by Kate Mercer | Jan 22, 2018 | Leadership, Organisation Culture
In a thought-provoking post from Neil Crofts, he looks at the effect of short-term planning on the way we live and work, and whether we should be challenging our notion of this. Most of us when we are young find it difficult to think more than a short time ahead. As...
by Kate Mercer | Oct 24, 2017 | Organisation Culture
In my last article I wrote about the trap of over-engineering your organisation as it grows, in the mistaken assumption that people and systems designed for third generation (3G) organisations will automatically be right for your larger 2G organisation. Equally...
by Kate Mercer | Oct 12, 2017 | Leadership
Do you have a tendency to fall back on professional skills – whether that’s data collection, analysis, re-engineering – to manage your growing organisation? Kate Mercer explains that instead you’ll need a whole new range of more ambiguous and...
by Kate Mercer | Oct 5, 2017 | Leadership
CEOs can cling to the myth, particularly in professional service firms, that they can continue to focus on their specialist work and a full client load. Someone needs to manage the place, so how do you make your organisation work when you’ve reached that...
by Kate Mercer | Sep 5, 2017 | Team Development
The best way to train your staff to really work as a team, so you’re tackling the real issues you have as a leader. Kate Mercer explains… Who do you call if a pipe is leaking? A plumber, right? You don’t call an electrician. And when he turns up, you don’t...
