Most leaders like to think of themselves as rational decision-makers. We gather information, analyse the options, assess the risks, and choose the best course of action. In practice, that’s rarely how decisions actually get made. Many of the most significant business choices sit in uncomfortable territory: where the data is incomplete, the options look broadly comparable, and there is no clear “right” answer. Market entry decisions, investment priorities, senior hires, positi

Wise words shared by David Sparkes of Millbourn Ross at a conference I attended this week.  The context was law firm mergers and...

As a professional services (PS) marketer, I have often been at one step removed from the real customer interface. It has been frustrating...

Early explorers often used charts which included pictures of strange sea monsters or warnings in areas which were unexplored.  As we move...