Peter Drucker quipped, ‘Business has only two functions—marketing and innovation.’ Early in my career, I focused obsessively on innovations in productivity. The really hard part, though, is convincing an organisation that a better way of delivering greater productivity exists. Allow me to try.
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 in mindset from the listener. We no doubt need the large stories that place us
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
What are you accountable for? And what kind of authority do you have to properly acquit that accountability? Whom do you report to? How do you get inducted into the role? Who decides which tasks are to be done, of what type and by when? Everyone craves clarity in their role. We want to know
Collaboration has progressed from a buzzword to an article of faith in today’s organisations. Books talk about how to do it better and tools claim to make it ever easier to share ideas and plan projects. But what task are you collaborating on? Something so simple, and yet something so often neglected—how to properly define