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Writing for managers and for practitioners
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A meeting that has a file before it starts
Advisory time is wasted when the problem, the people in the room, and the decision you want are not in the invitation. This essay describes that file.
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Resilience: readiness for an ambiguous environment, not brittle resistance
Resilience means the organization is ready for a shock it can imagine. Iran, and many markets, are ambiguous, complex, and short on certainty.
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Business intelligence for a manager who does not want to become an analyst
A good dashboard answers a management question. A crowded dashboard is a warehouse of charts.
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Financial clarity for a manager who is not the accountant
A financial report that is not tied to this month’s decision is an archive. A manager needs a few owned numbers, not every code.
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Simplify the flow of work before the next piece of software
New software on a tangled process makes the tangle faster. See the rework first.
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A performance drop, before it is blamed on a person
A performance drop is sometimes the person and often the system. Organizational-behavior models slow the rush to label.
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Touchpoints, where the brand actually speaks
Identity is finished in the brand book and tested at the sales desk, the call center, and the packaging.
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OKRs and KPIs that actually move a team
A pile of indicators does not manage anything. A good indicator is tied to a decision this month, and someone owns it.
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Do not treat the symptom
A sales drop, warring departments, and a late report are often symptoms. Diagnosis means finding the cause that, if it moves, moves the symptom.
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Strategy subtraction, when a thick plan does not grow the firm
A strategic plan that never becomes behavior is a handsome cover. This essay is about what to remove.
