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We explore why organizations rush toward new tech, convinced that shiny equipment will solve their deepest problems when often the issues are fundamentally about training, judgment, and decision-making.

• The Boeing 737 MAX case study demonstrates how technological "fixes" without proper training led to catastrophic failures
• Most resource decisions are reactive, not strategic, with organizations buying gear instead of investing in people
• Tools are the default solution because they offer tangible ROI, political safety, and avoid accountability for leadership
• Technology enhances execution after a decision has been made but doesn't affect whether the decision itself was appropriate
• Training operates "left of bang" by teaching when to act and how to assess situations, regardless of available tools
• The critical question: "If you removed all your high-speed gear, would your people still make good decisions?"
• The real ROI comes from developing good judgment under pressure, not from acquiring more equipment
• Rather than measuring success by resources spent, focus on measurable outcomes and performance improvements

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