Clear is not always comfortable.

Managers who had liked informal approvals had to write things down.

Vendors who had lived on personality had to produce work.

A few people left and called the new rules rigid.

I wished them well and did not chase them.

A company recovering from hidden movement needs rigidity in the places that were too soft.

I spent one Saturday in the archive with a junior analyst, pulling old board minutes from my mother’s era.

I wanted to see how she had handled a procurement scandal in the company’s fourteenth year.