Sublime

In effectively run organizations, the functional leader is responsible for “who” and “how”—providing trained people who are competent in their profession to be used in sequentialized flows. The flow owner (e.g., project leader, program leader, value stream leader) is responsible for the “what” and “when” of how those people are deployed to achieve

business, I have found that most leaders do not like to make choices. They’d rather keep their options open. Choices force their hands, pin them down, and generate an uncomfortable degree of personal risk. I’ve also found that few leaders can truly define winning. They generally speak of short-term financial measures or a simple share of a narrowly

To the extent that size mattered at all, it might be more accurate to say that GM was too big to succeed.

choice engine

dangerous. In my experience, many low-margin practices are more profitable, on a profit-per-partner basis, than higher margin practices with low leverage because of the effective use of leverage.

Clients will readily talk about the strengths and weaknesses of different practice groups within firms, but rarely can they perceive differences between whole firms (unless the entire firm is built around well-defined specialties). Accordingly, any attempt to develop a strategy from the top, and striving for actions that will differentiate the whol

Bill was a master at establishing those conditions: he went to extraordinary lengths to build safety, clarity, meaning, dependability, and impact into each team he coached.