About
Organizations do not fail in a single moment. They fail through a thousand small concessions.
Every organization runs two systems: the one it declares and the one it actually operates. The space between them is drift, and it is how companies lose themselves without ever deciding to. A standard quietly lowered. A conversation avoided. A value honored in the memo but not in the room. Drift is not a crisis. It is a condition, and it almost always goes undetected until the damage is done.
In DRIFT, Greg Wood draws on two decades of building, scaling, and rescuing organizations across law, finance, and technology to map the eleven forces that determine whether an institution grows stronger or quietly decays. The result is a complete operating system for organizational culture: a framework for leadership, accountability, and decision-making that is testable, falsifiable, and built for people who actually run things.
This is not a book of values posters. Each of the eleven forces makes a prediction you can check against your own organization, and the book shows you how.
Readers will learn why company culture without a playbook is a wish, why silence is a debt that compounds, why shared accountability is no accountability, how excellence and decay both compound, and how to detect failure early instead of paying for it late. A self-scoring diagnostic opens and closes the book, and a full toolkit of operating principles, meeting designs, and implementation guides makes the system usable whether you are a founder scaling a startup, an executive leading organizational change, or a manager running the system from the middle.
And the book is written from inside the failure it describes. At its center is the unsparing ledger of Garrisond, the security company Wood built in Nigeria and lost by violating forces he had already mapped, accounted for line by line. The frameworks in this book were not developed from case studies alone. They were paid for.
Trained as a derivatives attorney at Linklaters, Wood directed regulatory programs at one of the world's largest hedge funds, founded a consultancy that grew to eight figures in revenue across four continents, and now runs a humanoid robotics company where the operating system described in this book runs live.
Eleven forces. One operating system. The discipline to build what lasts.
For readers of high-performance team books, organizational behavior, psychological safety, and business management who want something they can install on Monday morning.
Every organization runs two systems: the one it declares and the one it actually operates. The space between them is drift, and it is how companies lose themselves without ever deciding to. A standard quietly lowered. A conversation avoided. A value honored in the memo but not in the room. Drift is not a crisis. It is a condition, and it almost always goes undetected until the damage is done.
In DRIFT, Greg Wood draws on two decades of building, scaling, and rescuing organizations across law, finance, and technology to map the eleven forces that determine whether an institution grows stronger or quietly decays. The result is a complete operating system for organizational culture: a framework for leadership, accountability, and decision-making that is testable, falsifiable, and built for people who actually run things.
This is not a book of values posters. Each of the eleven forces makes a prediction you can check against your own organization, and the book shows you how.
Readers will learn why company culture without a playbook is a wish, why silence is a debt that compounds, why shared accountability is no accountability, how excellence and decay both compound, and how to detect failure early instead of paying for it late. A self-scoring diagnostic opens and closes the book, and a full toolkit of operating principles, meeting designs, and implementation guides makes the system usable whether you are a founder scaling a startup, an executive leading organizational change, or a manager running the system from the middle.
And the book is written from inside the failure it describes. At its center is the unsparing ledger of Garrisond, the security company Wood built in Nigeria and lost by violating forces he had already mapped, accounted for line by line. The frameworks in this book were not developed from case studies alone. They were paid for.
Trained as a derivatives attorney at Linklaters, Wood directed regulatory programs at one of the world's largest hedge funds, founded a consultancy that grew to eight figures in revenue across four continents, and now runs a humanoid robotics company where the operating system described in this book runs live.
Eleven forces. One operating system. The discipline to build what lasts.
For readers of high-performance team books, organizational behavior, psychological safety, and business management who want something they can install on Monday morning.