The pursuit of optimization, a cornerstone of modern business strategy, is facing a surprising challenge: the argument that it’s often counterproductive. A growing chorus of researchers and business leaders are advocating for a shift in focus, from endlessly refining existing processes to embracing a more dynamic, even “unrefined,” approach – what some are calling “pronking.”
The term, borrowed from the leaping gait of quadrupeds like deer and gazelles, isn’t about abandoning improvement altogether. Rather, it’s a call to prioritize action and execution over perpetual planning, and tweaking. , Archyde.com highlighted research from the University of Michigan exploring the biomechanics of pronking as a model for more robust robotic locomotion. This research, building on work dating back to , suggests that a degree of seemingly inefficient, explosive movement can be more effective than striving for perfectly optimized, but ultimately static, performance.
The core idea, as articulated in a paper submitted to arXiv in by Jiatao Ding and colleagues, centers on a “templates and anchors” control framework. This framework, applied to quadrupedal robots, aims to achieve stable pronking – a gait characterized by synchronous leverage of all legs, resulting in high jumps but relatively slow speeds. The researchers propose a reduced-order template model, a dual-legged actuated spring-loaded inverted pendulum with trunk rotation, to explicitly model parallel compliance. The goal is to decouple spring effects from active motor actuation, enhancing control for robots navigating complex terrain.
While the application is robotics, the underlying principle resonates with a growing frustration in the business world. Steph Crowder, in a podcast episode of Courage & Clarity, described “over-optimization” as repeatedly tweaking plans and messaging in pursuit of unattainable perfection. Crowder argues that this cycle of planning and adjusting prevents actual progress, leading to stagnation rather than growth. The podcast identifies common symptoms of over-optimization, including endlessly rewriting launch plans, waiting for complete clarity before taking action, and constantly tinkering with sales pages instead of actively selling.
This isn’t simply a critique of inefficiency; it’s a challenge to a deeply ingrained mindset. Arif Sheikh, writing on LinkedIn in , points out that an obsession with results can erode the foundation of consistent effort. The focus shifts from valuing the work itself to chasing immediate validation – numbers, rankings, or recognition – leading to exhaustion and disconnection. Sheikh argues that true progress is built through repeated effort, often without immediate reward.
The danger, as several sources suggest, lies in treating effort as a transaction, worthwhile only if it produces an instant return. This mindset overlooks the fact that meaningful success is rarely instantaneous. It’s the accumulation of small, consistent actions, even those that don’t immediately yield visible results, that ultimately drives sustainable growth. The University of Michigan research, in its robotic application, demonstrates this principle: the seemingly inefficient “pronk” allows for navigating obstacles and achieving heights that a purely optimized gait might not permit.
The call to “stop optimizing” isn’t a rejection of data or analysis. Rather, it’s a plea to prioritize execution and consistency. Crowder’s podcast highlights the importance of recognizing when you’re stuck in an optimization loop and actively breaking free. This involves setting clear decision criteria, focusing on aligned action, and resisting the temptation to constantly seek novelty or “the next big thing.”
The concept also touches on a broader trend of embracing “boring” strategies – those that are proven, reliable, and require consistent effort rather than constant innovation. This approach, while perhaps less glamorous, is often more effective in the long run. The underlying message is a return to fundamentals: focus on delivering value, building relationships, and consistently executing on core competencies.
The implications for businesses are significant. Companies that can resist the urge to endlessly optimize and instead prioritize action and execution are likely to be more agile, resilient, and more successful. This requires a shift in culture, from rewarding perfectionism to valuing progress, and from obsessing over outcomes to embracing the process. The lesson from the animal kingdom, and now from robotics research, is clear: sometimes, a little “pronking” is exactly what’s needed to move forward.
