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How to be a leader: inspiring confidence, what goes on inside your head when you are alone with the decision, and why you sometimes have to hand out certainty when you know the odds could go either way.
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How to benefit from the AI disruption and not be sidelined by the change
There is no such thing as no politics. Sixty-one plays, good and bad, so you can build support for your ideas, spot the moves being made against you, and get the credit for your work as AI changes who does what.
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How to make sense of the intangible activity
Places structure on the intangible activity that precedes sales: seven capabilities, from customer experience to competition watch, that together drive a company's top-line growth.
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How to build a lasting, repeatable capability that drives commercial innovation
Most organisations innovate by accident and depend on who is in charge. How to build a lasting, repeatable capability that turns ideas into commercial value, and keeps doing it as AI changes what is possible.
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The human skills that set people apart when knowledge is cheap
Measuring the human qualities that make the difference: 190 competencies in three sections, The Basics, Consulting and Leadership, each described from novice to master.
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Stop relying on experts and turn competence into productivity
Competence belongs to a person; capability belongs to an organisation. How to choose, design, build and mature a capability by organising competent people with systems, routines and motivation, with innovation as the worked example.
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