Momentum Points and Breaking Through Constraints | Momentum Series Part 1

To maintain success in our rapidly evolving business environment we must build and maintain momentum - a force that consistently accelerates our improvement initiatives.  Much like in physics, business momentum requires initial energy to overcome inertia, builds force as it progresses and carries organisations through obstacles that would otherwise stop them in their tracks.

The most powerful momentum often emerges when new technologies, knowledge or market shifts create the conditions for a fundamental change in perspective.  In this first instalment of my four-part series, I will explore how these catalysts enable "momentum points”, i.e. pivotal moments when teams collectively recognise that constraints they have long accepted as fixed are actually flexible.  It is this recognition, more than the enabling technology itself, that creates transformative acceleration.

Through real-world examples and practical frameworks, you'll discover how to identify these perspective-shifting opportunities in your own organisation and take the first steps toward a continual path of accelerated improvements.

Understanding Momentum in Business

True momentum in business often emerges at pivotal moments when we recognise that long-accepted constraints are actually flexible. Consider how Microsoft transformed itself by embracing cloud computing and how that has accelerated their product offerings.  For decades, Microsoft had dominated the software industry with a model built around packaged products, licensing and on-premise installations.  Their business was structured around multi-year release cycles, enterprise sales models and protecting their Windows and Office franchises.

When Satya Nadella took the helm of Microsoft in 2014, he recognised that these were not immutable constraints but strategic choices.  The pivot to "cloud-first, mobile-first" wasn't just a technology shift, it was a fundamental reimagining of how software could be delivered, how customers could experience products and how the company itself could operate. By questioning the constraints of traditional software delivery, Microsoft transformed from a declining tech giant to a trillion-dollar cloud powerhouse with renewed relevance and growth.

Netflix provides another powerful example of momentum through constraint-breaking. What began as a DVD-by-mail service competing with physical video stores (remember them?) underwent a radical transformation when the company recognised that physical media distribution itself was an unnecessary constraint.  By reimagining entertainment delivery through streaming, Netflix eliminated the limitations of physical inventory, late fees and geographical distribution centres.

But Netflix's momentum didn't stop with the shift to streaming.  The company embraced an even more ambitious vision captured in their early mission statement: "To entertain the world."  This recognition that content production constraints were also flexible led them to challenge the traditional studio system by creating their own original programming. By questioning both distribution and content creation constraints, Netflix transformed from a movie rental business to a global entertainment powerhouse.  Today, with an audience of over 700 million individuals, Netflix has redefined what is possible in entertainment because they repeatedly identified and transcended industry constraints that competitors accepted as fixed. To quote Theodore A. Sarandos, Co-CEO President & Director in the recent earnings call, “.. we're working hard every day to build the most loved and valued entertainment company for all of our stakeholders”.

In each case, these organisations didn't just adopt new technology; they experienced a fundamental shift in perspective about what was possible.  This recognition, what I call a "momentum point", created acceleration that wouldn't have been achievable under previous assumptions.

Recognising Momentum Points: The Shift in Perspective

Momentum points aren't simply technological advancements, they are moments of collective recognition that fundamentally alter how we approach our work.  They occur when teams accept constraints they have accepted as fixed are in fact flexible.

Finding the Momentum Point: A Personal Experience

Looking back at one of my own momentum points, it wasn't the technology itself that marked the turning point, it was the moment of recognising new possibilities opening up that fundamentally altered how we approached our work.

For years, we had operated within a set of constraints we assumed were immutable. Growth meant proportional scaling of infrastructure, teams and complexity.  Every significant initiative required lengthy procurement cycles, physical installations and the addition of specialised staff.  These weren't just practical limitations; they had become part of our mental model of what was possible.

Cloud technology entered our awareness gradually, but the true momentum point came with one realisation: "We don't have to do things this way anymore."  This wasn't simply about adopting new tools, it was about recognising that the constraints we had accepted as fixed were actually flexible.  We could provision resources in minutes instead of months.  We could experiment without massive upfront investments.  We could scale impact without linearly scaling our team.

This shift in perspective, this momentum point, changed everything that followed.  The cloud technology itself was crucial, but it was our collective recognition of what it made possible that truly created momentum. The technology was the catalyst, but the mindset shift was the transformation.  Once we crossed that threshold of recognition, acceleration became possible in ways we couldn't have imagined.

Three Steps to Recognise Your Momentum Points

To identify potential momentum points in your own organisation, follow these three practical steps:

1. Question Assumed Constraints: Regularly challenge your team to identify processes, systems or beliefs that everyone accepts as "just the way things are."  Ask: "If we were solving these problems from scratch today, would we do it this way?"  Look especially at constraints that might have been necessary in the past but could be reconsidered in light of new capabilities.

2. Look for Friction Points: Identify where your team spends disproportionate time, experiences consistent frustration or requires specialised knowledge. These friction points often hide momentum opportunities.  Pay attention to areas where people say, "We have to do it this way because...", these justifications may point to outdated constraints.

3. Connect Enablers to Outcomes: Identify new technologies, methodologies or knowledge that might serve as catalysts for change.  Rather than focusing on these enablers for their own sake, map them directly to your highest-value business outcomes.  The intersection reveals potential momentum points where a change in perspective could transform what's possible.

   
   

Taking Your First Step on Your Acceleration Journey

Recognising momentum points is the critical first step in transforming your business. The most powerful business transformations often follow a consistent pattern: new technologies or knowledge emerge as catalysts but it's the resulting shift in perspective, recognising that long-accepted constraints are actually flexible, that creates true momentum.

This mindset shift is the essence of innovation leadership.  Rather than simply adopting new technologies, transformative leaders help their teams see how these enablers can fundamentally change what's possible.  They create conditions for collective "aha moments" where constraints that seemed fixed suddenly appear flexible.

Ask yourself: What new capabilities or knowledge could serve as catalysts in your industry?  What constraints has your organisation accepted as fixed that might actually be flexible in light of these catalysts?  Which processes or systems, if reimagined, could unlock new possibilities for growth and innovation?  These questions may reveal your next momentum point, the perspective shift that changes everything that follows.

In my next instalment, I will explore the common blockers that prevent organisations from capitalising on momentum opportunities and provide practical approaches to overcome them.  I will examine how to identify what is really holding you back and how to build a systematic approach to creating initial momentum, even in the face of significant obstacles.

Until then, start by gathering your team for a constraint-questioning conversation.  Look specifically at emerging technologies or methodologies in your industry and ask what assumptions they might challenge.  You might be surprised at how many "immovable objects" in your business are simply waiting for someone to ask: "Does this really need to be this way?"