Deborah Rowland on why our oughts, the implicit codes for how the world should be, act as bouncers on the door of truth, and why real change starts only when leaders face what actually is.
Most senior leaders in mature businesses know something is wrong. David Hurst gives them the language for it: the ecocycle, and why AI cannot help.
Most corporate values are useless, not because values do not matter, but because organisations have spent three decades recycling the same twenty-four words and wondering why nobody believes them. Erika Clegg, author of Junk Values, explains what has gone wrong and what it actually takes to build values that guide real decisions.
The "seventy per cent of change programmes fail" statistic has no evidence behind it. The man who created it retracted it in 1995. The business world kept quoting it anyway. This is the story of how a myth became received wisdom — and why that matters.
Harvard Professor Joseph Fuller argues that most companies are making the same mistake with AI that factory owners made when electricity arrived — bolting new technology onto old processes. He explains why 60% of companies are set up to fail, what the J-curve really means, and what to do instead.
Research reveals 45% of teams select suboptimal ideas—neither creative nor even effective. Dr Roni Reiter-Palmon explains why teams argue over solutions when they haven't agreed on the problem, why brainstorming alone fails, and what leaders must do differently to unlock genuine creative performance.
Dr. Seuss wrote Green Eggs and Ham using just 50 words—not despite the constraint, but because of it. Dr. Catrinel Tromp's research reveals why "blue sky thinking" often fails, how to distinguish fixed from faux fixed constraints, and why constraint fluency is now a critical organisational capability.
Jim Lafferty spent 30 years leading P&G and Coca-Cola businesses across volatile emerging markets. His Mother Rule is simple: if your strategy is too intellectual for the person buying the diapers, you don't have a strategy—you have muddled thinking.