Critical to the success of every organization, strategy is not a long planning exercise or document. Strategy can be simple, fun and effective and is founded on a set of five interrelated and powerful choices that positions an organization to win.

ON Strategy

Playing To win
At best, Management Models help managers make better choices faster, without having to go back to first principles to build their decisions from the ground up. However, at their worst, they perpetuate the making of bad decisions. That is why when it comes to Management Models, quality is key.

ON Management Models

A New Way to Think

Integrative thinking is a form of reasoning which allows you to constructively face the tensions of opposing models. Instead of choosing one at the expense of the other, you generate a creative solution. Your solution contains elements of the individual models, but is superior to each.

ON Integrative Thinking

Creating Great Choices

Organizations need to incorporate the best of design thinking into their ways of working to unleash innovation and creativity. An organization will be able to counter-balance analytical thinking with intuitive thinking – to enable it to both exploit existing knowledge and create new knowledge. 

ON Design of Business

The Design Of Business

While prevailing theory holds that stock-based compensation perfectly aligns corporate executives’ incentives with those of shareholders, it does the opposite. As a consequence, executives have done brilliantly while shareholders have become increasingly frustrated. Incentives and governance practice needs to be transformed to enable corporations to prosper in a way that better serves society.

ON Incentives & Governance

Fixing the Game

The combination of the stagnation of medium incomes and the rapid rise of high incomes is threatening the future of democratic capitalism. Its predictive future requires building a more robust knowledge, transactional and physical infrastructure for broadly shared prosperity.

ON Democratic Capitalism

When More is Not Better

For both social entrepreneurs and corporations, the key tenet of social innovation is finding ways to make the world a better place. My work focuses on building tools for social entrepreneurs to create more powerful models for creating value for society and developing models to guide corporations on a path of productive corporate citizenship.

ON Social Innovation

Getting Beyond Better


For my entire advisory, academic, and writing career, I have been deeply interested in thinking about thinking – that is, exploring, understanding, and writing about the models that managers use to guide their thinking. Many focus on management decision-making and whether decisions are good, bad, or indifferent. I always strive to push one step further upstream to explore what model that the managers in question used to frame their decisions. 

As I have explored this question, I have found some Management Models that are very valuable to the managers using them. I have also developed new Management Models, such as Integrative Thinking, Strategic Choice Cascade, and Strategic Choice Structuring Process, that have helped managers frame and make better choices.

But by the same token, I have found Management Models in common use that are destructive to good choices. That is, when managers use them, the model produces results that disappoint the managers. For example, human resource managers use stock-based compensation to align the interests of management and shareholders but find that the outcomes are opposite of those intended. Or they make decisions based strictly on rigorous analysis of data but find that  they can’t innovate. Or they believe that a successful acquisition is one in which the company gets more from the acquired company than it provides the acquired company, only to be disappointed in the results of the acquisition.

I explore these and other flawed Management Models in my articles and books, in particular in A New Way to Thinkwhich reviews fourteen flawed and destructive models, and provides a superior alternative model for each. 


Harvard Business Review
Designing Jobs Right 
Watch "A Plan is Not a Strategy" from Harvard Business Review