I’ve known organizations that consistently struggled with project delivery. One in particular had spectacular turnover. Roughly half of the PMO and development staff turned over every 18 months. Every 18 months. And this had been happening for years.

The running joke was that your onboarding package came with an empty cardboard box.

New hires inherited budget and schedule overruns, incomplete products, and shell-shocked teams who stopped learning names.

The revolving door eventually spun fast enough to power the building.

What made it fascinating was that the company was doing well financially. Profitable enough that the chaos was never quite painful enough to fix.

Leadership was capable. They just treated the root cause conversation like a timeshare presentation.

Turns out a healthy balance sheet is excellent anesthesia.

It’s almost admirable how capable executives can watch an engine burn, agree the smoke brings out the color of the walls, while the revolving door keeps the flame going.