If you implement this, share your experience. The challenges. Where it doesn't fit. How you reshaped it. This improves through honest dialogue about what works in messy post-sales reality. feedback@executiondebt.com Let's build something that serves the work. 9/end

I'm releasing this under Creative Commons because watching well-intentioned teams talk past each other while customers slip away has worn me down. We've collectively solved these problems repeatedly. We keep forgetting. executiondebt.com Free. 18 pages. Make it yours. /8

What I've learned is that execution problems are people problems. Not because people fail, but because systems fail people. Without shared vocabulary, even the most committed teams construct divergent narratives from the same customer journey. This framework replaces friction with clarity. /7

Type 2 follows six patterns: A1 (Training), A2 (Configuration), A3 (Champion Turnover), A4 (Change Management), A5 (Usage), A6 (ROI Storytelling). When Support says "they needed training" and CS says "they stopped engaging," we can ask: "A1 or A5?" Same language. Coordinated response. /6

So I built that language. The Execution Debt™ Framework (ExD) provides shared diagnostic vocabulary. When customers can't achieve objectives, two root causes exist. TYPE 1: Product literally cannot do it. TYPE 2: Product can, but our execution failed. Not "whose fault." What happened. /5

The humbling realization I had was that we weren't failing because people didn't care. We were failing because we lacked language to describe what we were witnessing together. Each team was sincere. Each narrative carried validity. But without shared vocabulary, we couldn't bridge the distance. /4

This creates friction that sometimes escalates to finger-pointing, but more commonly just... prevents coordination. Teams talk past each other. Support escalates to Engineering. CS scrambles to preserve relationships. PS documents implementation gaps. Everyone working hard, but without alignment. /3

What strikes me most is not who was "right", it's how sincerity and good intentions can't guarantee mutual understanding when teams lack shared vocabulary. We each see what our role prepares us to see. The lens we bring shapes the story we tell ourselves about what went wrong. /2

I’d love to hear from fellow IT and cybersecurity professionals: What pivotal shifts have you witnessed in your organizations? How are you adapting to new threats and opportunities? /end

Adapting isn’t just a technical upgrade; it’s a cultural shift. It requires us to challenge old assumptions and continuously learn, experiment, and refine our security practices. 6/7