November 2020

• Create spaces for fast innovation: kindle ideas in your own Lab126
• Standing out, standing for, sameness and differentiation. Just thinking aloud
• Don’t let the expression ‘this is just business’ be synonymous for inhuman. Business? Not in my name.
• Focus, focus! But only after un-focusing a lot
• That great new hire, welcomed with a fanfare, saviour of the team, is leaving. Oh well!
• At some threshold, ‘improvements’ become dangerous
• Aspiration: the healthy restlessness of the ‘Is there a better way?’
• The many ‘me’ inside Me need some discovery: have a go. They all seem to come for dinner.
• Organizations don’t learn. People do. Sometimes too much. So where does company memory come in?
• How to create collaboration. Parachute people in who collaborate a lot
• Stop press: The C-suite people and top leadership, major problem revealed
• Leadership is a social concept, not an individual trait. But we are fascinated by the individual stock.
• Corporate language needs a transfusion of humanity. It can be done.
• An enlightened top leadership is sometimes a fantastic alibi for a non-enlightened management to do whatever they want
• Heroic corporate stories build motivation for a future. Routine stories of achievement show that the future is already here.
• Talk the walk (Note from the editor: it actually means in that order)
• Leadership is an amoral praxis. How about this to start a conversation?
• The healing smell of a corporate bonfire. (The Hernan Cortés Exit strategy).
• Tribes in the organization: Managing by Segmenting Around (part 3 of 3)
• Tribes in the organization: seeing the world in segments, one character at a time . The Big 40 (2 of 3)
• Tribes in the organization: seeing the world in segments, one character at a time (part 1 of 3)
• Trespassers will be recruited: a four-word strategy in the Battle of Ideas
• Have you seen that slide? The transformation thing, old power, new power and all those shifts
• Reinventing management is reinventing the skill set. It’s urgent, and the answers are elsewhere, not in traditional management practices.
• Many cultural change efforts fail out of a mathematical mistake