Our evolution has been a constant struggle to find the balance between the chaos of primordial nature and the order of cultural development. As a species, our primal wiring is to fear the unknown. But nothing remains the same, and all things must pass.
When you’re buying services from a contractor, you want to minimise your risk at the lowest possible cost. If you’re the contractor, you want to minimise your risk while maximising your revenue. This adversarial tension is the core reality of most contracts. What to do?
Recently, I wrote about Asset Constraint Management and the capabilities required to achieve remarkable results. None of that will amount to much if you don’t encourage a systems thinking mindset with behaviours to match. Systems thinking is at the heart of what we do, encapsulated in our mantra: ‘know the whole, focus on the constraint’.
In Part One of this series on storytelling, we looked at the importance of stories as a way to inspire change in the people we seek to lead. This article looks at the big, overarching narratives that can drive our people to see themselves and their work in a new light. We tell our biggest
Stories are how we make sense of the world. They also stir our emotions in powerful ways, often persuading our audience more effectively than any reasoned argument. If we’re trying to inspire change, we should use them. This three-part series explores how. I sometimes imagine the first humans with conscious thought, looking across the African