There is a particular kind of organizational success that feels hollow. The numbers look good. The quarterly targets were hit. The leadership team is celebrating. And somewhere in the background, quietly and without fanfare, the organization has drifted far from the reason it was built. This isn’t a story about failure. It’s a story about … Continue reading →

Every strategy process I’ve observed follows a predictable arc. The team starts with ambition. Bold moves are sketched on whiteboards. Then the PowerPoint deck enters revision cycles. Business cases get refined. Risk analyses multiply. And somewhere between draft three and final approval, something curious happens: the strategy becomes reasonable. Not good. Reasonable. This isn’t failure—it’s … Continue reading →