White Papers

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Beating the Odds

Most mergers fail to generate increased value for shareholders. Senior leaders can reverse this trend by treating a merger as a corporate transformation. read more…

Common Understanding

Senior leaders need to ensure that goals and objectives are explicitly stated and commonly understood throughout the organization. We have found common understanding to be the single most revealing diagnostic for the performance and success of an organization.read more…

Connecting to Cause

It is the leader’s job not only to delineate the organization’s cause, but also to help people connect with it.read more…

Customer Satisfaction

What are the drivers of customer satisfaction? What does an organisation need to pay attention to in order to build customer satisfaction? This paper makes the case for there being four key drivers of customer satisfaction.read more…

Damn the Ideas

To achieve successful transformations, leaders must develop a culture that celebrates implementation efforts at least as much as the genesis of new ideas. Successful transformations focus on the implementation phase, in which doubts and criticism may make it difficult to maintain the strategic focus required for success. read more…

Delivery Engine

The first step in almost any program for change is building a culture that embraces and thrives on the disciplined implementation of ideas. The Delivery Engine accelerates the development of such a culture.read more…

EI, RI, & CI

There are three core intelligences that together form the rocket fuel for propelling an organization towards success – namely: Emotional Intelligence, Relationship Intelligence and Corporate Intelligence. The role of the Leader is to grow, within the organization, these intelligences and harness their energies. read more…

Half Full, Half Empty

How an organization views itself influences the success of its change initiatives.read more…

Leadership in the Era of the Knowledge Worker

They used to say that there were just two types of people in the Old West – the quick and the dead. Well, in the era of the knowledge economy the phrase might well now be that there are just two types of organizations, the quick and the dying. We are using an out-of-date lens to search for leaders. If we want our organizations to be among the quick rather than the dying, the time has come to change that lens. read more…

Leading Out Loud

The way in which news is communicated affects how it is received. Communicate and you will find that people are more willing to accept change. When it comes to change communication is the most powerful tool in your change tool-kit.
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Phenomenal Outcomes

Belief is a powerful force in attaining phenomenal outcomes for individuals and organizations alike. Within organizations, the leader’s role in supporting phenomenal outcomes is to foster, in staff, belief in self, belief in their colleagues and belief in the organization’s purpose. read more…

Predicting the Success

Choosing a partner means looking beyond what any potential partner is committing to deliver, even when the partner is willing to make the commitment legally binding. If you want to increase the probability of success, you have to go beyond the contract and look behind your partner’s curtain. You need to take the time to evaluate your partner’s culture before signing on the dotted line.
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Ten Habits

To realise the potential benefits of a public-private partnership, Councils must recognise the partnership as a working relationship between two groups of people from two different cultures. Adopting the ten habits, laid out in this paper, will help keep the partnership on track to success. read more…

The Challenge of Leadership

In the traditional command and control environment the manager used her or his will to get people to accomplish the organization’s objectives. In the knowledge worker world leaders must create and nurture an environment that has their people using their own will in the innovative and creative pursuit of the organization’s business goals. read more…