The Dashboard Green Light vs. Reality

I’m staring at a Zoom window where a Project Manager is explaining the ‘synergistic benefits’ of our new Enterprise Resource Planning suite, while my kitchen smoke detector begins its rhythmic, high-pitched chirping. It’s a perfect metaphor for the last 13 months of this rollout: everything is on fire, but the dashboard says we are operating in the green. I’ve spent the last 233 minutes of my life in meetings about ‘frictionless workflows,’ yet I know for a fact that the moment this call ends, 83 percent of the staff will go back to the same ragged, localized spreadsheets they’ve used since 2003.

I’m Eli B., and for the last decade, I’ve served as a meteorologist for a major cruise line. My job is to tell captains when to steer $500,000,003 worth of vessel away from a hurricane. You’d think in a high-stakes environment like that, data would be king. But I’ve watched seasoned captains look at a state-of-the-art Doppler overlay, nod politely, and then step out onto the bridge wing to look at the color of the horizon. They don’t trust the system because the system doesn’t understand the salt in the air. This is the exact same reason your company’s digital transformation just crashed into the rocks. You’re trying to automate the weather without talking to the people who actually have to sail the ship.

Automating Chaos

Leaders love the idea of ‘paving over.’ They see a messy, manual process-people calling each other, scribbling notes on Post-its, using 13 different versions of a Word doc-and they think, ‘If we just put this into a structured database, the mess goes away.’ But the mess isn’t the problem. The mess is the process. The mess is how people actually handle the 43 exceptions that happen every day that the software developers didn’t account for. When you automate a dysfunctional process, you don’t get a functional one; you just get a dysfunctional process that happens at the speed of light. You’ve successfully automated chaos.

I’ve seen this play out in the meteorological world too. We get these hyper-accurate models that predict rainfall down to the square meter. But if the model doesn’t account for the fact that the drainage pipes on the pier are clogged with 13 years of debris, the data is useless. The ‘transformation’ failed because it looked at the sky and ignored the ground. In your office, the ‘clogged pipes’ are the unwritten rules of how things get done. The software assumes a vacuum, but the office is a jungle.

Buying New Clothes, Not Changing State

We focus so much on the ‘digital’ part of digital transformation that we forget the ‘transformation’ part. Transformation implies a change in state, like water turning to steam. But most companies aren’t changing their state; they’re just buying new clothes. They want the prestige of being a ‘tech-forward’ organization without the discomfort of actually listening to the people who find the current tech unusable.

This reminds me of why community-driven platforms often succeed where top-down corporate ones fail. In a community, the users are the architects. There is no $3,000,003 contract forcing them to use a broken interface. For instance, when you look at the way trust happens in decentralized spaces, like the way users interact with a resource like ggongnara, the value isn’t in the code itself, but in the collective validation of the people using it. We try to force trust through a login screen instead of building a dashboard that is actually trustworthy.

The Cost of Denial: Sailing with Ghosts

The cost of this denial is the ‘shadow IT’ that emerges. Every time a manager creates a private Trello board because the corporate task manager is too slow, or every time a team uses a WhatsApp group because the official communication app is a bloated nightmare, your transformation is dying. You are paying for a ghost. You’ve created a digital facade.

I’ve made my own share of mistakes. I once showed a navigator an augmented reality weather tool. He looked at me with pity. He said, ‘Eli, I have two minutes to make a decision when the fog rolls in. I don’t want to put on a headset. I want a big red number on a screen.’ Corporate leaders buy software that solves the problems they *think* they have (lack of visibility), instead of the problems the workers *actually* have (too many meetings, redundant data entry).

If you want a digital transformation to actually stick, you have to be willing to kill your darlings. You have to stop asking ‘How do we get people to adopt this?’ and start asking ‘Why are people running away from this?’ Usually, the answer is found in the spreadsheets. The spreadsheet is the map of the gaps. Every formula Sarah in accounting wrote is a feature your expensive software forgot to include.

The Choice: Binoculars or Blindfolds?

As I sit here, the smoke is clearing. The Project Manager is satisfied with his PowerPoint. I look at my second monitor, where the computer says it’s a clear day, but I see the clouds bunching up from my window. Digital tools are supposed to be binoculars, not blindfolds.

If your company is currently blinded by its own ‘transformative’ light, perhaps it’s time to turn the power off and ask the people in the engine room what they need to keep the ship moving. Do we actually need more software, or do we just need to stop pretending that the software is the work?

If you can’t answer that, you’re just sailing into the eye of the storm with a broken compass and a very expensive receipt.