Limited enterprise-wide tooling for real-time flow visibility
Difficulty scaling automation across multiple business units
Fragmented systems reduce ability to measure flow end-to-end
Lack of standardized platforms for portfolio-level coordination
Inconsistent tracking of flow metrics across departments
No unified reporting framework for cycle time, throughput, predictability
Limited ability to connect operational data to strategic objectives
Gaps in governance around measuring and sharing value delivery data
Teams excel locally but lack enterprise-wide coordination
Leadership not consistently modeling flow-first behaviors
Uneven adoption of continuous improvement practices across functions
Resistance to shifting from project-based to flow-based ways of working
Portfolio decisions not fully aligned with customer value delivery
Project-based funding structures limit agility and adaptability
Lack of enterprise-wide flow strategy across divisions
Inconsistent reinforcement of flow principles in governance and planning