The Organisation That Hit Every Target and Still Lost the Room
Compliance is a record of what was measured. It is not, by itself, a record of what mattered.
Read this issue →POSITIONING ON PARADE
POSITIONING · PERCEPTION · STRUCTURE
A Continuing Examination Of Positioning, Perception And The Structures Which Shape How People And Institutions Are Understood.
The collected edition of POP Issues 001–015.
Select any issue below to read the full article.
The Chairman Who Inherited Someone Else’s Story
An appointment is an event. A mandate is not automatically one.
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The Feasibility Study That Outlived Its First Reader
A document is written to answer one question, for one reader, at one moment. It rarely stays that contained.
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The Institution That Outlived Its Own Story
Every institution begins with a story. Sometimes it is spoken. Sometimes it is never written down. Yet it exists. It explains why the institution came into being, the…
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The Organization That Described Its Work But Never Named Its Value
Ask the organization what it does, and the answer arrives quickly, fluently, in well-rehearsed detail. Ask what changes because of it, and something shifts. The fluency disappears. The…
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The Board That Existed Only On Paper
Most organizations have boards. Far fewer are actually governed by them. There is a difference. One is a legal structure. The other is an operating reality. The distinction…
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The Institution That Changed Its Name And Kept Its Confusion
The institution changed its name. Everything changed. Nothing changed. The confusion that had gathered under the old name followed the new one with complete fidelity. The market encountered…
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The Founder Who Built An Audience But Not A Position
There is a particular kind of disappointment that increasingly confronts founders in the digital age. It arrives quietly, often after years of consistent effort. The numbers appear healthy.…
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The Consultant Who Priced Their Time But Not Their Thinking
Many consultants believe they have a pricing problem. What they often have is a positioning problem. The distinction matters. Pricing problems are usually solved by changing numbers. Positioning…
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The Institution That Could Not Survive Its Founder
An organization becomes an institution only when it can outlive the person who built it. Most founders believe they are building the first. Many are building a dependency…
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