Organisation
Decision rights are an operating model, not an org chart
Moving boxes rarely changes how a business works. Changing who decides what almost always does.
By Hannah Lindqvist
6 min read
Insights
Page 06 of 07
Field notes on strategy, operations and change.
Short, practical pieces written by the people doing the work — about what tends to go wrong between a decision and its delivery, and what helps.
Latest
Why strategies stall in the second quarter
The offsite went well. The plan is clear. Then the first budget review arrives — and the old priorities come back.
Thomas Wren 7 min read
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7 articles
Operations
The cost programme nobody believes in
When the savings are reported but never felt, the problem is usually how the programme was designed, not how hard people worked.
By Elena Marchetti
8 min read
Transformation
What a good transformation office actually does all week
It is not a reporting function. At its best, it is the place where problems arrive early enough to fix.
By Daniel Hart
9 min read
Strategy
Five questions for the first board meeting after a merger
Before the integration plan, agree what the combined business is for.
By Thomas Wren
5 min read
Operations
Fewer KPIs
A performance meeting with sixty measures is a meeting about none of them.
By Elena Marchetti
4 min read
Strategy
Writing down what you've decided not to do
The most useful paragraph in any strategy is the one listing the opportunities you turned down.
By Thomas Wren
5 min read
Transformation
How to hand a programme back to the business
Exit is a design choice. Make it at the start, not when the budget runs out.
By Daniel Hart
6 min read
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