The following is a list of short essays stimulated by work we have done in previous projects. They show insights gained at the time and describe some of the techniques we used. We would not necessarily use the same approach in a new project because, as we said earlier, each project is unique in time, place, people and context. But these articles reveal something about the knowledge, experience and insights of our consultants.

Key lessons for Leaders

A distillation of the main lessons we have learned in our consulting experience.

The Game of Management - who changed the rules?

Much of the talk about management these days is about dealing with the consequences of change. Many managers believe that dealing with change is something that they have always done. But there is a difference between the day-to-day change we all are engaged in, and the more fundamental kind that changes all the rules.

Strategy or tactics- which is more important?

Most managers have been trained to be logical, analytical and objectives driven. Many have spent their careers in just one or two functions. This makes them more comfortable dealing with tactics and technical agendas than strategy. But this background does not always help them when they get to the top and have to develop or change the strategic direction of the business.

The Vision Thing

George Bush senior famously said he did not do 'The Vision Thing' well. There is no argument that it is difficult to work out why an enterprise should exist and express this in terms that everyone in the organisation can relate and contribute to. But unless it is done half the value of the talent that exists in the organisation will be wasted.

The Culture Thing

If an organisation wants to improve its results significantly, it has to change the way it works. That means influencing both individual behaviour and the way people work as a group.

The Customer is not King

It is the most well know cliché about customer service and yet few organisations believe it sufficiently to shape both their strategic direction and their operational processes around the belief that the customer really is king. In most organisations the customer clearly is not.