Ever made a big call as a leader that looked brilliant – until it wasn’t? And then came the blame game. Right? “What went wrong?” “Why didn’t YOU see it coming?” Psychologists have long proven it – we fear losses more than we celebrate gains. A bad big bet decision often triggers defensiveness, hesitation, and
Ever found yourself frustrated by how slow decisions move through your organisation? Maybe it feels like the same conversations happen over and over, or that every decision needs multiple approvals before anything gets done. You’re not alone. The culprit? A lack of clarity in how decisions are actually made. I once worked with a leadership
I got the term “summary in detail” from a fantastic client of mine who I worked with for near on a decade. We were presenting a risk profile in a meeting and at one end of the table someone was complaining about the amount of detail. At the other end of the table someone was
Back in 2015, McKinsey published a paper on the future of risk management in the banking sector. At the time I sent it to many of my clients in other sectors because of its very important messages, including this one in their summary: “Bank risk management will likely look dramatically different by 2025, when it
Ever wondered why some organisations thrive in uncertainty while others crumble? As a management consultant, I’ve seen how leadership approaches impact organisational resilience. Often leaders treat good governance as a mere tick-box exercise, disconnected from strategic decision-making – a dangerous approach in today’s volatile business landscape. The solution? Integrate strategy and risk so leaders consider