Good organisations do not collapse only because people fail. They collapse when pressure becomes normal, urgency becomes constant, and capable people are expected to rescue a system that keeps creating the same problems.

We Can't Keep Doing This shows how organisations become dependent on heroics—and how leaders can break the cycle. It examines the reliable-person tax, manufactured urgency, ambiguous authority, process without ownership, exhausted teams and the slow loss of institutional memory.

Practical and direct, the book offers a way to make work visible, decide what will not be done, place authority where decisions are made, build redundancy and handover, and reserve heroics for genuine emergencies. It is for leaders and professionals who want calm, clear and sustainable delivery without sacrificing the people holding the system together.