In software companies—and many other industries—there is an almost religious obsession with speed. The job descriptions are peppered with demands for "fast-paced" thinkers, "quick turnaround" creators, and "agile" teams. It’s as if speed is the one true metric of competency, adaptability, and success. But those who have worked within these organizations, especially larger ones, know the truth: speed at the individual level is irrelevant when the organization itself moves like molasses.

The paradox is clear. We celebrate the lightning-fast coder, the designer who can turn around wireframes in hours, and the writer who churns out campaigns with lightning precision. Yet months will pass as priorities shift, approvals stall, and stakeholders pivot. This disparity raises an uncomfortable question: If the organization itself cannot move quickly, why the fixation on individual velocity?

Speed as a proxy for responsiveness

The obsession with speed isn’t really about velocity. It’s about responsiveness—how quickly an individual can adjust to the needs of a slow-moving system. Organizations don’t explicitly say, “We want people who can scramble when we change our minds.” Instead, they couch it in terms of speed: “Move fast, break things,” or “Work at startup velocity.” But underneath, the message is clear: Be ready to sprint at any moment, even if the track keeps shifting under your feet.

This conflation of speed with responsiveness creates an untenable situation for employees. No matter how efficient, skilled, or fast they are, their contributions are beholden to the larger organizational machine. The result is a treadmill effect: individuals running faster while the system itself remains stationary.

The cost of spinning wheels

This misalignment between individual speed and organizational pace has real consequences. First, it leads to burnout. When employees are asked to operate at high speeds in an environment where outcomes are delayed by systemic inertia, they expend immense energy with little tangible progress to show for it. Over time, this dissonance erodes morale and engagement.

Second, it obscures the real bottlenecks. By focusing on individual speed, organizations ignore the larger structural issues that slow progress. Decision-making hierarchies, endless approvals, unclear priorities—these are the true culprits behind delays, but they remain unaddressed because the illusion of speed creates a convenient scapegoat: the individual.

Finally, it stifles creativity. Creative processes—whether in design, development, or writing—require time to explore, iterate, and refine. When speed is prioritized at the expense of depth, the work suffers. Employees may produce quickly, but the output often lacks the nuance and quality that come from deliberate thought.

Redefining velocity

So what’s the alternative? Organizations need to rethink their relationship with speed. Instead of treating it as an isolated metric, they should focus on alignment—ensuring that individual efforts are in sync with organizational goals and timelines.

1. Optimize the system, not the individual. The real gains in speed come from reducing organizational friction: streamlining approvals, clarifying priorities, and eliminating redundant processes. When the system moves faster, individual speed becomes a natural byproduct, not a forced effort.

2. Shift the focus to flow. Instead of obsessing over how quickly tasks are completed, measure how smoothly work progresses through the organization. This means looking at handoffs, dependencies, and communication channels to identify where things get stuck.

3. Embrace deliberate pacing. Not everything needs to be fast. Some projects benefit from slower, more thoughtful approaches. Organizations should create space for employees to take the time they need to produce their best work.

4. Be transparent about what "speed" really means. If speed is code for reactivity, say so. Be upfront with employees about the need for flexibility and responsiveness, and design roles and processes that support that expectation without overburdening individuals.

Conclusion: The sanity of slowing down

The fixation on speed is a symptom of deeper organizational insecurities: the fear of irrelevance, the pressure to outperform competitors, the desire for control in an unpredictable world. But the solution isn’t to demand more velocity from individuals—it’s to design systems that move cohesively, purposefully, and efficiently.

If you’re a worker confronted with the demand for speed, ask yourself: What will your speed serve? Will it truly move the organization forward, or will it simply mask the inertia of a slow-moving system? If the answer is the latter, perhaps the sanest thing to do is to slow down and focus on what really matters: meaningful progress, not just motion.