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Unpacking Boris
When there are many conflicting desires, and conflicting theories about how they can be met, the consequences are indecision and myopic vacillation among various half measures. Creating effective strategy in such situations is extremely difficult or impossible. The central challenge is not the outside world but the conflicting mix of values and pur
... See moreRichard P. Rumelt • The Crux: How Leaders Become Strategists
Instead, start with a why for your organization that appeals to intrinsic motivators. Focus on BVSSH outcomes. Invite participation and empower the how. Start with safe-to-learn experiments within guardrails and with support such as a Ways of Working Center of Enablement and coaching. Then, keep going! Impediments are not in the path; impediments a
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
Businesses and individuals operating in uncertain environments and looking to do new things (“innovation”) need operating principles that enable and empower new outcomes.
Brian Dell • LF11 - Cohort Futures
THE IDEA THAT a person or organization has one or two primary driving goals is simply not true. It is a fantasy invented by economists and certain management thinkers. The reality is that most people and organizations have “a bundle of ambitions.”