Compounding Leverage

Most organizations overestimate the value of big transformations and underestimate the power of compounding decisions. 

Large transformation programs are visible. They create momentum, urgency, and the sense that something meaningful is happening. But visibility isn’t the same as leverage.

In practice, I’ve seen lasting advantage come from a series of smaller, deliberate decisions—how ownership is defined, how platforms are simplified, how people are included, how teams are aligned, how trade-offs are made consistently over time. None of these decisions feel transformational on their own, but together they reshape how the organization operates.

Big transformations often try to compress years of alignment into a single initiative. Compounding decisions do the opposite—they build alignment gradually, in ways that make the next decision easier and cheaper. 

At an executive level, the question isn’t whether transformation is needed. It’s whether the organization is making decisions today that quietly reinforce the future it’s aiming for—or forcing another transformation to clean up what wasn’t addressed earlier.

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If this perspective is relevant to challenges you’re navigating, I’m open to a conversation.

  Leecox Omollo

  Email: Leecox@lcx.consulting

  Website: https://www.lcx.consulting

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