transformation

Anscombe: Why is "What are we Doing?" Such a Hard Question?

Why G.E.M. Anscombe’s Philosophy of Intention Explains What Your Organisation Cannot Answer When You Ask “What Are We Doing?”

May 2

Ackoff: How to Stop Solving the Wrong Problem

Russell Ackoff Argues That You Cannot Decide What to Do Until You Stop Solving the Wrong Problem

Apr 23

Drucker: Perfectly Logical, Completely Wrong

Why Peter Drucker’s Theory of the Business Explains What Your Organisation Cannot Decide

Apr 20

Rumelt & Martin: Goals Are Not a Strategy

Rumelt and Martin Might Say That Your Organisation Has Goals, Not a Strategy

Apr 16

3 Leader Levers for Organisational Learning

A diagnostic model for three conditions, nine observable tests, and the structural reason your transformation programme produces graduates without…

Apr 8

Ivan Illich: When The Cure Produces the Disease

Ivan Illich reveals why the institutions designed to enable transformation are the primary mechanism by which transformation is prevented.

Apr 6

Fayol: Your 20th Century MBA is Due an Update

Henri Fayol identified, in 1916, the coordination problem that still defeats every transformation programme that treats alignment as a structural fix.

Apr 2

Drucker: Why Creating a Customer is More Important Than Profit

Peter Drucker argued that the knowledge worker must define the task before they can do it, and AI has made the cost of failing at this impossible to…

Mar 30

Organisational Lessons from Scientific Discovery

Why Kuhn, Lakatos, and Feyerabend Explain How Organisations Actually Adopt What They Have Learnt.

Mar 28

Goffman: What The Room Already Knows...

Erving Goffman explains why organisations can embrace transformation in public while systematically undermining it in private.

Mar 23

Normann: Are you Using the Wrong Map to Plot Your Course?

Richard Normann argues that the greatest strategic risk is not a bad position on the map but the wrong map entirely.

Mar 22

Follett: The Female Management Prophet Everyone Forgot

Mary Parker Follett saw, a century ago, that integration is the only resolution to conflict that produces learning.

Mar 20

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