Continuous decision making

Crises reinforce the need for leaders to make high-quality decisions at speed, relying on good judgement that’s backed by insight. Such clear thinking requires the most complete picture possible of your organisation, with visibility of how people are performing under pressure. Of course, you will also face scrutiny of your own performance during the crisis – and the first critic in line should be yourself.

See through the crisis: alignment of effort

After over a year of remote-first hybrid working, the world of work continues to evolve. Today, everything happens in your collaboration and communication platforms. They are the digital HQ, but decision makers are grappling with how to understand their true value for employees, impact on collaboration and business outcomes, and how to move forward.

See through the crisis: critique your own thinking

Crises reinforce the need for leaders to make high-quality decisions at speed, relying on good judgement that’s backed by insight. Such clear thinking requires the most complete picture possible of your organisation, with visibility of how people are performing under pressure. Of course, you will also face scrutiny of your own performance during the crisis – and the first critic in line should be yourself.

See through the crisis

Crises reinforce the need for leaders to make high-quality decisions at speed, relying on good judgement that’s backed by insight. Such clear thinking requires the most complete picture possible of your organisation, with visibility of how people are performing under pressure. Of course, you will also face scrutiny of your own performance during the crisis – and the first critic in line should be yourself.

The Human Side of Resilience

Human resilience is about individual employees having the personal strength to keep moving, leaders having the perspective and skills to chart a way forward in difficult circumstances, and the organisation as a whole to have the capacity to adapt quickly and bounce back in the face of adversity. Julian Birkinshaw, Professor of Strategy and Entrepreneurship […]

Bringing clarity to organisational resilience

Do you understand how your team are reacting to, and performing during, a crisis? In years working with organisations, from the world’s largest and most disruptive companies to traditional industries and charities, it became very clear that there was a gap between technology and people. This is particularly stark in business continuity and organisational resilience. […]