In this article, Tiago Garjaka explains how CEOs undermine and inhibit the business transformation process. We all know that CEOs play a unique role in an organization. They are responsible for linking the organization to the outside world, setting up and delivering on the vision, strategy and goals, leading the executive team, and defining the culture, all while ensuring that the company thrives. Piece of cake.  CEOs also play an important role in transformations, holding the ultimate responsibility for its…

Umbrex is pleased to welcome Robert Latusek with Sequoia Strategy. Experienced project manager leading complex corporate transformation and value creation programmes in pharma, insurance and tech industries, and supporting Private Equity clients with m&a and post-merger integrations of their portfolio assets. Geographical expertise in EMEA, APAC and North America. PhD from University of Oxford in Radiation Oncology. Previously worked in McKinsey and tech startup Quandoo….

A concise post on transformation from Carsten Friedrichs. “Transformation Key Success Factors number 2: If you are not among the first, you react quickly and consistently. You can’t be at the forefront of every topic. No organization can provide that much human and financial capacity. You can be very successful in the role of a fast follower. After all, it is enough that the wheel was invented once. But this includes being attentive and open and recognizing the important trends…

  Karen Barth explains why the majority of consumer products and corporate transformations fail due to cognitive biases.  Why do 80% of the 30,000 consumer products launched each year and 70% of corporate transformations fail? Often business leaders are blinded by cognitive biases, which seriously affect their decision-making – and, as a result, the revenues and welfare of their companies. It can be hard to see these biases from the inside. Take, for instance, one of Britain’s largest food companies….

Jason George takes a look at the mind maps of the London Cabbie to illustrate the difference between storing knowledge in the brain and accessing knowledge stored elsewhere. Having been built up over hundreds of years into its current dense and meandering tangle, London’s road network shows few signs of the regularity that characterizes its counterparts in younger countries. Prior to the advent of cheap map technology, anyone wanting to explore unfamiliar neighborhoods would need a detailed atlas to find…