Roughly seventy percent of organizational transformations fail, and the number hasn’t moved in decades. A specific pattern shows up in many of them: a leader who decides alone, moves fast, and mistakes speed for progress. Here’s why that pattern breaks, and how PRESSURE is sequenced to catch it before the transformation stalls.

Planning your 2027 conference or SKO? Here’s how to pick a keynote speaker who matches what your audience needs to walk away with.

The two earlier posts in this series argued that goal-setting frameworks — OKRs, EOS Rocks, Scaling Up’s Four Decisions — assume a problem has already been agreed on, and that the agreement is usually missing.

Ask a leadership team what problem their quarterly goal is solving, and the answer is often just the goal, restated. “Our problem is we need to hit two million dollars.” That isn’t a problem statement.

A rollout goes sideways for a specific, boring reason: two people in the room were solving different problems, and nobody caught it before the goal went up on the whiteboard.

Goal-setting theory is one of the most tested findings in management science. Here’s why most organizations still get it wrong, and the three failure modes that erase the advantage.

Every dollar you’ve ever spent on training that didn’t stick proves it — you just didn’t want to call it that.

Your New Hire Isn’t the Problem. Your System Is Defending Itself.

The sales training budget looks like an investment in people. It isn’t, usually.

Most leaders think compliance is something that happens to them.