Most transformations don’t lose momentum because the strategy was wrong. More often, it’s the way leadership teams work together under pressure that determines whether change takes hold or starts to fade. Every leadership team has experienced it. A transformation begins with genuine momentum, with clear ambition and an energised team that believes this time things […]
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The Disengagement Drift – And How We’ve Helped Leadership Teams Stop It The ‘Quiet Quitting’ Phenomenon, And What Leadership Teams Can Do About It Gallup’s State of the Global Workplace report put numbers to something many leaders have been feeling for a while: engagement has slipped, and it’s slipping in ways that are hard to
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McKinsey call it a “leadership factory.” We’d call it Collective Leadership. Same idea, different postcode. Why Some Organisations Keep Producing Great Leaders (And Others Keep Hiring Them) McKinsey’s global managing partner and two of its senior partners published a piece recently making a claim that should unsettle most leadership teams: ten years ago, CEOs and
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A practical framework for leadership team performance Why do some leadership teams keep moving under pressure or significant change, while others slowly lose momentum, despite having smart people, good intentions, and a clear strategy? In most organisations, the executive team is made up of experienced leaders who know their function, understand the business, and care deeply
Introducing Beacon Consult’s Leading Lights Model Read More »
Non-Financial Risk Is Ultimately About How a Board Thinks Why this matters now In recent years, non-financial risk has moved from the margins of board agendas to the centre. Culture, conduct, operational resilience, and reputation are directly linked to enterprise value and long-term performance. Most boards know this. What is less often examined is whether the way
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Do Boards Have the Right Information to Make Good Decisions? Board decision making has become more demanding over the past decade. Expectations around governance, risk oversight, strategy, and accountability continue to expand, yet many boards still rely on information flows that were designed for a simpler operating environment. Good board dynamics and experienced directors matter, but neither
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Why Organisational Transformations So Often Disappoint Most organisational transformations don’t fail because the ambition was wrong or the strategy was naive. In our experience, they fall short because leaders underestimate how difficult it is to change what happens when pressure is on, trade-offs need to be made, and long-standing habits slowly reassert themselves. A statistic that gets
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Why Boards Need Diversity of Thought, Not Just Representation Many boards today can point to some progress on visible diversity. Gender balance is improving but there is still a way to go, cultural representation has sadly declined, and some sectors are beginning to see broader age diversity. These changes although mixed, matter. Yet when you watch a board deep in discussion,
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Most organisations now talk about diversity with far greater confidence than they did a decade ago. Gender representation particularly for women has improved, but there is still a long way to go. Cultural and linguistic diversity is part of everyday workforce conversations. Many leaders genuinely want teams that reflect the communities they serve. But when you look closely at
Why Thinking Styles Matter More Than Ever in Leadership Read More »
If you ask most directors what shapes board performance, they’ll talk about experience, structure, and good governance processes. All those things matter of course, but they only work if the culture in the room allows people to actually use them. That reality is becoming harder to ignore, especially with psychosocial legislation now reaching beyond day-to-day operations
Why Culture in the Boardroom Matters More Than Most Boards Realise Read More »
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