July 2015

• 10 ingredients to cook your strategy
• The Tragedy of the Obvious, part 2. The obvious things in ‘management of change’ (and still we can’t see the donkeys)
• The Tragedy of the Obvious
• The unsaid and unsayable are at the deeper layers of culture
• Segment, segment, segment. Add these three words to the dictionary of Internal Communications.
• ‘Like fish in the water’ is the real employee engagement.
• The unintended consequences of a well intended decision
• ‘Grasps the facts, misses the meaning’: The Leadership Dyslexia upon us
• Seducing minds, versus hiring people. Just imagine.
• Navel gazing (Nombrilisme in French, sounds much better) is constant in the organization. The issue is not to deny it but to fight it.
• It’s still Day One: the wining philosophy of Day Two and Day Two Thousand
• With more time, this post would be shorter
• We, ourselves are the biggest exporters of problems to the organizations we work for
• I fail by my circumstances, I succeed by my great disposition. (‘Don’t challenge it, it works for me’)
• The many ‘me’ inside Me need some discovery: have a go. They all seem to come for dinner.
• Your most important list of personal assets. Take time. Now?
• What do these have in common? Designing organizations, aquariums and fish soups.
• We work with them very closely, we are very familiar with each other, that is why perhaps we don’t know each other well.
• Don’t transplant or import a successful management model; reverse engineer it, then pause.
• Aspiration: the healthy restlessness of the ‘Is there a better way?’
• 1/3 fixed, 2/3 fuzzy: try this organizational diet for a culture of empowerment and ownership.
• The ‘change method’ is dead, long live the method.
• A culture of ownership when you don’t own the company (or even when you do)
• What I learnt from the monks: a little anthropology of leadership and space in one page.
• Entering as a question mark, leaving as a period
• Measurement: the Dogma. Here are 10 critical thinking principles.
• Stickiness: the highest, inconvenient management challenge.
• The 4 leadership hats in the modern organization.
• If you rate me, I’ll rate you
• The company that gets better and better after disruption, disorder or chaos.
• What do you do in a room full of smoke? Apply the same to mental pollution.