Move Fast and Fix Things

**Author:** Frances Frei

**Estimated Reading Time:** 45 minutes

**What You'll Learn:**

- Why trust and speed are not opposites but essential partners - How to identify the real problems holding your organization back - A practical five-day framework for accelerating change without breaking trust - How to build inclusion that actually drives performance - Ways to tell change stories that inspire action instead of resistance

**Who This Book Is For:**

Leaders who feel stuck between the pressure to move quickly and the fear of breaking things. Managers inheriting broken teams. Founders scaling faster than their culture can handle. Anyone who has watched a change initiative fail and wondered what went wrong.

Every leader faces the same tension. The market demands speed. Customers expect immediate responses. Competitors launch new products while you are still perfecting your strategy deck. The pressure to move fast is relentless. But moving fast has a reputation problem. The phrase "move fast and break things" became a Silicon Valley mantra, and for a while it seemed to work. Companies shipped products quickly, captured markets, and grew at astonishing rates. Then the bill came due. Broken trust with users. Broken cultures. Broken relationships with regulators, employees, and the public. The things that got broken turned out to matter more than anyone expected. Frances Frei has spent her career studying what happens when organizations try to accelerate. She has worked with Uber during its most turbulent period, helped WeWork navigate leadership chaos, and advised countless other companies struggling to move quickly without destroying themselves in the process. What she discovered challenges the fundamental assumption behind the "move fast and break things" philosophy. The assumption is that speed and care are opposites. That you can either move quickly or treat people well, but not both. That trust takes too long to build when you are racing against the clock. Frei's research and experience show this is false. In fact, the opposite is true. Trust is what enables speed. Organizations with high trust move faster because they spend less time second-guessing, less energy managing internal politics, and less effort rebuilding what they broke along the way. This book offers a different playbook. Instead of moving fast and breaking things, Frei proposes moving fast and fixing things. The difference is not just semantic. It represents a fundamentally different approach to leadership and change. The book is organized around a simple structure: a week. Monday is for identifying the real problem. Tuesday is for building trust. Wednesday is for creating inclusion. Thursday is for telling the change story. Friday is for going fast. Each day represents a phase of the change process, and each phase builds on the previous one. What makes this…