The 360-Degree Feedback Illusion
Why organisations keep measuring what the brain cannot deliver and formalising what fear then destroys Organisations love the fantasy that...
Why Accountability Faults Grow Back
You can redraw the lines. The culture underneath will blur them again. You can redraw the lines. The culture underneath...
The Death of Annual Objectives
The Death of Annual Objectives and the Deeper Problem UnderneathWhy fixing the calendar isn’t enough, and what actually displaces performance...
THE PERFORMANCE MANIFESTO
THE PERFORMANCE MANIFESTOFor leaders who refuse to manage fiction and choose to design for reality 1. Performance is what the...
The Great Competition Myth
Why Your Organisation Competes With Itself, and Why That’s a Design Choice, Not a Mindset Problem From the first graded...
Priorities Are Expensive: What Subsystem Dominance Does to a System
Priorities Are Expensive: What Subsystem Dominance Does to a System Prioritisation is treated as a management virtue. If everything is...
The Engagement Crisis
Employee Engagement Is a Readout, Not a Target Engagement sits at historic lows. The global figures hover around a quarter...
The 80/20 Trap: What the Pareto Rule Does to a System
The 80/20 Trap: What the Pareto Rule Does to a System When You Optimise By It The Pareto principle, 80%...
Forced Ranking Doesn’t Measure Performance
Forced Ranking Doesn’t Measure Performance. It Manufactures the Behaviour That Destroys It. Plenty of organisations still reach for employee ranking...
Rethinking DEI: Beyond Optics, Toward Substance
Rethinking DEI: Why Representation Is a Metric, Not an Outcome Diversity, equity, and inclusion are everywhere in corporate life, from...