Can't Do, Won't Do, Not Set Up

"There are only three reasons why things do not happen the way you want them to happen as a leader." - Anuj Rathi

What It Is

This is a diagnostic framework for leaders facing execution problems. When results aren't materializing, the natural instinct is to blame individuals. But this framework forces a more systematic analysis by identifying which of three root causes is actually at play—and each requires a fundamentally different intervention.

The framework's key insight: 70-80% of execution problems are "not set up" issues, meaning they're actually leadership/system failures, not individual failures.

How It Works

The Three Causes

1. Can't Do (Capability) The person lacks the skills, knowledge, or ability to execute. This is a true capability gap.

Diagnostic questions:

• Does this person have the required skills?
• Have they demonstrated this capability before?
• If we explained exactly what to do, could they do it?

Interventions:

• Coaching and mentoring
• Training and skill development
• Moving to a role that fits their capabilities
• In some cases, parting ways

2. Won't Do (Motivation/Alignment) The person has the capability but isn't executing. Something is blocking their motivation or creating misalignment.

Diagnostic questions:

• Do they agree with the vision?
• Are they aligned on priorities?
• Do they have competing demands on their time?
• Is there a trust or relationship issue?

Interventions:

• Understand the source of misalignment
• Address competing priorities
• Rebuild trust or alignment
• Sometimes accept that values misalignment can't be resolved

3. Not Set Up (System) The person has capability and motivation, but the organizational design, processes, or resources prevent success.

Diagnostic questions:

• Are OKRs clear and non-conflicting?
• Is the org design enabling or blocking this work?
• Are there resource constraints?
• Are ways of working properly designed?
• Does Conway's Law explain the problem?

Interventions:

• Redesign org structure
• Clarify or simplify OKRs
• Remove process bottlenecks
• Provide necessary resources
• Fix systemic blockers

How to Apply It

1. Start with "Not Set Up" as your hypothesis

   • Most problems (70-80%) are system failures
   • Leaders often default to blaming individuals
   • Challenge yourself: "What system did I fail to design?"

2. Use the framework in performance conversations

   • "Help me understand—is this a capability gap, a motivation issue, or are you not set up for success?"
   • Creates a more productive conversation than accusation

3. Look for patterns

   • If multiple people "can't do" the same thing, you might have a hiring or training system problem
   • If multiple people "won't do" something, you might have an alignment or incentive problem
   • Patterns reveal system issues

4. Apply Conway's Law

   • Look at your product: can you see the org chart in it?
   • "Show me an engineering architecture, and I will tell you what the org design of this company is"
   • Products often fail because org design is wrong, not because people are wrong

5. Design systems for success

   • Team Topologies concept: org design shapes what products can be built
   • OKRs that conflict across teams create "won't do" situations
   • Unclear ownership creates "not set up" situations

When to Use It

• Performance reviews and feedback conversations
• Diagnosing why initiatives are failing
• Before making hiring/firing decisions
• Organizational design discussions
• Post-mortems on failed projects
• When you're frustrated with execution

Source

• Guest: Anuj Rathi
• Episode: "The full-stack PM | Anuj Rathi (Swiggy, Jupiter Money, Flipkart)"
• Key Discussion: (00:53:46) - Framework for diagnosing performance issues
• YouTube: Watch on YouTube

Related Frameworks

• No Problems, Only People Problems - Complementary view that all problems trace to people
• Kind and Candid - How to have the performance conversations this framework prompts