List

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September 28th, 2015

Trust is an unfair affair. Don’t apply linear arguments. All trust that is solid can melt in the air.

Trust is the most unforgiving, unfair and disruptive phenomenon in the organization. It takes a while to build, it may […]
September 27th, 2015

The Bad Apples Theory on colossal business fiascos. (It’s the basket, stupid!)

Volkswagen has declared that the Diesel fiasco and the massive installation of software, built in to deceive outputs and pass […]
September 26th, 2015

Shhh! I am playing John Cage’s 4’33 as part of my leadership development.

In an unusual break between meetings in London, I found myself in Foyles, the transformed, iconic bookstore, where I bought […]
September 25th, 2015

The ‘Call me Peter’ School of leadership.

I am reconstructing here a fictitious reply from a middle-senior manager to his CEO, in the way he expressed to […]
September 24th, 2015

Disruptive innovation, like charity, starts at home. Your mind and your people, that is. The rest is the easy part.

The concept of disruption in management has been applied to innovation before. A disruptive innovation is a technology, process or […]
September 23rd, 2015

Talk the walk (Note from the editor: it actually means in that order)

Walk the talk’ is being consistent: say something and then do what you said you would. ‘Talk the walk’ is […]
September 22nd, 2015

I am in favour of consultants entering the temple of the Social Sciences provided they take off their shoes

I am paraphrasing British philosopher Simon Blackburn who said the same about scientists entering the temple of philosophy. There is […]
September 21st, 2015

Good thinking, same thinking: a case of process reengineering without thinking reengineering.

Poor American management, they always get the hit. Blame it to their influence and visibility. Is most modern management American […]
September 20th, 2015

‘Nothing new under the sun’ ? Take off your sun glasses and stop the Valium

Often you see people in organizations disillusioned with changes, considering themselves survivors of the yet another reorg, getting on with […]
September 19th, 2015

We need the aliens. Everybody needs aliens. Smart aliens who can ask questions and open Pandora boxes for us.

The best swordsman in the world doesn’t need to fear the second best swordsman in the world; no, the person […]
September 18th, 2015

“There are two types of people in the world: those who can extrapolate from incomplete data sets”

What type are you? How our mental models work is part of the Minimal Introspection, something we tend to overlook, […]
September 17th, 2015

Being proud of (my company X) can’t be legislated or fabricated. It’s an outcome, a by-product.

You can’t rule on pride, things to be proud of. You can’t launch ‘be proud’ as a value, or as […]
September 16th, 2015

History is constructed. The leader’s legacy is not retrospective. We build it daily, so we’d better test it.

In another context, I wrote about company cultures as having a glue. [The Company Global One Culture does not exist. […]
September 15th, 2015

Management: by invitation. Unbundle reporting lines and management teams

Corporate grade, reporting lines and membership of leadership teams in organisations often go together. But unbundling these components is a […]
September 14th, 2015

7 Ways to get away form the ‘team = meeting’ trap and establish ‘Team365’.

I explained yesterday that ‘team = meeting’ is a cancer in organizations. We have fallen into the trap of making […]
September 12th, 2015

In the name of names: the cause for renaming in the organization

  There is a debate, not only here in the UK, about how to call the ‘so called’ Islamic State, […]
September 11th, 2015

Create inflection points when you don’t need one. It’s better than waiting for the inflection points to come to you.

Crisis are/constitute inflection points. Also M&A, extraordinary organic growth, relocations, and entering new markets. Keep adding. Pain is inevitable, misery […]
September 10th, 2015

I want companies with Post Traumatic Strength Disorder. Untreated.

Nasim Taleb’s Antifragile book has this subtitle: ‘Things that gain from disorder’. This is a model for the new organization […]
September 9th, 2015

Scalable or not scalable. That is the question.

Traditional management has focused on interventions that scale by the maths of addition. Modern, new radical management focuses on ways […]
September 8th, 2015

The best organizational model is the one that has more than one under the roof

Command and control management has less and less friends, and it’s quite terminally ill as well. The heirs are fighting […]