Most leadership teams have more information than ever. The real issue is whether they have the full picture before deciding what needs to be fixed. This series is a practical exploration of learning, not as theory, but as lived observation and experience of how leaders read, design, and strengthen the organizations they are responsible for. …
The most dangerous point in an organizational recovery is often the moment it begins to look successful. I have seen this in hospitals, utilities, mines, banks and public agencies. The example below is a hospital, because that is where the consequences are most immediate and human. The pattern is not clinical. It is structural and …
“We can do this.” No data behind those three words. Just enough conviction in the room to end the debate before it started. I watched that happen inside a large investment management firm that decided to bring core operations back in-house, work it had quietly paid someone else to do for years. The functions are …
