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Which of these five lessons could help you improve the delivery of organizational change across your business?
Building ownership is a Sisyphean effort. It is a never-ending task of developing mutual trust across an organisation, aligning everyone behind a clear strategic intent
What level of local discretion is demanded by your strategy and business model? And how effective is your organisation in delivering your approach?
What meaningfully unique ideas are you working on at the moment? And what investments are you making in your organisation’s ability to create and deliver bigger, better and faster innovations?
How are you balancing your desire to deliver your most important initiatives at pace, with the need to ensure desire and enthusiasm to go even further and faster next time?
Which of these eight accelerators already exist in your business? And which should you now work on to deliver faster, bigger and better innovation for your teams, investors and customers?
If you’re like the business leaders that I’ve been talking with, you’re currently working out how to rapidly cut costs across your organisation.
If you’re a leader of a business that has survived the initial shock, what should you be doing over the next 3-6 months as you wait for the recession tidal wave to hit?
What are the personal objectives that you wish to deliver through your working life? And what lasting impact could the delivery of those objectives achieve?
Leaders face a common set of tasks – the job description of leadership. As a leader of your team, or organisation, how do you rate on these critical 11 tasks?
One of the things the current pandemic has surely taught us is that we cannot predict the future or assume tomorrow’s events. The future is still to be written
The post-pandemic recession is going to be extremely challenging for most businesses. As a result, you may be tempted to sit tight. That would be a mistake.
How could you use scenario planning to help you and your team find a way to not only survive the crisis but to thrive in the years that follow?
What ‘moonshots’ could your organisation deliver this year? What are the feasible, if difficult, initiatives under your control?
What steps are you planning to take this year and next to balance your cost management disciplines with investment in your brands and people?
If you want to get ahead of the next stage of the coronavirus crisis, you should start to think about your post-pandemic future now.
In this post, I will share how you can develop a coherent and winning business strategy through the uncertainty and turbulence of the next few months and, most likely, years.
As the health crisis, the first wave of it, at least starts to recede, a second crisis will grow in importance. This is the COVID-19 economic crisis
My second MixTape is all about helping you make big decisions. It’s 40-minutes long and I think it would be great to listen to on your commute to work
How well does your organisation learn and apply the lessons from previous failures? And how do you ensure that your learning processes focus on cause and improvement, rather than blame?
Morgan Cross Consulting Ltd
PO Box 9210
Newark, NG24 9EG