In the latest edition of Baaz Magazine, we talk with entrepreneur, speaker, and boardroom sparring partner Peter Ros about exactly that problem. Because according to him, organizations do not lose their ambition during their growth, nor their commitment, but they do lose their direction. What is meant to be space turns into non-commitment. What should be freedom becomes ambiguity. And before you know it, visibility is considered more important than productivity, while teams are mainly busy coordinating, meeting, and reacting.

Ros sees this development reflected in many workplaces. People genuinely want to contribute, take responsibility, and move along with the organization. But as soon as it is no longer clear what the work actually requires, interpretation arises. And once everyone starts reading the work in their own way, the chance of misunderstandings, false harmony, and sluggish decision-making increases. The organization keeps running, but loses something fundamental along the way: coherence.

Clarity in organizations: from noise to direction

According to Ros, the solution does not lie in even more systems, tools, or meeting moments. On the contrary. The reflex to add something on top of everything often exacerbates the problem. More coordination does not automatically lead to more clarity. What is needed is a sharper framework: a clear sense of direction, clear choices, and a common language about what matters and what does not.

The human aspect also plays a significant role. Many organizations intensively monitor progress, KPIs, and output, but according to Ros, pay too little attention to the conversations among themselves. Not about loose tasks, but about expectations, responsibilities, and choices. Only when people see the same work, understand it, and know what they can leave aside does calm arise. Not only in the agenda but also in the mind.

Ros also advocates for more space for what he calls intellectual friction. Good growth does not require false calm, but sharpness. Criticism of ideas must be possible without it being immediately seen as unsafe or negative. That is where progress occurs: in the conversation about what contributes, what distracts, and which choices need to be made now.

Leaders cannot escape this either. Clarity, according to Ros, means making choices. And choosing also means: not doing things anymore, missing opportunities, and accepting that not everything can happen at once. That is uncomfortable, but without that clarity, growth becomes something that happens to you, rather than something you direct.

How do you break through that noise in practice? Why does conflict sometimes provide more grip? And what, according to Peter Ros, is the ultimate litmus test for the purpose of your organization?

In the full article in the latest edition of Baaz Magazine, you can read why clarity, according to Peter Ros, is the real growth accelerator – and how organizations can make room again for work that matters.