April 2015

• Single track thinking, the road to a sure end (if your don’t care whether it’s the right end or the wrong end)
• Will ‘Enterprise Social Networks’ fail in the same way as ‘Knowledge Management’ did? It’s behaviours, stupid.
• Some companies are run as a Permanent Focus Group
• Take over a grey area, adopt an orphan project, sponsor an idea in exile
• Some restructuring does not seem part of the solution. Bigger problems continue to appear. And the Fire Brigade has now a permanent sit in the Boardroom.
• 2 real cases of Business Surrealism
• The corrosion of logic: from ‘why-what-how’, to ‘how, what, maybe why’.
• The problem is that all we say is that ‘the problem is’. There is no ‘and’.
• Too-too land is a prison and too-too managers are its guards. This is what life there looks like.
• The 15 key Viral Change™ principles
• The good, the bad and the ugly of ‘Powerful Oversimplifications’
• Another week, another McKinsey report, another ‘sharing of results’. OMG, we can do better.
• Five ‘structures’ in search of a corporate space. Leaders, this is your homework.
• Our real worlds and their avatars: management beware.
• My Stockholm (airport) Syndrome
• Karaoke management consulting
• The Returning Bomber Paradox: a case of reframing the problem. More on Critical Thinking.
• ‘Invert, always invert’: a fundamental, zero-cost, unstuck management technique
• Bring ‘character’ back.
• Hang on, I thought lions…
• The market for Second Hand Thoughts is flourishing, never been so huge. But outsourcing your mind is the ultimate laziness.
• The End of Management, not the end of managing. Here I go again.
• The “Sokal Syndrome”: Intellectual nudity, Intellectual Impostures, Mind Grafitters and Airport Books Business School Graduates
• Corporate language needs a transfusion of humanity. It can be done.
• Corporate culture? Start with subcultures, find the tribes, and look for the unwritten rules of their dynamics.
• Diversity is not a ratio.
• Busy-ness is either a symptom, a warning, or a serious disease. Never a healthy state.
• ‘Memorable’ is beautiful. ‘Exceeding expectations’ is sad, tired, and as charismatic as a dead fish
• Does the distinction ‘leader-manager’ need to be retired? I dare to suggest.
• Alibi to keep the status quo: ‘We are a regulated industry’