There is a peculiar comfort in motion. A crowded calendar suggests importance. A WhatsApp group alive at midnight feels like commitment. A management retreat, a new task force, and a glossy dashboard create the reassuring impression that an organisation is advancing. Yet movement and progress are not synonyms. Sometimes the machinery turns while the business stands still.
This distinction matters urgently in corporate Nigeria. Leaders operate amid inflation, foreign exchange volatility, unreliable infrastructure, high energy costs, regulatory uncertainty, and weakening consumer purchasing power. Such pressure naturally demands action. But it can also trigger a dangerous reflex: do something, so the organisation appears responsive. Activity then becomes theatre, and urgency becomes an alibi for avoiding the harder work of choosing correctly.
The evidence is often hiding in plain sight. Customers complain about delayed deliveries. Management commissions a root cause analysis, forms a committee, creates a dashboard, and schedules weekly reviews. Three
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