I led the world’s first full productized digital solution order for a sand‑mold foundry, stepping in as PMO despite strong internal opposition. Working with HQ and an AI partner, we achieved full visualization and validated 40% defect‑reduction potential.

New executives often fail when they try to change everything at once. This article explains why leaders must first understand the organization, respect what already works, and reform only after grasping the company’s true situation.