Analysis of strategy, competition, and organisational coherence, drawing on classical strategy, contemporary practice, and scepticism toward fashionable frameworks.
53 essays
Hierarchy itself doesn’t harm performance; knowledge hoarding does. Teams can thrive with deep hierarchies if information flows openly. When managers hide knowledge or deflect with “above your pay grade,” performance and culture quickly erode.
A good CoS helps a leader achieve their potential in a sustainable way that delivers long term success when managing complex organisations.
By taking charge of our recovery experiences, we have the power to become masters of our mood at work.
Successful DEI comes down to balance—ensuring that belief doesn't descend into ideology. A process that is founded on the bedrock of psychological safety.
When leadership is exerted in this form, organisations become increasingly accountable, agile, and autonomous — all the while operating at scale. At this point, an organisation can truly be described as 'purpose-driven' — a genuinely awesome competitive advantage.
Setting boundaries will see some employee attrition, but those who remain will feel a heightened sense of trust and an improved quality of employment.
Once the capability gap is closed, instead of feeling fear and frustration about not knowing how to perform a role or achieve an outcome, staff are empowered to deliver value and be rewarded for their achievement.
The challenge for managers is that we are no longer comparing apples with apples. Instead, we must leverage the power of personas to better understand the individuals that make up our teams.
While the overall numbers of people affected by mental health issues is a cause for concern, perhaps as alarming are the number of firms or individual managers who engaging in well-being washing.
By tackling some of the common problems, teams and organisations will be well placed to achieve aspirational efficiency objectives. When this happens, we can get one of those virtuous circles in which the approach sticks and compounds over the years.
No fixed set of actions can define, measure, or achieve success. Thus, trying to make transformation a tick box affair is to setup an organisation for failure. This is because successful transformation is as much about the process as it is about the outcome.
Providing more structure, not less, in both the daily tasks of employees and their perceptions about career pathways, offers the strongest viable path to improved staff retention and higher team performance.
By reframing the leadership models presented, propositions for managers can be advanced to enable better leadership of people with GenMe attitudes.
Given the obvious dichotomy in this approach to work generations, the practical implications for management are that the leadership theories many have encountered will struggle to provide solutions when it comes to developing coherent teams.
There is the case to be made that this is not only the cost of doing business in the digital age but that, like environmental protections, there are great rewards to be reaped in improved quality of life.