Strategy, operating models, commercial choices and the gap between plans and execution.
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There is a version of leadership that works well in small teams and early-stage environments. That version does not scale. And leaders who try to import it unchanged into large, complex organisations often cause more problems than they solve.
Large organisations consume a certain kind of leader. Not the political ones, not the compliant ones, but the ones who genuinely believe their job is to make things better.
Leadership in a large organisation is one of the most misunderstood things in business. From the outside, it looks like authority. From the inside, it looks like navigating a system that was not designed to make leadership easy.
The most common reason strategies fail is not that they were wrong. It is that the organisation they were designed for does not actually exist.
Strategy only matters when it changes what people do on Monday morning. Everything else is aspiration.
Senior leadership often means making progress without perfect information. The question is not how to eliminate uncertainty but how to lead through it.