How do you ensure balance in your growth without sticking too rigidly to your course?

Steadiness is an important feature of strong organizations. It brings focus, provides direction and ensures consistency. But there is a downside: if you stick to your plans too rigidly, you can become blind to new signals. Then keeping a course can suddenly become dangerous.

History shows how this can go wrong. And remarkably, the same pattern appears in very different contexts, from the best-known ocean liner in 1912 to the best-known nuclear plant in 1986 and the best-known AI company in 2023.

Titanic: prestige over safety

The Titanic was launched as the masterpiece of maritime engineering. Unsinkable, that's what it sounded like. But the actual course was not in the hands of the captain, but by J. Bruce Ismay, director of the White Star Line.

Ismay had no nautical experience, but he had one ambition: to impress. To the press, to competitors, to the world. Despite warnings about icebergs, the speed was increased to break records.

We all know the result.

Chernobyl: deadlines over common sense

In 1986, technicians in Chernobyl warned that a planned safety test was risky. The signals were clear, but the pressure from above was greater. The test had to be completed on time, no matter what.

The operator knew there was imminent danger, but stopping was not an option. The consequences were disastrous and felt worldwide.

OpenAI: Innovation without a brake

Even today, blind ambition can still be very risky. OpenAI grew rapidly and brought artificial intelligence into the living room. The company started with a noble goal: to develop AI for the good of humanity.

But there was considerable internal tension in 2023. Part of the board warned that the speed was too high and that the risks were not sufficiently taken into account. CEO Sam Altman was even temporarily put aside. Not because of failure, but because there was no more room for nuance, ethics and reflection.

The key question was the same as with Titanic and Chernobyl: how much speed is responsible?

The red thread

Whether it's shipping, nuclear energy or AI development, things always go wrong when leaders stick to their course while circumstances call for adjustments.

Real leaders dare to listen, hesitate, and slow down when necessary. Not to temper their ambition, but to make sure they actually reach the finish line.

How do you find that balance?

In the application of the OGSM model we prefer to use a way that helps to combine course and flexibility. The model makes it clear where you want to go, where setting a fixed cadence and meeting cycles means you're working on a culture where it can be discussed when it's time to make adjustments. This prevents you from heading full speed to a problem that you could have avoided.

Do you want to know how OGSM helps your organization balance ambition and a sense of reality? We would be happy to tell you about it in a personal introductory meeting.

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