A good consultant runs red lights (metaphorically speaking). Not recklessly, but decisively. We don’t sit at the intersection waiting for someone else to wave us through. We look left, look right, and move forward. If there’s a long line of cars waiting to turn left, we’ll take a right, make a U-turn, and head in the direction we need to go. Knowing when to keep moving rather than wait can be the difference between a project that stalls and one that succeeds.
The key is discernment: not every red light should be flown through. Some are guardrails that protect against costly mistakes. But others are just the result of hesitation. Knowing the difference is what enables us to deliver results with speed and clarity.
The roadblocks organizations face obviously aren’t traffic lights, but they feel just as stalling. Here are some of the most common and why they should be dodged:
Every organization has governance processes to protect against risk. But when approvals stretch weeks and involve unnecessary layers, the process itself becomes a risk. The longer a project idles, the more momentum is lost.
Our goal is to add value by streamlining decision-making. Get the right voices at the table and eliminate unnecessary stops that don’t contribute to the desired outcome. This might mean shortening approval cycles, clarifying roles, or shifting decisions closer to the people who will execute them.
More information does not always lead to better decisions. Projects often stall under the weight of endless data requests, scenario planning, and risk modeling. The pursuit of perfect knowledge often leads to inaction. By the time every scenario is modeled, the context may have shifted, and the “perfect” answer is outdated.
Progress generates data, but analysis only generates theory. The discipline lies in deciding when there’s enough information to act without tipping into recklessness. Know when there is enough clarity to move forward.
Many corporate cultures operate on a “permission first” basis. But when every step requires explicit approval, opportunities are lost to hierarchy. The key is to work within hierarchy but not stay beholden to it. In doing so, the culture shifts as teams realize that forward motion is not only possible without constant approval, but often preferable. This is the “ask forgiveness, not permission” principle applied with judgment and purpose. This is not about recklessness—it is about breaking the inertia that holds organizations back, while being prepared to own the consequences.
Big, polished methodologies are a hallmark of consulting. They can look impressive, but they often add complexity instead of clarity. The problem is not with frameworks themselves but with treating them as universal solutions. The allure of a prepackaged answer is strong, especially under time pressure. But organizations rarely benefit from recycled solutions that don’t fit their environment.
The stronger approach is fit-for-purpose: tailoring methodology to the scale, maturity, and culture of each organization. True scalability comes from solutions designed to grow and evolve with the business. We believe in balancing speed with thoughtfulness (i.e. acting quickly without defaulting to the same old answers).
Running red lights is not about ignoring risks or dismantling structure. It is about discerning when the greatest risk lies in standing still. Organizations don’t hire consultants to idle at intersections. They hire them to find momentum when the path forward is blocked. Great value lies in keeping the project moving toward clarity, tangible outcomes, and ultimately success.
At Trenegy, we know how to navigate the red lights and help organizations gain momentum with speed and clarity. If your organization is facing any of these challenges, email info@trenegy.com to chat more.
Trenegy is a non-traditional consulting firm based in Houston, Texas.