Some organizations fall in the trap of pursuing a cost-cutting agenda. Although it seems to give some short-term wins, cost-cutting can never be a long-term strategy.
There’s no constant ground. Every strategic general must always remember that today’s assumptions do not hold tomorrow.
Those who invent the future forget the past. Almost everything you thought was true, imagine all of it is wrong.
Often, this inability to ask the right questions impedes the decision-making process for most leaders.
Most organizations do not know their winning formulas. They simply stumble on success. Ask a group of senior executives why their company is winning, and none will agree on that one thing. 99 percent of what organizations know is wrong
Finding market and market fulfilment are the major demand-side problems in any business. For a business to survive, it must have market for its products. But it must have the capabilities to fulfil the market
Accounting is the old language of business and it was represented by profit. But that’s now past, there’s a new language of business and it sounds more like sustainability
Organizational resilience is in short supply. Organizations of the future must pick lessons from the woodpecker.
Backward integration should not be thought of as a complex process. It’s simple as long as one is able to understand the inputs to their current business
Strong data cultures will run the world of business. Yet, most organizations in Uganda continue to treat their data as a side project.