Blogs

Michelin’s attempts to standardise its tyre manufacturing processes had stifled creativity, initiative and accountability. In 2013, it launched a bottom-up experiment to decentralise, which it calls ‘responsibilisation’. The plant manager behind the project, Bertrand Ballarin, believed that if you wanted to unleash initiative, you needed to let people on the ground decide how to do […]

Surprise, surprise there really is a value in the experience and skills that leaders can bring to the table; and they should not have to think ‘big data or no data’!

This article is a refreshingly honest account of how intuitive sensemaking drives our emotional response to our environment.

We ask a huge amount of leaders today. A bit like the highly qualified medical expert, we expect our leaders to be familiar with the organisation’s “nervous system”.

The COVID-19 pandemic is a novel event on a global scale, but what has caused its true impact for governments and organisations is the phenomenon of triple novelty.

Organisations experience novelty, either when their activities have resulted in them facing situations for which they were not prepared and had little or no experience, or because external events have forced them into the same space.

We all know how vital culture is to the success of our business. It is likely that leaders will need to start to think in terms of the cultural climate.

Creating the right organisational culture and psychological safety necessary to give voice to quiet, diffident and dissenting colleagues is a laudable ambition.

On 13 April 1970 astronaut Commander Jim Lovell made one of the great understatements of the last century – “Houston, we have a problem”