Why execution keeps failing for predictable reasons This is Article 6 in a seven-part series examining what the NCSU 2026 Top Risks Report surfaces, and what it doesn’t. The report is serious work. It captures what more than 1,500 board members and senior executives say keeps them up at night. It is not designed to …
Everyone Talks About Capability. Almost No One Designs It. Read More »
Why Speed Becomes Dangerous When Strategy Is Unclear This is the 2nd in a series of seven articles Few explanations feel as intuitively correct as this one: we’re moving too fast. Across boardrooms and executive teams, competitive pace is routinely cited as a top risk. Markets are shifting. Technology cycles are compressing. Expectations are accelerating. …
A seven-part executive series on why strategy, change, and risk keep disconnecting When strategy, change, and risk operate in separate orbits, something predictable happens: strategy becomes abstract, change becomes disruptive, and risk surfaces only after decisions are already made. The executive team agrees AI is strategic. Six months later, IT is managing pilots, operations is …
What the 2026 Risk Report Doesn’t Say and Why It Matters Read More »
We’re not “going through a rough patch” anymore. We’re living in a long hallway. That hallway is what anthropologists call a liminal space: you’ve left the old room, the new one isn’t ready, and you’re standing in the dust and noise of renovation, wondering whether the floor will hold. In business, these grey spaces are …
A seven-part executive series on why strategy, change, and risk keep disconnecting When strategy, change, and risk operate in separate orbits, something predictable happens: strategy becomes abstract, change becomes disruptive, and risk surfaces only after decisions are already made. The executive team agrees AI is strategic. Six months later, IT is managing pilots, operations is …
What the 2026 Risk Report Doesn’t Say and Why it Matters Read More »
