I’ve been on both sides: the leader helping someone transition, and most recently, the person going through one.
A business operating system is a framework for running an entire business—everything from strategic planning to day-to-day operations.
I prefer the phrase “work-life congruence” because it puts “life” and “work” on the same team instead of pitting them against each other.
The best (and only) use case for a reorganization is to solve a specific business problem.
It’s not enough to give people access to the data; they must also be able to make sense of it.
Rotation can’t be used as an excuse to shuffle mediocre performers around just because it’s easier than exiting them, or as a tactic to keep truly unhappy or poor culture fit employees from quitting for a few more months.
Eventually, the business scales to the point where no single person can see everything happening (even the CEO), let alone be involved in it all. And a shift happens.
The relentless drive to optimize created brittleness—single points of failure where one disruption could cause the entire business to collapse.
In some ways, remote work has made communication feel less “human.” Conversations are more like transactions when every interaction is formal, scheduled and agenda-driven.
We are hearing stories every day of new M&A activity, accelerating valuations and increasing deal flow.
Little attention, if any, is paid to whether the brand resonates with the people inside the organization.
Our work relationships aren’t and shouldn’t be transactional. All relationships are human relationships.