Tag: Executive Leadership

Most organisations collect data for perfectly reasonable reasons. To improve the service. To understand customers. To personalise experiences. To measure… read more Would You Still Collect the Data If You Could Not Use It?

Walk through almost any large organisation and you will hear familiar ambitions. We want people to: Collaborate. Challenge assumptions. Take… read more What Happens to Culture When Everyone Knows They Are Being Watched?

Every organisation wants attention. Without attention, customers cannot discover a product. They cannot understand an offer. They cannot use a… read more Does Your Digital Service Respect Your Customer’s Attention?

Every organisation wants customers to engage. That seems entirely reasonable. We want people to: Use the service. Find what they… read more When Does Customer Engagement Become Customer Engineering?

For years, organisations and governments have treated data as a strategic asset. More information creates greater insight. Greater insight improves… read more What Happens When Data Stops Being Strategic Power?

For much of the digital economy, the customer relationship has expanded far beyond the original transaction. Someone buys something. But… read more What If My Customer’s Behaviour Wasn’t Part of My Business Model

Organisations need accountability. Someone needs to make decisions. Someone needs the authority to act. Someone needs to own the outcome… read more Does Accountability Require Everyone to See Everything?

Most organisations respond to complexity in familiar ways. More reporting. More approvals. More controls. More governance. More management visibility. When… read more Does Organisational Control Really Require More Oversight?

Risk management has traditionally depended on information. Collect more. Monitor more. Retain more. Analyse more. Identify patterns. Spot anomalies. Create… read more Do We Really Need to See Everything to Manage Risk?

Modern organisations are built around visibility. We monitor. We analyse. We track. We measure. We justify these activities as necessary… read more Why Do We Assume Organisations Need To See Everything?

Every time we interact online, a record is created. A login. A purchase. A search. A message. A click. Most… read more Why Does Every Digital Interaction Leave a Trail?

Every few weeks another organisation asks me to prove who I am. My bank knows. My employer knows. My insurer… read more Why Is My Identity Stored Everywhere Except With Me?

Every person knows this feeling. You book a holiday. You open a bank account. You use a mobile app. You… read more Why Am I Expected to Trust Everyone?

Servant Leadership is not just another fad in business its a critical component of successful adoption of Business Agility. The… read more Servant Leadership Experiments in Ways of Working Book

As leaders we often review our actions against our intent, sometimes we are assured we did the right thing, other times we accept we did not and more often than most people want to admit we bluff our way through and hope no one noticed (they always do).

Design Thinking is Not a Design Process for Designers it’s for Executives Like many great ideas that come along Design… read more Ego Ideas and the Failure of Design Thinking