It’s standard practice to be thinking ‘What could go wrong?’ However, along with this consider ‘What are we trying to create?’
By
David J. Abbott
Columnist
aCatalyst Consulting
“Business performance is often not limited by what managers know. The problem is how they think about what they know,” advises the psychologist Jamil Qureshi.
Peter Thiel views perfect competition not as an ideal economic state, but as a destructive force that annihilates profits.
Business success depends less on facts and more on uncovering the hidden systems and unconscious patterns that shape decisions…
Managers do not make random mistakes. They make systematic errors in judgment and decision-making because our brains rely on…
In 2026, a majority of the most valuable global enterprises rely on digital communities, networks, and marketplaces rather than…
As AI agents take on more complex work, the key constraint is no longer access to technology but an organization’s ability to…
The Bottleneck Has Moved: Why Clear Thinking Is Now Your Most Valuable Technical...
