"The only reason I can do what I do is because 100 other people do what they do — up and down and across the org chart." — Lincoln Bleveans

Your company just spent $400K on a new platform. Six months later, your team is working around it the same way they always did.

Lincoln Bleveans has watched this movie hundreds of times across nearly 30 years in global energy leadership — and now at Stanford, where he runs mission-critical operations at one of the world's most complex research institutions. The software isn't the problem. It never was. The problem is that you treated change management as the cherry on top instead of the foundation underneath.

Lincoln's argument is blunt: technology is complicated. Human beings are complex. Complicated problems have solutions. Complex ones require something different — appli ...