A company's all-hands meeting revealed a new 'Company Strategic Model' promising synergy and alignment. The author notes it was a classic case of building a framework for thinking while forgotten to think. The presentation was heavy on corporate buzzwords but light on actual strategy, leaving employees wondering about the real purpose behind the initiative.

This critique extends beyond corporate strategy to software development. The piece argues teams often adopt frameworks like SAFe or new JavaScript tools seeking salvation from messy human problems. Yet these structures can't replace necessary collaboration and compromise. The original Agile Manifesto valued individuals over processes, a principle often lost when organizations crave structure over ambiguity.

The author advocates for discernment. Frameworks work for repetitive 'factory work' but hinder exploration of unknowns. Eliminating unnecessary process can rebuild team morale and efficiency. The core message: embrace some messiness. Stop templating every solution and focus on getting stuff done when creativity and innovation demand it.