๐๐ง๐ง๐จ๐ฏ๐๐ญ๐ข๐จ๐ง ๐ ๐จ๐ฏ๐๐ซ๐ง๐๐ง๐๐ often looks solid on paper.
โ Clear structures.
โ Regular updates.
โ Visible support from senior leadership.
And yet ownership is still missing.
โ Not because nobody cares.
= But because responsibility is spread so evenly that ๐ง๐จ ๐จ๐ง๐ ๐๐๐ง ๐ญ๐ซ๐ฎ๐ฅ๐ฒ ๐๐๐๐ข๐๐.
Dashboards and committees create reassurance.
They rarely create accountability.
๐๐๐๐ฅ ๐จ๐ฐ๐ง๐๐ซ๐ฌ๐ก๐ข๐ฉ ๐จ๐ง๐ฅ๐ฒ ๐๐ฑ๐ข๐ฌ๐ญ๐ฌ ๐ฐ๐ก๐๐ง:
โ someone can stop the project
โ someone can protect it from the core business
โ and someoneโs credibility is on the line either way
That threshold is uncomfortable.
Which is why itโs often avoided.
This is where ๐ต๐
๐ด๐ผ๐ ๐ถ๐๐๐๐ธ๐ถ๐ ๐๐๐๐๐ข๐ enters the picture.
Not to replace internal ownership.
But to ๐ฌ๐ฎ๐ซ๐๐๐๐ ๐ฐ๐ก๐๐ซ๐ ๐จ๐ฐ๐ง๐๐ซ๐ฌ๐ก๐ข๐ฉ ๐ข๐ฌ ๐ฌ๐ฒ๐ฆ๐๐จ๐ฅ๐ข๐ ๐๐ง๐ ๐ก๐๐ฅ๐ฉ ๐ญ๐ฎ๐ซ๐ง ๐ข๐ญ ๐ข๐ง๐ญ๐จ ๐ฌ๐จ๐ฆ๐๐ญ๐ก๐ข๐ง๐ ๐ซ๐๐๐ฅ.
Sometimes that means carrying execution risk.
Sometimes it means forcing a hard stop.
Both are signs of maturity.
๐น ๐ต๐๐๐๐ข๐ ๐ ๐๐๐๐๐ฃ๐๐ก๐๐๐ ๐๐๐๐ ๐โ๐ก ๐๐๐๐ ๐๐๐๐ ๐๐๐๐๐๐ ๐ . ๐ผ๐ก ๐๐๐๐๐ ๐๐๐ค๐๐ ๐๐๐๐ข๐ ๐๐๐๐ .