Nancy Duarte

When a situation goes wrong, leaders need to decide whether to fix it, bounce back, shut it down, or move on.

Joost Minnaar

Most of us know Franz Kafka, the German-speaking writer from Prague.  His novels painted dark worlds of bureaucracy, alienation, and endless hierarchies.…

Katherine Wastell

In the 3.5 years I’ve been a consultant, I’ve been lucky to get inside the depths of a wide range of very different organisations. Most of my work has been in digital transformation, helping design how teams, strategy, and operating models work to speed up delivery, strengthen operations, and improve the customer experience. It’s meant seeing how the day-to-day work actually happens, how organisational directions play out, and the challenges and hopes people carry as they try to make things better.

Stanford’s Bob Sutton describes leadership habits that spread excellence versus those that keep early wins from catching on.

Ayelet Israeli and Eva Ascarza

Most AI initiatives fail not because the models are weak, but because organizations aren’t built to sustain them. A large Latin American conglomerate developed a simple management system that aligns roles, responsibilities, and routines so AI projects move from isolated pilots to enterprise-wide impact. Its approach shows that scaling AI is less about technology and more about creating the organizational backbone that turns experiments into measurable business results.

A step-by-step guide to using the Careful Consequence Check canvas.

Christina Wodtke

I got asked again last week: “What’s the difference between KPIs and OKRs?” The person asking was a PM at a mid-sized company. Smart guy. Been in product for five years. His compa…

Rachel Coldicutt

AI transcription tools are not currently mature or reliable enough to be regarded as an always on, single-source of truth for meeting notes. Nine common risks, and six possible mitigations.