best product

It’s Never About Having the Best Product… or Is It?

“It’s never about the best product, and always about the strategy”. Indeed, it’s always about searching for the best strategy to deliver a cohesive, well defined product. Well, while this is largely accepted, our work with some of the most celebrated companies in the world has uncovered that the opposite is also true. In other words, that it is always about searching for the best product to execute on a well-defined strategy.
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culture of openness without fear

It Takes Guts to Build a Culture of Openness

There is this peculiar thing leaders talk about; this so called ‘Culture of Openness.’ For the late-comers, the idea of an organizational Open Culture is dead simple: it is about allowing everyone to dare to talk freely (even when the going gets tough); it is about allowing not ‘failure’ but ‘experimentation’; it is about accountability. The self-evident rationale is: to accelerate the flows of information in every direction (top-down, bottom-up, sideways) so as to de-silo a structure. For what purpose? To speed-up everything: best practices exchanges, innovation, new product development, time-to-market, etc…. Read More»

Side view of business lady, student, who is thinking about new business concepts. Drawn cloud with business icons on the black chalkboard.

Execution without Measurement is Hallucination

“Strategy without execution is hallucination.” – T. Edison Around the globe and for decades now, business leaders have been embracing Thomas Edison’s adage to the letter. And it worked – until now. In recent years, indeed, many people have been playing the ‘blame game.’ We’ve all heard “it’s the VP who failed at cascading,” or […] Read more… Read More»

Business People Jumping While Holding Balloons

Making Work As Natural As Play

People are problem-solvers and are indeed willing to use their set of skills and talents beyond the core of what they have been employed to do. And that is precisely where today’s problem possibly lies: whilst the pin-factory model has disappeared, A. Smith’s underlying principles of ‘specialization of labour’ are still very patent in spite of all that is done for personal development and growth. The direct consequence of this is that people’s talents are largely underused in most contemporary organizations. Today’s organizations should be fluid – so fluid that specialty/expertise can be tapped into at any time, from anywhere…. Read More»

  • There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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