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The Accountability Illusion

Every CEO claims to run a goal-driven company. But most of what’s written in their OKRs or quarterly decks could be replaced with “do more things.”

Setting measurable goa...

Vision is easy to announce and hard to operationalize. Most leadership teams overestimate their clarity and underestimate the friction created by ambiguity. As organizations scale, a poorly engineered...

From my vantage point, we’re at the AI “Tip of the Spear” and most Leaders don’t lack AI ideas; they lack repeatable ways to turn those ideas into measurable results. The most common pattern I see wit...

When I began my career in Strategic Planning at General Motors, the discipline was built around 10-year roadmaps. Organizations invested months producing thick binders and glossy decks that laid out “...

For years, sustainability and corporate responsibility were treated as peripheral concerns—something to highlight in annual reports or marketing campaigns. Today, they are central to strategy and grow...

There’s a paradox in managing growing pains. Business leaders often assume that growth solves problems. Yet research shows the opposite: growth introduces complexity, strains organizational systems, a...

For leaders focused on scaling organizations, discussions around diversity and inclusion (D&I) often get parked in the “HR initiative” bucket. Yet mounting evidence shows D&I is not a side project but...

Organizations rarely lose momentum because of strategy alone. More often, growth stalls because the culture that fueled early success doesn’t scale with the business. Leaders know this instinctively, ...

Retention rarely makes headlines. Most scaling conversations revolve around lead generation, acquisition funnels, and closing the next big deal. Yet, increasing customer retention rates by just 5% can...

When growth stalls, most organizations default to sales training, marketing spend, or new product development. But one of the most overlooked and underleveraged levers for revenue acceleration is also...