Analytical

The concept of value has always struck me as odd. Let's pull apart what it actually means, how human it is, and what actually matters when thinking about value.

When attempting to gather consensus, assuming that silence means consent might not be the best way to get the right outcome. We look at how to be open, respectful and what consensus really requires.

Showing activity is considered by many to be THE critical pre-requisite to managing their teams productivity. What if they're wrong?

The Coronavirus, COVID19, SARS-CoV-2, is the biggest global crisis many generations have faced. Through our increasingly enforced social distancing and isolation, I've witnessed something unexpected that's not what you think.

Whilst Pivot is a more recent terminology often used in the context of a startup, it applies equally to many aspects of our lives, our endeavours or our own groups within companies of all sizes. We look at when, how, why and importantly if you should pivot and what the cost might be if you do.

When you're asked to direct a group of people sometimes you aren't their direct manager. In those cases you're expected to influence without authority. We look at how it's different, why it's hard and how you can go about it.

Steve Jobs once said, the best ideas have to win. We unpack what that actually means in practice and ultimately look at how you can tell what the best idea actually can look like.

When you're delivering a project understanding who the actual owner is or owners are is crucial. We look at how to figure that out, and how to tell projects that can't figure that out.

We dive into why familiarity seems to breed contempt, why first impressions are the most misleading and demonstrate my Latin is terrible.

In every broad discipline it's become impossible for one person to be competent in all aspects. Organisationally speaking, we look at how we could ensure a collective competency is maintained.