How we think
We have a distinctive view on the character of organizations. For us, they are rational and emotional. Individual and social. Planned and emergent. Visible and hidden.
Our founders share perspectives and experiences in journals, at conferences, and in the media. You’ll find a selection of thought pieces below.
How to Turn Individual Talent into Organizational Excellence
Harvard Business Review
Yes, hiring and rewards matter for performance, but leaders who want sustained elite performance should ask:
What is our system teaching people every day?
Where and how are standards enforced socially?
Which routines shape learning, behavior, and performance?
Executing the CEO’s Agenda Through Targeted Learning
MIT Sloan Management Review
Targeted learning can be a catalyst for transformational change. It addresses the tricky social problems that make or break world-class strategy execution.
What Separates High-Performing Leaders from Average Leaders
Harvard Business Review
Are today’s organizations built for leaders to fail? How do you become a better leader in this environment? For decades, the answer has been ‘competencies’ — is that really enough?
Harvard Business Review
A CEO’s first 100 days are exhaustively studied; the last 100 days far less so. Mishandled transitions can erode shareholder value, destabilize strategy, and undermine trust. How can it be done better?
Overcome Resistance to Change by Enlisting the Right People
Harvard Business Review
The secret to changing an organization is to understand the fundamental units that make up the social system — the local tribes — and to invert the change process so that tribes own the change.