It’s easy for a CEO or an executive team to feel overwhelmed with business challenges. As technology, globalization and other major forces accelerate and compound, organizations face increasingly high-stakes issues that seem nearly impossible to solve as quickly as they arise.

You don’t get to set the pace of the challenges you face. You can’t predict when or where they’ll hit hardest. If you can’t solve them at a reasonable pace and at scale, your customers, stakeholders and shareholders may leave you for those who can. Blistering pace is the new market standard, and as a leader, your job is to equip organizations to achieve an internal pace that (at least) keeps up.

There’s no switch you can throw to instantly make everyone go faster and work harder, especially if they’re already going flat out. What you can do, though, is change how things are done. You can change how strategy is set, how planning happens and how problems are solved. You can change how decisions are made. And you can change how people are engaged. By changing your approach, you can compress the time it takes to reset the course for the company.

The answer is in engineering short, powerful bursts of progress: Intentional power leaps fueled by your people equipped with a fast-paced vehicle for extracting their collective best.

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