We Need To Be Boringly Reliable and Radically Disruptive – At The Same Time

Our organisations are generally bad at innovation. That’s because they are designed that way. Just as your body is designed to fight a common cold, most of our cultures protect the organisational DNA from any foreign antibodies. Add something new and it can get rejected. It’s not personal. It’s just an automatic survival mechanism. Purposeful thinking – ...

Reshaping Organisations Around What’s Strong – Not What’s Wrong

“ECONOMICS ARE THE METHOD: THE OBJECT IS TO CHANGE THE SOUL” This (pretty chilling) quote comes from Margaret Thatcher in 1981 – and ushered in an era that promoted the belief that social progress is achieved through the accumulation of wealth or status. Earn more, consume more, and you’ll be happy.  The legacy of this is ...

Avoiding The Yo-Yo Effect of ‘Corporate Change Convulsions’

Speeches you never hear at a corporate conference: “….. Our Transformation Programme is going to be small and imperfect. We are going to do many small things that probably won’t work straight away.’ – Chris Bolton In the early 1960s, a New York housewife named Jean Nidetch began a weekly meeting with friends at her home to ...

5 Reasons You Need To Question What Customers Are Telling You

Despite little evidence of impact, each year millions of pounds are spent on market research, focus groups, and ‘coproduction’. The danger of listening to customers is you end up focusing on wants not needs. Often what a customer wants is diametrically opposed to what they need – and want is often more of a powerful ...

Ending The Myth Of Collaboration

The best organisational cultures are tolerant of the loner, the thinker. – John Wade “If I was you,” said a colleague recently “now would be a very good time to involve customers, to get more people involved”. No, I thought, right now that would be the worst thing we could do. Collaboration can kill creativity. ...

The Big Problem With Change Programmes

People don’t resist change, they resist bullshit – Peter Vander Auwera A friend of mine told me last week that their organisation was about to begin its third change management programme in just seven years. Each of the two preceding programmes had a number of things in common: People were unclear why a programme was needed in the ...

Continuous Partial Attention: Designing A Less Distracted Future Of Work

Calm, focused, undistracted, the linear mind is being pushed aside by a new kind of mind that wants and needs to take in and dole out information in short, disjointed, often overlapping bursts—the faster, the better – Nicholas Carr , The Shallows You’d have thought we’d have given up on the physical office by now. ...

The Number 1 Priority For Your CEO: Building Trust

Silence is now deeply dangerous—a tax on truth – Richard Edelman Trust is the most valuable commodity in your organisation – although it’s probably not something you talk about often, much less attempt to measure. For the past 16 years, Edelman has attempted to track the progress, or decline, of trust across 28 countries. The latest ...

If You’re Still Shying Away From Using Technology To Improve Customer Experience – You’re Doomed

You must relentlessly ask: Is this harder for the customer to do? Relentlessly. Because, today, in an increasing number of areas, if it’s not easy-to-use, it’s dead in the water. – Gerry McGovern Re-entry into the world of work after immersion in a completely different culture is always a disorienting experience. I’ve just returned from a trip ...

Change, Transformation and Complex Problems: My Top 5 Posts of 2017

One of my 2017 resolutions was to blog more consistently.  The glory days in terms of the readership and reach of this site peaked in 2014 before a decline in 15/16. The problem was lack of discipline. My blogging lesson learnt is you must set aside time to write and not be distracted by everything ...

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