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Getting clear about your goal

Many organisations confuse their goal with their vision, mission or purpose. When I help my clients define their goal, I specifically ask for an answer of at least how much by no later than when? It’s not a target, but rather a bearing with two coordinates. If you can make more, sooner, then why not?

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Reason to think

How structured is your thinking? No less a figure than W Edwards Deming made the theory of knowledge one of four pillars in his System of Profound Knowledge. And yet, in my experience, very little structured thinking goes on in our modern workplaces.

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Leading like a dynamo

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.

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mediumControlling contractors

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?

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Systems thinking: the primacy of the whole

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’.

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Sharing stories

The first two parts of our series on storytelling focused on the overarching narrative: the big stories we tell ourselves. In this final article, we look at smaller stories—the kind we tell every day—which can add up to a shift

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