The first in a series on learning from history and its value for organisational decision-making. Today, those who draw lessons from the past risk being labelled “on the wrong side of history,” much as dissenters in business face exile for challenging dominant narratives.
This week I look at how AI is improving the quality of writing in business reports, but also the way in which it poses a challenge for evaluating a report&
While a fixed mindset can lead to toxic workplace behaviours and stagnation, a growth mindset tends to foster empowerment, collaboration, and innovation. Misconceptions regarding growth mindset include equating it with
The process of incremental improvements over time, inspired by the Japanese concept of *Kaizen*, has the capability to unlock enormous latent potential. It does this by emphasising the need to
The prevalence of overconfidence in decision-making, particularly in management, can lead to misguided strategies and inflated egos. Shifting focus from predicting the future to preparing for it and embracing rational
Context is king in the employment landscape when trying to effectively position for an unknowable future. Though work is about the organisation's interests rather than solely the employee&
A friend of mine often remarks, "I'm not always right, but I'm never wrong." This in a sense sums up the problem with the prevailing view about what 'being right' means. It preferences outcomes over inputs.
Governance requires capabilities from managers to address the link between risk, strategy, and culture. Embracing a governor-manager approach, involving all levels of an organisation, can manage risk effectively and establish legitimacy.
Responsibility for the governance of organisational culture needs to be extended beyond the Board and ELT to middle and lower management so that they can collectively and individually model desired characteristics.
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
Experience, not computational ability, is predictive of susceptibility to the sunk cost fallacy. Reframing negativity as pragmatism and using organisational experience are key to avoiding sunk cost traps. Hiring for experience and strategic planning are essential in cutting losses and avoiding futur
Unlike the neat conclusions found in many of the articles already produced on the topic, or as *common sense* would suggest, it is not so simple as 'just cut your losses'. Therefore, the question remains: when a line manager or Board has a program where the costs are outweighing the benefits, why do
