List

Reboot!

  • The burning platform was the greatest management invention. Now, can we move on?

    Apparently nothing can change unless there is as ‘burning platform’. Business and old change management loves that kind of drama. […]

  • This company will reboot itself from Friday to Saturday. Apologies, services will be limited during this period.

    I like the concept of reinvention, renewal, or transformation. But I like most the concept of rebooting! Organizations, teams, groups, […]

  • The Returning Bomber Paradox: a case of reframing the problem. More on Critical Thinking.

    In WWII there was a curious episode of an injection of critical thinking, not entirely well publicised. Big bomber airplanes […]

  • Redesigning the organization. This is the best time for an upgrade.

    If you had the possibility of designing an ideal organizational structure or redesigning one that you already have, what would […]

  • The company that gets better and better after disruption, disorder or chaos.

    Nassim Taleb Antifragile concept is perhaps one of the most attractive frames (conceptual, philosophical, practical) we have had recently. By […]

  • 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 […]

  • Stay in beta

    The traditional organization is, amongst other things, obsessed with closure.  It despises ambiguity and puts a premium on the absolute […]

  • Framing is a leadership must (2 of 3): frame the narrative before it frames you

    I said yesterday that I would put framing at the top of the list on ‘leadership tasks’ I also said […]

  • The tyranny of knowledge. Seeking unpredictable answers

    The ‘tyranny of knowledge’ is one of these phrases used in a diversity of contexts. It means amongst other things […]

  • ‘Sustainable but not too much’ is the best state of the healthy organization

    Sustainability of change, of cultural initiatives, of well intentioned corporate improvements is the key challenge. We are all quite energetic […]

  • Corporate Change is Corporate Rafting. And Heraclitus knew a thing or two about rivers (tip: change is not ‘created’)

    Heraclitus (535 BCE) was probably the father of change management. Two quotes: ‘There is nothing permanent except change’ ‘No man […]

  • And the frog said, next time buy yourself a thermometer

    The old tale of ‘Boiling Frogs’ says that there are too basic ways to boil a frog. One, the frog […]

  • When everything pushes forward, disruptive innovation may also entail going backwards

    A short piece in The Guardian announces quietly that Mercedes Benz is replacing some robots with humans. Not the other […]

  • ‘Problem Three’ appears when we treat complexity with more complexity. Many organizations breed it. The UK NHS is caught in it.

    At some point of the organization’s growth, complexity kicks in. Before that threshold, you had two problems: managing growth and […]

  • Have you heard the one about the three envelopes? There is a whole Theory of Management behind.

    This is an old joke and a current non-joke. Here is the story copied from one of the multiple write […]

  • Invitation: The year of Bullshit Detection

    I declare myself allowed to use the word bullshit, which official definition is nonsense, lies, exaggeration, foolish talk, pretentious talk, […]

  • ‘We are building’ vs. ‘We are solving’. One shapes your future, the other fixes the past.

    Facts: abysmal sales in the supermarket chain, strong competitor activity, decrease customer loyalty. Guess what, new CEO Analysis: old fashion […]

  • 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 […]

  • The company that gets better and better after disruption, disorder or chaos.

    Nassim Taleb Antifragile concept is perhaps one of the most attractive frames (conceptual, philosophical, practical) we have had recently. By […]

  • From airplane cabin temperature control: warmer to sleep, colder to awake. A culture thermostat lesson for organizations.

    Temperature control of the cabin is used by airlines in transatlantic flights as a way to change behaviour. It may […]

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      Daily Thoughts

    June 6th, 2023

    Culture change is not long and difficult. But we make it so…

    I suppose the question is how long is long and how difficult is difficult? In general, business and organizational consulting have […]
    May 19th, 2023

    Value is an overused term in business and, as such, it’s becoming meaningless

    Value, as usually used, means transactional monetary value. Usually it doesn’t mean intrinsic value, or value per se. For example, […]
    May 4th, 2023

    The importance of ‘critical thinking.’ Your own critical thinking is more effective at making your workplace better than any generic employee survey.

    Build your own Employee Engagement argument for free. You can’t go wrong. Here are three baskets full of concepts: Basket […]
    April 21st, 2023

    ´Busy-Ness’ Is A Trap

    I went to a big conference where I was introduced by the chairman like this: “Welcome everybody. Lovely to have […]
    April 14th, 2023

    Training and culture change. The love affair that ends in tears.

    It seems to be very hard for people to get away from the idea that if we just put individuals […]
    April 11th, 2023

    Teamocracies and Networkracies have different citizens: in-Habitants in team-work, riders in net-work

    The old view of the organization is something close to the old concept of a medieval city, where citizenship was […]
    April 5th, 2023

    3 Ways To Get Approval From Your CEO Or Your Leadership Team

    Way number 1: My team has developed these three options, A, B and C. Which one do you want us […]
    March 29th, 2023

    A Cheat Sheet To Create A Social Movement Tip = to shape organizational culture since both are the same.

    Mobilizing people. This is another of the Holy Grails (how many have I said we have?) in management. Whether you […]
    March 16th, 2023

    Critical Thinking Self-Test: A 10 Point Health Check For Your Organization And Yourself. If any of these are a good picture of your organization, you need to put ‘critical thinking’ in the water supply.

    Test yourself, and your organization. Do any of these apply? Doing lots, too fast without thinking. High adrenaline, not sure […]
    March 9th, 2023

    A culture of safety or a culture of training in safety?

    Cultures are created by behaviours becoming the norm. Safety is at the core of many industries. Significant budgets are allocated […]
    March 2nd, 2023

    Empowerment is an output. If you can visualize it, you can craft it.

    The real question is, what do you want to see happening so that you can say ‘people are empowered’? Employee […]
    February 24th, 2023

    A simple question will jumpstart your organization into change. It will also save you from months of pain spent reorganizing your people and teams.

    The following line will short-cut months of (building) ‘alignment’, integration, reorganization, team building, coalition building, and any situation in which Peter, […]
    February 20th, 2023

    Lead Via Peer-To-Peer Networks – If you don’t lead via peer-to-peer networks, you’re only driving your car in first gear.

    Peer-to-peer work, transversal, spontaneous or not, collaboration, peer-to-peer influence, peer-to-peer activities of Viral Change™ champions or activists, all of this is the […]
    February 7th, 2023

    Write a script, not a strategic plan

    If you care about the journey and the place, you need a story. If you have a good, compelling one, […]
    January 26th, 2023

    3 self-sabotaging mechanisms in organizations

    Organizations, like organisms, have embedded mechanisms of survival, of growth and also of self-sabotage. These are 3 self-sabotage systems to […]
    January 10th, 2023

    Who should be involved in culture change? All inclusive versus going where the energy is.

    Many times, in my consulting work, I find myself facing a dilemma: Do I involve many people on the client’s […]
    December 23rd, 2022

    Tell what won’t change – Introducing 1 of my 40 rules of change

    In any change programme that any organization wants to start, they will start by thinking of the things that they […]
    December 16th, 2022

    Scale It – Introducing 1 of my 40 rules of change

    When creating effective change in any organization, there are 40 rules that, in my experience, are the key between success […]
    December 5th, 2022

    Assets & Strengths Base – Introducing 1 of my 40 rules of change

    For more than 30 years I have been involved in ‘change’ in organizations. Again and again, some fundamental principles, and often […]
    November 25th, 2022

    Campaign It… is 1 of my 40 rules of change

    When you filter out the noise, when you try to extract the core, the fundamentals, those ‘universal rules’ of change […]
    October 31st, 2022

    Hybrid or not hybrid? That’s not the question…

    Culture is the new workplace If you want to have a conversation about the future of work, the nature of […]
    October 24th, 2022

    ‘Powered by Viral Change™’: A Social Transformation Platform for the organization of the 21st Century

    When we started to work on Viral Change™, as a way to create large scale behavioural and cultural change, and […]
    October 14th, 2022

    Corporate tribes, intellectual ghettos and open window policies

    We talk a lot about silos in organizations usually in the context of Business Units or divisions. But these are not […]
    October 7th, 2022

    Peer Networks are the strongest force of action inside the organization

    Peer-to-peer works, transversal, spontaneous or not, collaboration, peer-to-peer influence, peer-to-peer activities of Viral Change™ champions or activists, all of this is […]
    September 30th, 2022

    Change that doesn’t deliver change-ability is a waste

    The traditional model of change is the one I call ‘destination’ type, that is, how to go from A to […]
    September 23rd, 2022

    Company structures: aggregate and disaggregate

    New organizations, and old ones in the business of transforming themselves, would be better off learning by heart these two […]
    September 15th, 2022

    3 Self-Sabotaging Mechanisms in Organizations

    Organizations, like organisms, have embedded mechanisms of survival, of growth and also of self-sabotage. These are 3 self-sabotage systems to […]
    September 2nd, 2022

    The best organizational model is to have more than one under the same roof

    Command and control management has fewer friends, and it’s quite terminally ill as well. The heirs are fighting for a piece […]
    August 26th, 2022

    Unprecedented Times? Sure. Let’s Move On Please.

    Somewhere in the post-Covid peak, I promised myself that I wasn’t going to pay attention anymore to anything that starts with […]
    August 19th, 2022

    Engagement, Empowerment and Ownership Culture Meet at One Single Point. Obvious, Simple and Incredibly Forgotten

    Employee engagement efforts, ownership values and empowerment behaviours must meet at one point. It’s simple, not terribly controversial, based upon […]