On strategy as decision under constraint—and its frequent collapse into platitude.
38 essays
When managers fall into the sunk cost fallacy, more data rarely helps because the problem is emotional, not rational. Biases like ego, loss aversion, and optimism drive persistence. Awareness, governance, and decisive leadership matter more than analysis alone.
Competent planning is a vital reality check on exuberant strategy, and sound strategy gives planning the direction to bring about change.
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.
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.
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.
The value of a WIP is to discuss and monitor results. Unpacking how the outcomes of work relate to the organisation's strategic goals.
CSR only has a limited connection to the business while CSV is 'integral to a company’s profitability and competitive position.'