Risk and Resilience
The Governance Risk of the Charismatic Leader
Charisma can accelerate commitment, but it can also suppress challenge, increase risk-taking and make organisations dependent on one person.
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Organisational Capability
Your Pipeline Is Capped by Your Portfolio, Not Your Budget
Leaders are grown by assignments, and assignments are a by-product of the work you hold. A capability shortfall can therefore be acute and unbuyable at the same time.
Organisational Capability
The Boundaryless Career Changes the Leadership Contract
How organisations should rethink capability, development and retention when careers can move across roles, functions, organisations and geographies.
Organisational Capability
Leadership Capability Is an Enterprise Asset, Not a Training Course
Why leadership capability should be built as an enterprise system spanning work, networks, succession, judgement and implementation, not isolated courses.
Organisational Capability
Formalise the Relationship and You Widen Access and Lower the Return
Formal development reaches everyone and returns less; informal returns more and reaches whoever already resembles the senior party. Few enterprises state the trade.
Operational Excellence
The Business That Cannot Run Without You Is Not an Asset
Key-person concentration is a valuation question, not a continuity policy. It has a price today, while everyone is still here, and buyers find it in days.
Leadership and Decision-Making
Leadership, or Headroom?
Tenure-long performance data cannot separate what a leader did from what they inherited, which leaves most internal-versus-external appointment policy resting on a confound.
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