Blog

Running the Race of Continuous Improvement

Staying ahead of fierce competition, adapting to evolving customer needs, and delivering excellence amid workforce challenges and market disruptions is no small feat. Achieving this kind of performance is hard enough—but sustaining it? That’s the real challenge.

The Roles That Drive Organizational Resilience

Many business books are written about change management, but precious few cover implementation. If it is covered, it’s often the last chapter and something of an afterthought. That’s an oversight and one of the reasons studies consistently indicate that more than 70% of change efforts fail.

From Stars to Systems: Scaling Management Capability

Leaders often believe execution breaks down because employees are disengaged or lack resources. In reality, most breakdowns occur when the underlying causes of inefficiency remain hidden. Managers push tasks forward without clarity on how today’s work connects to tomorrow’s results.

Leadership Dynamics: The Important Distinction Between Coaching and Mentoring

In the context of leadership development, the concepts of coaching and mentoring are often mentioned in tandem, or the words are used interchangeably. However, if you unpack these roles, and the relationships and responsibilities that accompany each, you will find there are key distinctions in their frequency and depth that warrant careful consideration and discerning allocation.

From Boardroom Plans to Frontline Reality

Managing Momentum Swings

Momentum swings happen everywhere – in the stock market, the housing market – even in the performance of your favorite sports team. Improvement initiatives are no exception. Implementing new processes or performance management systems rarely follows a straight upward trajectory. Periods of smooth progress are often followed by stretches of painstaking effort.

The Hidden Multiplier: Productivity as a Strategic Lever

Organizations are rethinking their strategic direction—realigning supply chains, reevaluating cost structures, and hedging against future disruptions. But strategy, no matter how well crafted, is only as strong as the organization’s ability to execute. And that is where many organizations get stuck.

Thinking Three Moves Ahead

Growth in the power industry no longer follows a straight path. It’s become a high-stakes chess match, played under time pressure, with unfamiliar pieces. The board keeps shifting. Core materials are unpredictable, supplier prices are climbing, end-users are demanding cuts, and tariffs land like a slap across the face mid-move.

Results Require Relationships: The Dual Imperative for Management Consultants

In the world of management consulting, success hinges on a consultant's ability to balance two fundamental elements: numbers and people. The best consultants are those who can seamlessly blend quantitative data analysis with strong interpersonal skills.

The Value of Management

Are managers becoming an endangered species? Recent studies show a decline in the value and trust that employees place in their managers. Perhaps predictably, there is also a steady decline in the number of employees who aspire to become managers.

When Strategy Doesn’t Stick: Closing the Execution Gap

Carpedia CEO Peter Follows shares why taking the time to diagnose problems thoroughly leads to faster, more sustainable change — and helps organizations avoid costly missteps.

Doubling Down, Not Spreading Out: How One Manufacturer Is Redefining Supply Chain Strategy In The Power Industry

Tariffs, geopolitical uncertainty, and margin erosion have again driven companies to question their supply chain strategies. A common response is to diversify the supply base, expanding supplier networks to spread risk. But in the power transformer sector, market leaders took a different path. Rather than cast a wider net, they chose to deepen their connections, betting that trust, foresight, and long-term alignment would outlast volatility. It’s a contrarian move that may prove to be a model worth emulating.