Author: Bertrand Potier
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Delivering Tailored Transformations that Stick
As a fast-growing 400-person company gathered for its quarterly leadership offsite, the founders still remember when the whole team fit in one room. It was back when growth itself felt exciting and no challenge felt too overwhelming. Now there are functions, layers, and a steady wave of tensions, small and large and they seem to…
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Discovery is the First Step
“Ask five people in the organisation why this is hard and you’ll get five different answers.” “We are busier than ever, yet the impact does not scale with the activity.” These are the moments before a leadership team has a shared, evidence-based view of what is going on. Discussions stay anecdotal, and each leader carries…
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Why Good Initiatives Stall: a live workshop
We asked twenty-four founders at Venture Café Warsaw a simple question, and most hands went up. A field note on running the four lenses live, and the gap between effort and outcome they revealed.
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Ambitions to Assumptions: Getting the politics wrong
A consultancy imposed the right framework on an organisation that wasn’t ready for it. I got the redesign right, then learned the harder lesson: moving in the same direction isn’t the same as bringing people with you.
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The Four Lenses: reading your system of work
Capable organisations often misread their own problems, treating symptoms as causes. The Four Lenses, Value, Flow, Quality, and Experience, give leaders a practical way to see what is really happening, and where to start.
