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Washing as a management operating system
Washing has become shorthand for a familiar pattern: when a company projects a desirable value for reputational or marketing gain while failing to back it up with genuine structural action.
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The accidental genius of bad logic – how decisions derail
Decision-making is closer to solving a math problem with the wrong formula and still landing on the correct answer–by accident. The danger is not the mistake itself, but the feedback.
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Passing the exam, learning none – how KPIs work
KPIs often resemble school exams: a formal mechanism to demonstrate compliance to a higher authority, while the original purpose—learning, capability-building, and real progress—quietly fades into the background.
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Pricing use case: re-architecting a portfolio
For a company, pricing is an architectural problem: you study an existing structure, find the load-bearing faults, design reinforcements, and rezone space so people move where the system is both healthier and more profitable.
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Resilience for adaptivity
Do you know how to assemble IKEA furniture on the deck of a ship, in a storm, with the wind snatching your hex key, the pieces missing, the instructions are soggy? Welcome to the current stage of modern business.
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Add-on vs core portfolio
You spot the shiny car that’s been haunting your dreams, and the salesperson says: “The model starts at X, but if you liked wheels, windows and steering wheel, let’s look at the options sheet.”
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Customer journey advanced level
Knowing that customer journey is like a river, not a railway, you can’t control the current, but you can shape the flow. That’s where behavioural science steps in — not to script the journey, but to design the conditions that influence it.
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Organisational lifecycle
Startups often mock the sluggish pace of large companies — the layers, approvals, and seemingly endless processes. But that “slothfulness” is actually what startups must aim at if they want to survive and scale.
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Customer behaviour is like a river
We often design customer journeys like railway systems — assuming customers move from awareness to consideration to purchase in clean, logical stages. But in reality, customer behaviour flows more like a river — shaped by context, emotion, and invisible currents.
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Responsibility is not the blame game
Blame is just responsibility’s awkward cousin who always shows up uninvited. Though mistake is not the issue – not learning from it is.