Ever wonder why that particular initiative of yours never got traction? Organizational politics kills more initiatives than people realize, and happens both at leadership and individual contributor levels. Understanding some of the dynamics can help to better navigate the terrain. Three organizational layers and their experiences * The individual contributor: You| Leading Sapiens
The "if...then" way of thinking about cause and effect is common in business. Circular causality is often missed in the decision making process.| Leading Sapiens
Excellence is more mundane than we think. Understanding its nuances increases our likelihood of success. Not doing so sets us up for failure.| Leading Sapiens
Jeff Bezos is one of the clearest thinkers in modern business. This article captures all his mental models and thinking frameworks in one place.| Leading Sapiens
In their book, Business Experimentation, Rob James and Jules Goddard highlight two approaches to strategy that are diametrically opposite to each other. The lone big bet is still the norm First is the traditional big bet approach characterized by centralized once a year planning, while the second is a culture| Leading Sapiens
Almost everyone has the term “problem-solving” featured prominently in their resumes. Conversely, barely anyone uses the term “problem-setting”. Except in complex domains like leadership, problem-setting is often more critical than problem-solving. What is problem-setting, how is it different from good old problem-solving, and why is it critical to effective leadership?| Leading Sapiens