Every initiative has real constraints. Some work genuinely can't begin until something else happens first. But teams routinely treat optional sequencing like a hard requirement, and the cost isn't just the delay. It's everything that could have been happening while everyone was waiting.

Every time a sportscaster said "they've got momentum now," I cringed a little. It felt like a storytelling device to explain a scoring run that wasn't real analysis.

But I've changed my mind.

Research I've recently come across actually proves out why momentum is real.

In 1775, British Empire was the mightiest force on earth.

Its navy ruled the seas. Its army was professional, disciplined, and well-equipped. Across the Atlantic stood a loose collection of farmers and merchants. No standing army. Little money. Fewer weapons.

From London’s perspective, the outcome seemed inevitable.

Yet six years later, Britain surrendered at Yorktown.

In 2007, Nokia controlled more than 40 percent of the global mobile phone market. Their devices were everywhere. They were profitable, admired, and dominant.

But just six years later, Nokia sold its entire phone business to Microsoft for a fraction of its former value.

What makes Nokia’s collapse so painful is this: they saw the future coming.

Inside organizations, we get excited about clever concepts and breakthrough plans. But even brilliant strategy—without full commitment—can fall flat. A great idea, half-executed, just looks dumb. Or worse, confusing.

Strategy isn’t self-fulfilling. It needs people to bring it to life with clarity, precision, and energy. Everyone playing their part. Everyone on tempo. Everyone believing it’s worth doing right.