Why Big-Picture Thinking Fails Exactly When We Need It?
A few years back, I identified an interesting paradox when it came to planning and uncertainty.
You are not at the mercy of uncertainty
The negative impacts of uncertainty on organisational performance are well documented — but they’re only half the story.
Why some leaders stay operational instead of being strategic
This post is a reflection on a recent conversation I had with a local government client.
Simon Says: Can you see the bigger picture?
Although not technically part of the collaborative decision making framework, individual perception and the ability to see the bigger picture is still instrumental to good decision making.
Simon says: Why a collective purpose is more useful than a vision statement
One of the most common mistakes when it comes to identifying collective purpose is that we confuse it with an organisation’s vision.
Simon Says: I’m at your service
December and January are generally quiet months for consultancy types like me.
Simon Says: When There Are Too Many ‘I’s in a Team
In last week’s post, I dove into the idea of the ‘Olympic Year’ and how we can use metaphor to gain deeper insights and uncover new opportunities.
Doing strategy isn’t the same as being strategic
This post was inspired by an exchange I had recently with a client of mine, Rob Cornish.
Who currently gets to do strategy (and who else should you invite)?
Who’s in charge of strategy at your organisation?
Is ‘buy-in’ enough?
gif found at wsj.com At various times we’ve all wanted other people’s buy-in.
