November 2019

• Collective Leadership: Two Acid Tests
• The death of the charismatic leadership has been grossly exaggerated
• Could the ‘global teenager’ teach us about ‘global leadership’?
• Scale or not to scale? This is the Shakespearean culture question.
• All inclusive or go where the energy is?
• Management ‘post-hoc fallacies’, but damn good stories!
• Steal ideas, implant with caution, observe, tweak, observe again, never close your eyes.
• What do these have in common? Designing organizations, aquariums and fish soup.
• When the organization goes into permanent rehearsal mode, learns to rehearse, not to perform.
• HR competence systems need two things: a diet, and a dose of honesty
• I am in favour of consultants entering the temple of the Social Sciences provided they take off their shoes
• The corrosion of logic: from ‘why-what-how’, to ‘how, what, maybe why’.
• The great ‘How to’ takeover
• ‘To save everything, click here’, and its version inside the company
• What is the point? Probably the best answer is when ‘there isn’t any’.
• Dear Business Development candidate: tell me about the things you have developed in life
• The battle for the 3Ss : Synthesis, Sense, and Simplicity
• The new units of Space and Time (and the latest up coming Disruptive Innovations)
• To stop doing some things is a great source of added value. Try it!
• Business discovers the ‘social movement’ language. I hope we don’t corporatize it.
• Leadership in organizations is about mobilizing people. The leader is a ‘Social Arsonist’
• ‘What you said was so confused that one could not tell whether it was nonsense or not’.
• The ‘Abandon Hope’ organization
• The Process and The Outcome: married, just friends, or it’s complicated?
• Trust is tribal, it’s ‘people like me’, it’s horizontal
• Compatible dreams + the non-negotiable = the journey (AKA the company)