Category: Leadership
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Mark Carney Just Described Your Organisation’s Biggest Risk
Two days ago at Davos, Canada’s Prime Minister delivered a blunt diagnosis. The “rules-based international order” is over. It’s now a “pleasant fiction.” Middle powers can no longer assume the old architecture will hold. “If you are not at the…
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Why Thriving in Turbulence Lost Half Its Words — And Where They Went
The question isn’t whether you’re changing. It’s whether you’re changing fast enough. The manuscript hit 150,000 words before I stopped counting. Too big. A motivated leader doesn’t have time for a 600-page read. They need something they can finish in…
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When Design Excellence Isn’t Enough
Your work spans three spaces—doing deep design, leading design teams, and amplifying design thinking. But they all collide on the same problem: the system around you is becoming more turbulent, not less capable. You’re being asked to hold outcomes steady…
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Built for How You Actually Think
Why This Framework Works the Way It Does Most business books assume you’ll read Chapter 1, then Chapter 2, holding concepts in memory as you build toward mastery. They assume sustained attention. Linear progression. Quiet focus. That’s not how transformation…
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The Human Pulse Signals Published Metrics Can’t Capture
What 15 years of ground-level observation reveals about DSO’s real trajectory BOTTOM LINE Published metrics tell one story. Ground-level observation tells another. I’ve watched Bayer’s evolution for over 15 years—close enough to see patterns that analyst reports miss. The signals…
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What Zappos Learned That Bayer Hasn’t—Yet
Precedents, patterns, and why scale changes everything BOTTOM LINE The largest Western self-management experiment before Bayer was Zappos. They had 8 years as “best place to work,” 1,500 employees, and voluntary departures. They still quietly retreated from holacracy. Bayer has…
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The Diagnostic Question Bayer Isn’t Asking
Why DSO might be the right destination reached by the wrong path BOTTOM LINE Bayer’s Dynamic Shared Ownership isn’t wrong. The diagnostic sequence is. Harvard Business School is already writing the case study. The question they’re examining: “Could fewer bosses…