Leaders who understand momentum as a manufactured phenomenon do something structurally different from those who do not. They monitor the rhythm of their organization not just for outputs and results but for the tempo of decisions and the speed of recalibration when surprises arrive. They watch for the moments when the established pattern has become so predictable that it is no longer serving the purpose it was designed for. And when they identify those moments, they do not wait for a crisis to provide the disruption. They can break the pattern on purpose.