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Masters #2: If You Want Better Results, Stop Focusing on Results!
In most organisations, performance measurement is dominated by outcomes. Revenue, margin, utilisation, customer satisfaction, growth. These are the numbers that appear on dashboards, drive conversations, and shape behaviour. They are treated as the primary indicators of success. And yet, they…
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Masters Tip #3: What Tiger Woods and Rory McIlroy Would Do If They Were Business Managers!
If Bob Rotella gives us the philosophy—focus on process, not outcomes—then players like Tiger Woods and Rory McIlroy show us what that looks like in practice. Not in theory, but under pressure, over time, in environments where performance is visible,…
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………….But You Can’t See Which Half!
Over a century ago, John Wanamaker famously observed: “Half my advertising is wasted. I just don’t know which half.” Most organisations assume that problem has been solved. With dashboards, analytics, and AI, surely, we now know what’s working and what…
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The Silent Killer of Performance: Unstructured Collaboration
Most organisations believe they are collaborative. They invest in culture, promote teamwork, and reinforce the importance of knowledge sharing at every level. Collaboration appears in strategy decks and leadership narratives as a defining characteristic of how the organisation operates. In…
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Why Most Problems in a Business Lurk in the Lead-to-Cash Process.
When senior leaders are asked where the execution problems in their organisation lie, the answers usually vary depending on the function they represent. Sales leaders often believe the problem sits in pipeline quality or conversion rates. Operations leaders may point…
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Designing Collaboration to Prevent Problems, Not Just Solve Them
Why do executives and managers spend a considerable amount of their time addressing problems? Projects slow down unexpectedly, priorities become blurred, teams work at cross-purposes, and valuable time is absorbed in meetings intended to clarify what should have been clear…
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There is a better way !
Anyone who has spent time inside a modern organisation has heard the phrase: “There’s Got to Be a Better Way.” I was reminded of this recently while reflecting on my time studying business dynamics at MIT, where Nelson Repenning —…
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The Futility of Organisations Pursuing Advanced Technologies While Holding on to Legacy Thinking.
Most executives understand the risks of legacy technology. Legacy code slows development. Legacy architectures limit scalability. Legacy systems become brittle, expensive to maintain, and increasingly misaligned with the demands of the business. As a result, organisations invest heavily in modernising…
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Why Empowerment Without a Collaboration Architecture Creates Ambiguity, Not Performance
Over the past decade, empowerment has become a cornerstone of modern management thinking. Leaders are encouraged to push decision-making closer to the work, grant teams more autonomy, and trust capable professionals to exercise judgment. In principle, this reflects an important…
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What Tim Cook Learned from Steve Jobs About Simplicity, Complexity, and Leadership
One of the most misunderstood ideas in modern management is simplicity. It is often confused with reduction, minimalism, or dumbing things down. In reality, simplicity—when done properly—is the hard-won outcome of deep understanding, disciplined focus, and relentless engagement with complexity.…