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Discover stories, tips, and resources to inspire your next big idea.
The Organisational Velocity Manifesto
MissionSyncHow long does it take your company to execute a strategic decision? It's a question every CEO thinks about. Few know the answer. Not because they lack insight, but because modern organizations weren't built to measure it. We were promised that digital tools would accelerate coordination. But the increasing pace of change, competing priorities, information overload... Created something unexpected: more coordination infrastructure, less coordination speed. Project management, goal setting, i
Corporate telephone game is costing you 40% of your strategy
MissionSyncIn the boardroom it sounds crisp. “We are pivoting to enterprise to improve unit economics and strategic positioning.” Slides nod along. Heads nod along. You move to the next agenda item. In that moment the decision feels clean and binary. From now on, we are an enterprise-first company. Walk a few steps down the org chart and the sentence has already changed. A director hears: “Focus on larger deals with better margins.” A manager hears: “Prioritize enterprise accounts.” A frontline seller
Your organization can see but can't move: The paralysis between observation and action
MissionSyncThe moment usually looks impressive. A competitor ships a new feature. Within thirty minutes your Slack sounds like a fire alarm. Product managers paste screenshots into five different channels. Engineers pull apart the changelog. Sales shares nervous messages from customers. Someone tags the leadership team with a polite version of “are we doing anything about this?” By the end of the day, nobody is confused. Everyone agrees it matters. Everyone agrees you should respond. You even say the wor
The frozen middle: Why 70% of strategic initiatives die at middle management
MissionSyncThe average CEO joke about middle management lands with a nervous laugh. Someone says, “Our strategies die in the frozen middle,” and the room nods. Then everyone turns back to the deck, adds a few more initiatives, and quietly piles more weight on the same layer they just blamed. Behind the jokes sit numbers that are not funny at all. Only about one in three organizations ever achieve genuine middle management buy-in for strategic initiatives. When they do, those initiatives succeed roughly
Meetings aren’t the problem. Timing, composition, and purpose are
MissionSync$532 billion. That is the estimated annual cost of unproductive meetings in the US economy. It is the kind of number people quote with a nervous laugh in offsites. Everyone nods. Then they open their laptops and book 3 more recurring check-ins. If you look closer, something odd appears. The problem is not that people are meeting. Most of the painful meetings you have sat through were, in a narrow sense, productive. Decisions were made. Risks were surfaced. People left with actions. The proble
Why strategies die between the head and the heart
MissionSyncIn most companies, almost nobody knows the strategy. The number that gets quoted in leadership circles is roughly five percent. Only about one in twenty employees can accurately describe what their company is trying to do, how it plans to win, and what that means in practical terms. It is a depressing number, although not a surprising one if you have ever asked random people in a hallway what the strategy is. There is a harder question that rarely gets asked. Of the five percent who understan
Did your digital transformation make you slower?
MissionSyncOn the investor call, the CEO talks about transformation. Cloud migration, agile at scale, new digital channels, AI pilots. There are numbers to prove it worked. Technology spend brought unit costs down in one division. Customer satisfaction ticked up in another. A slide shows a neat bar chart with “Digital Transformation ROI” in a reassuring colour. Then someone asks a question that is not on the slide. Do you move faster than you did before all this? The room goes quieter than it should. P
