Category: Strategic Critique
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From Churchill to Covid to the collective good: in a media-saturated now a voice from elsewhere
IN a media saturated moment here are some tangents that offer a ‘voice from elsewhere’. With the leadership space being dominated by the Immediate Actions of crisis leaders this is in the spirit of dialogue-on-the-margins which travels a little more slowly through this period. There is a suggestion here that a ‘dialogical approach’ is useful…
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Avoiding organisational burnout whilst increasing your profits: through balancing leadership and management
ONE very successful CEO said to me that every now and then he enters his office, shuts the door, drops the blind and does nothing all day and then goes home. As shocking as that is to a workforce who can’t do that, or can’t do it as easily, the truth is that often when…
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Re-telling the business model narrative to capture new value: the CEO as revisionist narrator
WWII is high up the media schedules with this summer’s 75th Anniversary of D-Day. Listening to British journalist Richard Dimbleby reporting during the early hours of 6th June 1944 as British 6th Airborne Division aircraft take the first paratroops into action is breathtaking sound and text. The story of that war remains up for re-telling.…
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Lighter business models are innovative strategic leadership response to both the 4th Industrial Revolution and increasingly mobile consumer
UK businesses responded to the 2008 global economic crash with admirable flexibility. Re-structured working arrangements avoided knee-jerk redundancies typical of market down-turns. I put this down to three things: a) better business-educated UK management, b) willingness to collaborate across the workforce and c) the shift to what I term ‘lighter business models’*. Management education and…
