Executive & Team Coach
Picture an orchestra. Each musician is a master in their own right, holding an instrument unique from the others. There is a rhythm in their breaths, a cadence in their postures, all in anticipation of what's to come. Now, picture the conductor stepping onto the stage. The baton rises, and with a simple wave, the beautiful symphony begins. The …
Enactive Leadership – A New Paradigm for Leading OrganizationsRead More
In recent decades, organizations have often been viewed through the lens of complex adaptive systems (CAS), a perspective that has provided valuable insights into the intricate dynamics of businesses. This model has enabled us to understand organizations as networks of interconnected agents, interacting and adapting to both their internal …
Complex Enactive Systems – A Better Model of Organizational DynamicsRead More
The traditional view of leadership is the commander. Commanders give orders, set rules, and direct others. It's a command and control model of leadership based on the idea that people will do the wrong things unless told what to do. However, real leadership is not about telling people what to do. The most effective leaders don't tell anyone what …
"If only we had a better culture?" I hear that phrase all too often. You may have said it yourself, but what does it mean? What does a better culture look like? And, more importantly, how can you create a better culture? It all starts with understanding that culture is emergent. It's the experience that emerges at the intersection of …
Over the past couple of months, I have endeavored to capture the core theory underlying the Theory of Constraints (TOC). My goal is to clarify the foundation of TOC and build a better understanding of the dynamics when applied. And perhaps, armed with a deeper understanding, find ways to improve TOC. I started with a prototype of the …
Resource allocation decisions are pervasive in companies, from top to bottom. At the top of the organization, formal processes drive decisions: strategy, capital planning, budgeting, and the like all focus on how best to allocate resources. And at the individual level, we are all involved in a continuous stream of decisions about how we …
Big top-down transformation programs rarely succeed. Big projects almost always lead to complete failure or disappointment. Small to moderate-sized transformations are over 11 times more likely to succeed than very large efforts. The key to a better way forward is to embrace the idea that substantial changes can be triggered by small, focused …
Making effective resource allocation decisions is a skill that can be learned and developed through deliberate practice coupled with structured feedback and review. It starts with documenting the standard practice of decision-making - goals, constraints, decision-making process, and simple rules. Define what standard work looks like. In …
When simple rules are well crafted, they carry with them implicit information about what’s important from both a global and local perspective. These rules also help define the minimum information set that people need to know. You need to ensure that people have the information they need to process the rules …
When you understand your goals and constraints on realizing the goal, resource allocation becomes much easier. The key question becomes how to use the constrained resource most effectively. How do you maximize the value of the throughput? High-quality decisions can be made using simple decision rules. In practice, you often need three types …
