I have learned that intelligence does not protect organisations from failure. In many cases, it accelerates it. In 1999, engineers finished the Millennium Bridge in London. On paper, it was flawless. Elegant design. Brilliant minds. World-class modelling. On opening day, the bridge began to sway, not because of poor engineering, but because people adjusted their walking unconsciously in response to movement. Each correction amplified the wobble. Intelligence created feedback loops no one anticipated. The bridge did not fail because it was weak, but because it was smart in the wrong way. That is how smart teams still make dumb decisions.…