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We pull an excerpt from Oscar’s book Predictably Broken and ask the question so many biopharma teams avoid: if the work feels broken, why doesn’t anyone fix it. We argue the issue isn’t apathy or ignorance, but the real weight of diagnosing root causes, aligning stakeholders, and sustaining change in a system that normalizes constant firefighting.

We also separate symptoms from root causes, because most teams try to cure the cough while the virus keeps spreading. A handoff problem often looks like a communication gap. A nomenclature problem creates quiet chaos across functions and systems. A behavioral problem shows up when expectations for day-to-day work are fuzzy or unevenly enforced. And almost every cross-functional fix becomes a “side quest,” a real project layered onto an already packed job, which is how operational friction survives long enough to become “normal.”

If you care about biopharma operations, process improvement, change management, and reducing operational risk, this one will hit home. Subscribe, share this with a colleague who lives in firefighting mode, and leave a review with the one friction point you wish your organization would finally fix.

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