The solution for working with our tendency for impulsiveness can be found in Daniel Kahnemann’s book Thinking Fast and Slow. He gives more than forty heuristics, where we take mental shortcuts to make a quicker decision. (Erik Johnson has a nice summary of each of them here). Kahnemann explains how each of these are by
Uncertainty is a strategic leader’s best friend. How can it be otherwise? If there was enough certainty “everyone would be doing it!” So what path does the strategic leader follow when the going gets tough? Run a workshop to find the next disrupter for your industry, review your digital strategy, hire younger talent who know
Last Blog I wrote about how you need to understand your motivation to make sure you are answering the right question when you set your objectives. This Blog asks you to think about setting objectives over three time horizons. My colleague Dr Andrew Pratley introduced me to the Three Horizons of Growth concept introduced by
Most organisations, although to my surprise not all, have a strategic plan with defined objectives. The challenge is to ensure you have the right objectives. Ask yourself, with the objectives we are pursuing, what question are we answering? Are we even asking the right question? When it comes to strategic plans and objectives, we have
Dealing with what is in front of us today is always appealing. However, sometimes we need to shift our thinking to the much longer-term. Here is a story I use to help people to think more long-term. I am interested to hear how you meet the same challenge. “When I think about long term thinking