I have been thinking for a long time about whether, and how to say this out loud. Not because the problems are subtle, but because naming them plainly is uncomfortable in systems that depend on people silently absorbing strain. What follows is an attempt to explain why I am choosing to name them any...
Peter Drucker's The Discipline of Innovation makes a case that has held up for four decades: innovation is not a matter of luck or temperament. It is a structured, systematic process rooted in observation, analysis, and disciplined execution. Drucker identifies seven sources of innovation opportunit...
How research leaders get good at placing bets, running experiments, and building the discipline that strategy actually requires.
Diagnosis is necessary. It is not enough. At some point a leader has to stop analyzing why the system produces planning artifacts instead of strategy an
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Why strategy disappears inside higher education institutions and what system-level moves actually look like.
This is Part 3 in a series on strategy, planning, and organizational design in higher education. Part 1 establishes the distinction between strategy and planning. Part 2 argues that strategi...
