cultural differences. Foster an inclusive environment that values diverse perspectives. 7. Respect for the PDCA Cycle Challenge: Businesses often neglect proper planning and assessment in the PDCA (Plan-Do-Check-Act) cycle, leading to suboptimal execution and evaluation. Insight from WYD: WYD’s success hinged on thorough planning (P) with detailed risk assessments, execution (D) with clearly defined roles, and ongoing monitoring © using real-time data and feedback. Tip: Respect each phase of the PDCA cycle. Plan thoroughly with detailed risk assessments, execute with clearly defined roles, and monitor using real-time data and feedback.
The Secrets Behind A Flawless Process
For a startup, typically processes are not the main focus to start with so risks can be around the corner. Tips on getting extra set of eyes to help you with accredited and robust processes.