Strategic Inflection points happen gradually, then suddenly. Armed with the right lenses, you can see them coming.
The revolutionary technique for planning under conditions of high uncertainty that was the basis for the “lean startup” movement.
Innovation can be a reliable, repeatable process, but only if you use the right tools.
Because conventional approaches to strategy no longer work.
8 provocative questions to ask senior leaders at risk of being isolated from critical information at the “edges” of their organizations.
A thought-provoking approach to spotting the leading indicators of big changes.
Complicated systems are predictable. Complex ones aren’t. The two require different approaches.
How to build a portfolio that delivers results today while bullet- proofing your future.
How to re-imagine your organization’s view of failure to foster experimentation and learning through “intelligent” failures.
Segmentation, consumption chain analysis and attribute mapping are reliable ways of generating actionable insights.
Competitive strategies that work against incumbents and that can prompt your competitor to react in ways that suit you.
Organizations that can push decision rights to the edges and move fast will always beat bureaucracies that move too slowly.
It used to be that becoming a trusted advisor was enough to keep and grow clients. No more. Meet the “activators” -- a new role for business development in professional services firms.
We tend to think of office politics in negative terms. But you can’t avoid politics if you want to create change -- welcome to a talk on the power of positive politics.
By 2030, $30 trillion in wealth will be in the hands of women. This has huge implications for business, philanthropy and investing -- this talk explores some that everyone should be aware of.
Women rate well on most leadership characteristics with one exception -- they often are not seen as “strategic. This talk explores where women go wrong and provides remedies.
The rise of women to positions of power has been breathtaking. But all too often organizations fail to capitalize on their potential because they apply the wrong mental models -- it isn’t about being gender blind, it’s about being gender bilingual.
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