Part of the series Leading Through Turbulence. What separates the companies a crisis surprises from the companies a crisis merely tests? The reputation of risk management deserves an honest hearing first, because it is poor and often earned. In many…
Part of the series Leading Through Turbulence. How much certainty may a leader wait for before a decision stops being prudent and starts being late? The case for waiting deserves an honest hearing, because it rests on real virtues. More…
More than four out of five corporate reorganisations fail to deliver the value they were meant to, in the time that was planned, and about one in ten leave the company measurably worse off, according to a McKinsey survey. Those numbers…
The kinds of crisis a business faces, and how to recognise each one before it is too late Part of the series Leading Through Turbulence. The word crisis is used freely these days. But what, by definition, is a crisis?…
Two Modes, One Discipline Part of the series Leading Through Turbulence. In August 1997, Steve Jobs walked onto a stage at Macworld Boston to announce that Apple had accepted a 150 million dollar investment from Microsoft. The audience booed. Apple…
Four principles for leaders who cannot afford to wait for calmer times Part of the series Leading Through Turbulence. History moves in a spiral. Not in circles. The same challenges do not repeat identically, but forward, with recurring patterns of…