As companies grow, it’s natural to look for control. Things start to move faster. Decisions get more distributed.

And suddenly, leaders start asking: “How do we make sure people don’t mess this up?”

That question usually leads to one thing: overbuilt systems.

Extra layers. Tighter permissions. Approval chains that go nowhere. All created to prevent edge cases that might happen — or once did.

But the truth is: Most overengineering isn’t about improving process. It’s about avoiding a leadership moment.

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