Featured · AI
Six boardroom conversations for turning AI into enterprise value
The boardroom conversations that turn AI from scattered activity into sustained enterprise value.
Read the featured article →IntotheNXT thinking
Ideas that help leaders build what comes next.
Selected articles on strategy, AI, leadership and the organisational conditions for sustained performance.
AI
AI
Why AI adoption gets stuck: the human drivers that ADKAR alone cannot explain
AI adoption gets stuck when organisations focus on tools and training but miss the human drivers that shape whether people choose to use them.
Read article →AI
Agentic Transformation: what boards and senior executives need to know now
How work and process execution change as AI moves from supporting work to carrying out meaningful activity.
Read article →AI
Instruct AI agents with values to control what is controlling you
As AI agents act more independently, values must guide the trade-offs that rules alone cannot resolve.
Read article →Strategy
Featured · Strategy
How a strategic framework is really built
Many organisations feel busy, ambitious, and strategically active, yet strangely short on direction. That tension is not accidental.
Read the featured article →Strategy
Creating the conditions for strategy execution
What I learned at IKEA about moving from monitoring progress to removing what gets in the way of execution.
Read article →Strategy
The new strategy process: using collective insight and AI
In an era where rapid transformation is the norm, the traditional strategy process has often lagged, bound by top-down directives that move at the speed of annual reports rather than real-time insights.
Read article →Strategy
How a strong corporate purpose is really built
Many organisations talk about purpose. Far fewer have done the work to define it rigorously, test it and activate it. I often meet people inside large organisations who have been involved in a purpose process yet feel that some of the conversations that really mattered were never fully had, often because of time pressure or a rush to land the wording. This article is meant to help.
Read article →Strategy
What a purpose-driven organisation really looks like
A company is purpose-driven when purpose changes what people notice, choose and do. Six signs to look for, and how to find where the link between purpose and performance breaks.
Read article →Strategy
Why great companies fail in times of technological change
Kodak. Nokia. Digital Equipment Corp. Giants in their industries. Leaders in innovation. Each of them faltered in the face of technological disruption.
Read article →Leadership & culture
Featured · Leadership & culture
The Adaptability Audit
Most organisational problems are not what they appear to be. The Adaptability Audit finds the exact point where reality stops becoming action, and the one or two changes most likely to release it.
Read the featured article →Understand how culture shapes performance
Leadership & culture
Dilemma thinking: turning strategy into high-performance execution
Weak performance is often treated as a strategy, leadership or execution problem. It is often a tension problem: organisations need to hold decisive dilemmas together.
Read article →Leadership & culture
Culture surveys ask a lot, but miss what actually predicts next year's performance
Most culture surveys ask dozens of questions but miss the capabilities that predict whether an organisation will perform next year.
Read article →Leadership & culture
The real hidden barrier: good people in bad loops
Charles Hampden-Turner’s 1981 book Corporate Culture shows that organisations are not only made up of structures and processes, but also of loops of behavior that quietly determine your…
Read article →Change the system, not just the behaviour
Leadership & culture
The real reasons culture change fails, and how to fix them
That experience made me question the usual explanations and go searching for the real reasons. I don’t buy the fatalistic view that culture only changes when you replace more than half the…
Read article →Leadership & culture
Why 75% of change programs fail, and what to do instead
Most organisations do not need another centrally designed change program. They need a system that makes it normal to evolve practices, learn from what works, and remove what gets in the way, until better work becomes the default.
Read article →Leadership & culture
Clarity in chaos: from budget control to adaptive control
Ten points, one message: budgets give you comfort, not control. What follows is the argument, plus a few starter moves if you want adaptability without chaos.
Read article →Apply it where performance matters
Leadership & culture
Customer-centricity: how to do it for real
Customer-centricity is widely discussed, but few organisations know how to put it into practice. Here are three steps to make it real.
Read article →Leadership & culture
Innovation culture: means, motive and opportunity
Bigger, more disruptive ideas are expected these days.
Read article →Leadership & culture
M&A: how a best-of-both culture delivers the numbers
M&A value creation depends on resolving the cultural tensions that shape decisions, accountability and execution.
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