Organizational challenges are undeniable realities. They can be negative, such as declining profits, or they can be positive, such as lack of focus during a hyper-growth period. Regardless of what they are...

We all have 99 problems, but solving them should not be one.

The concept was birthed from a conversation I unpacked with someone who reported directly to me. Not only did the desire to articulate the concept of Philosophy of Work come out of the conversation, but a maxim that helped me best articulate my philosophy: intent + opportunity. My philosophy is simple: move forward with intent and seize every opportunity that presents itself.

if we leave the conversation at the level of the semantics behind how one person defines strategy or another defines execution or another defines projects, then all we are doing is having a conversation about how we view the work we actually do.

I am big fan of clichés. No, really, I am. The thing about clichés is that they are inherently useful in conveying meaning beyond words. Put even more straightforward, clichés are a way to share complex things, like emotion or emphasis, in ways that are sure to be understood.

My life and I suspect that it may be the same for many of you, has been a constant stream of expectations: sometimes they are met, sometimes they are not. When my expectations are met, I feel a sense of fullness; when they are not, I feel a sense of dissonance.

Whether you are the senior leader in your organization, someone with empowered organizational influence, or rank-and-file on your team, here are five truisms that will help you change culture – or do something enough like it.

In the most iconic scene in the movie "Se7en," Brad Pitt's David Mills reacts to receiving a box from the antagonist by hauntingly saying, "What's in the box?" This scene can be a gripping analogy for a CEO delving into the underside of their organization's culture. Like the suspense surrounding that fateful box, leaders embark on a nerve-wracking journey when they conduct a 360-degree internal audit of organizational culture.

Sometimes, when we look at competing ideologies of organizations, we can easily fall into the trap of considering those ideologies as absolute or a binary construct. If we like one, we can’t like the other. So, let’s dive into two of the more critical voices in organizational culture: Edgar Schein and Peter Drucker, the heavyweight champs (as it were).

But what indeed fascinates me about it is something that goes beyond the traditional ideas of organizational development in the sense of strategy and structure. I am enthralled with the constituents of the organization itself.