You would never appoint your IT Manager to run a civil construction project. They're technically capable. They understand contracts. They can read a schedule. But the moment you picture them on site — managing subcontractors, reading soil reports, making structural...

You Are Winning and Losing at the Same Time The Titanic had a full passenger manifest and a smooth crossing — right up until it didn't. Blackberry had market dominance and loyal enterprise customers — right up until it didn't. Nokia had scale, brand, and distribution...

Seeing Failure Clearly Medicine figured this out a long time ago. You don't wait until a patient collapses to run diagnostics. You build systems — regular check-ups, blood panels, imaging — specifically designed to catch what isn't visible yet. The whole premise is...

The Solution Looked Simple. The Landscape Got Harder. Are you simplifying or complicating? Someone presents you a solution. It solves the problem in front of you. The demo is clean, the logic sounds reasonable, and the timeline seems manageable. You approve it. Six...

The Biggest Cost There's a category of cost that doesn't show up in any budget. It doesn't appear in the project status report. The steering committee never discusses it. The CEO's end-of-year review doesn't capture it. And yet it compounds quietly — in lost capital,...

Before the Program Starts, Something Else Has to Most executives I've worked with approach transformation the same way. They secure the budget. They appoint a project manager. They brief the board. They select a vendor. They set a go-live date. And then they wait for...

The Symptoms Are Not the ProblemEvery transformation program has a list.Toxic culture. Messy systems. People who won't change. Manual processes holding everything back. Departments that can't talk to each other.The list gets long. It gets documented. It gets put into...