Insights
Thinking from the seat.
Short, direct essays on strategy, governance, risk and leadership, written from experience in the roles, not observation of them.
Why agreed strategies stall, and the three questions that restart them
The strategies that stall are rarely the contested ones. They are the agreed ones, and the fault is almost never in the document.
Read →Risk is a steering instrument, not a compliance file
When risk and strategy are discussed as separate agenda items, both degrade. Integration is structurally simple and culturally hard.
Read →From founder-led to board-led: sequencing the transition
Founder-led businesses rarely fail to hire good executives. They fail to let them execute. The fix is a sequence, and the order is not optional.
Read →Decision rights: the quiet reason execution slows
When execution slows, organisations diagnose capability or motivation. The usual culprit is neither; it is architectural.
Read →When to bring in an independent voice, and when not to
Independent advice has a narrower job than the consulting industry suggests. Where it earns its place, and the test to apply first.
Read →Next
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