Sublime

“Only three things happen naturally in organisations: friction, confusion and underperformance. Everything else requires leadership”.

2. Executives are forced to keep on “operating” unless they take positive action to change the reality in which they live and work.

Operationalizing solutions is now more important than authoring new wisdom. It is telling that the graduate-level business degree is called a master’s in business administration. The problem is that administering blueprint solutions from past challenges naively underestimates the complexity of today’s world. And it leaves us ill-equipped to address

The best leaders are incorporating learning post-mortems into the feedback loops of every step of every project. At Unreasonable Group, for example, Epstein takes regular occasions to ask his team to provide feedback. He invites project participants to answer three seemingly simple questions: What worked? What could be better? What should we celebr

Where are the inefficiencies in the process that created this problem? Where can my team reduce operational defects with Lean Six Sigma? Do I have the right people in place in key positions?

The challenge is to structure one’s workflow in a way that insight and new ideas can become the driving forces that push us forward. We do not want to make ourselves dependent on a plan that is threatened by the unexpected, like a new idea, discovery – or insight.

The fewer people, the smaller, the less activity inside, the more nearly perfect is the organization in terms of its only reason for existence: the service to the environment.