window.dataLayer = window.dataLayer || []; function gtag(){dataLayer.push(arguments);} gtag('js', new Date()); gtag('config', 'G-3CFESZ80X8');

The Hidden Risks of Thinking Through Decisions

Things are evolving rapidly on multiple fronts, including geopolitics, the economy and artificial intelligence. Even climate change can feel like a slow-moving phenomenon at the moment. In this context, organizational decision-making faces serious headwinds. The stakes feel higher just when outcomes seem harder to foresee.

The Number of Transformational Initiatives Has Skyrocketed

Through our respective experiences with transformations (Elizabeth leading change from the inside, Brooke accompanying leaders through change from the outside) we’ve reached a similar insight: changing behaviours and improving results comes from a mutually reinforcing integration of strategy and culture.

The Challenge for New Leaders

Often, a replacement executive is brought in as organizations move through natural phases. To draw an analogy to mountain climbing, reaching base camp and reaching the summit are two different phases, each with a separate skillset and each necessary to reach the ultimate goal. However, when there’s a leadership change, it is all too easy for the incoming executive to lean into a convenient narrative: “The old way of doing things doesn’t cut it and that’s why we need to change.”

When It Comes to Talent

The next five years will be a critical time for talent management because by 2030 even the youngest Baby Boomers will turn 65. But there’s a persistent challenge to making the most of your people’s potential: when it’s time for change, we too often reach outside the organization, dreaming of that superstar who is just waiting to arrive – if only we can find them.

Seeding For Uncertainty: Cultivating a VUCA Culture Through Hiring

In a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA), organizations must rethink not just how they operate, but how they hire.

Go to Top