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
No Recovery Outlasts Its Capacity Read More »
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 »
The playbook that repositions risk from overhead to advantage Risk used to sit on the expense line, something you paid lawyers and auditors to keep at bay. That worldview is crumbling. Supply‑chain shocks now surface in earnings calls, cyber incidents erase years of brand equity overnight, and regulators are rewriting the playbook faster than boards
Repositioning Risk as an Advantage Read More »
What are we really doing while we wait to “notch a point,” and does the point even matter? From ledgers to Balanced Scorecards Score-keeping has been a part of commerce since the days of clay tablets, but the modern business “scorecard” traces its roots to the early 1990s, when Robert Kaplan and David Norton published
Scorecards – The Destroyers of Productivity? Read More »
A Business Thriller About the Capacity Cliff Picture a night highway outside the city: headlights white‑knuckle the asphalt, engines humming at the red line. For a mile or two, the traffic feels exhilarating, pure speed, no brake lights. Then someone taps the pedal. One wobble becomes a ripple, the ripple becomes gridlock, and suddenly the
When 100% Efficiency Turns Into 0% Effectiveness Read More »
