Operations don't fail because of people. They fail when nothing is controlling the work.

Cost moves and nobody can point to why. One site runs clean. Another doesn't. The gap gets treated like a personality problem instead of a structural one - so the fix is always another talented-but-tired manager, never a system.

Operations hold when the work is controlled: who owns what, by when, measured the same way at every site. Not heroics. Structure that survives the day someone quits and takes the playbook in their head.

That's what I spent fourteen sites learning the hard way, and it's what I write about here.