The OODA Loop, developed by John Boyd, emphasises observing, orientating, deciding, and acting to make effective decisions rapidly. It challenges traditional conflict models and highlights the importance of agility and
The essence of governance lies in the distribution of responsibilities and rights among stakeholders, impacting all organisational affairs — including decision-making procedures and rules. Through historical and contemporary perspectives, corporate governance has evolved to encompass broader societa
In passing off the thinking of others as our own, we fail to invoke the discipline essential in critical thinking. The most effective antidote to this is a crisp document, 'written with such clarity that it's like angels singing from on high', followed by a messy meeting in which people can robustly
Structural and qualitative criteria can be applied in analysing employee interactions to answer: Are the people in my team effective informal leaders or merely highly social people building their brand?
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved — because people feel safe to feel unsafe and to challenge the status quo.
By adopting this approach, we will not only end up writing good, albeit not perfect, OKRs, but also take that vital step in the practice of management; taking individuals or teams outside their zone of comfort to learn, improve, and explore — ultimately achieving meaningful transformation that unloc
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.
Managers often fail to build autonomous teams,keeping themselves in a job to solve for problems which should have long since been put behind the organisation.
These are words we use often in an organisational context, but words that are seldom discussed; and when discussed, often done so opaquely or inaccurately.
