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Impostor Syndrome: the Coming Crisis for CEOs
Senior executives are generally acutely aware of the pressures they face. For many, that’s already enough to feel like they’re not up to the challenge and will be found out. What’s less obvious to most is that executives also don’t have access to the right…
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Value Management: How to Avoid Being Overwhelmed
If they don’t realize it already, they will soon: anyone engaged in relationships is becoming overwhelmed by the difficulties and Complexity of decisions and trade-offs. Experience-based intuition currently bridges the gap, but it can’t scale and is doomed to fail. Here, we see the ideal…
The Case for Value Management: Part 3: Making it Happen
Pretty much every organization claims that value is a big deal to them. In this final part, we’ll look at the transformation involved with Value Management and how to make it happen – the people involved, the initial process and then how to spread and…
The Case for Value Management: Part 2: the Extraordinary Opportunity
Pretty much every organization claims that value is a big deal to them. In the second part, we’ll look at the huge opportunity there is for individuals and teams to take responsibility for – and ownership of – Value in their organizations, and see why…
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The Case for Value Management: Part 1: the Extraordinary Need
Pretty much every organization claims that value is a big deal to them. But when you look at what that means in practice, the extraordinary need for a dedicated cross-functional Value Management function becomes clear, because almost all organizational challenges can’t be met without one….
Empathy: the Missing Piece of the Collaboration Puzzle
Commercial relationships are struggling, and nowhere is this more true than in collaborative relationships. Such relationships are where Complexity – from both inside and outside the relationship – is highest, and where the fatal flaws in how we typically operate are most clearly (and devastatingly)…
Value Management: How and Why It Works
Part of the beauty of Value Management is that it just works. But how does it work? And why does it work? Because it is built on the most fundamental foundations – the nature of reality, the nature of value, and the ways…
Misalignment on Things That Matter: Proving the Point
The Things That Matter aren’t clear or aligned in our relationships. This missing empathy is what is inhibiting understanding, preventing the management of differences, and hampering authentic collaboration. All of this – and more – was demonstrated through a recent workshop exercise we ran….
Things That Matter: Operationalizing Empathy: Part 4: Harnessing Empathy
How do you harness empathy between organizations? By deploying Value Codes at scale to establish the current state, set targets, and iterate to demonstrate ROI. And we’ll also see proof that this works…!…
Relationships: The Will May Be There… But The Way Isn’t
In our latest webinar on the Things That Matter, polls demonstrated that the will to understand partners may be there, but the way isn’t. Well-intended personal contact tries and fails to plug that gap, with negative and challenging experiences continuing to dominate relationships. This isn’t…
Things That Matter: Operationalizing Empathy: Part 3: Encapsulating Empathy
How do you go encapsulate empathy between organizations? By capturing the Things That Matter and then re-expressing them as Value Codes – an absolutely pivotal process….
Things That Matter: Operationalizing Empathy: Part 2: Establishing Empathy
How do you go about achieving empathy between organizations? By following the Three Step Process, entirely built on and around empathy. And it starts with establishing empathy: surfacing what matters….
Things That Matter: Operationalizing Empathy: Part 1: the Need
Empathy is the root of better relationships. We know this on a personal level. But empathy – actively understanding and responding to the other party’s perspective and priorities – is often almost entirely missing between organizations. Why does this matter?…
How What Matters Materializes
Part of the power of the “Things That Matter” is how intuitive it is. But whenever something seems “obvious”, “simple” or “common sense”, there’s a risk that it’s taken for granted and not appreciated. Things both “matter” in importance and in the sense of materializing,…