The evidence beneath the method.
Research supports what we do. It is not what we sell, and we do not lead with it. It is here because senior buyers are entitled to know whether a practice is built on evidence or on assertion.
Two active programmes of research.
How the strengths that carry a leader to executive level become, under sustained pressure, the mechanism of their failure — and what can be done about it before exit becomes the only remaining option.
What happens to collective judgement when pressures arrive not sequentially but simultaneously, and what distinguishes the executive teams that continue to decide well from those that do not.
Work in preparation.
A monograph on executive judgement and leadership development, together with a series of working papers, is in preparation. We do not attach publication dates to work that is not yet published, and we do not present work under review as though it were established.
Enquiries from academic colleagues, and from organisations interested in participating in the research, are welcome.
The established literature the method draws on.
The empirical literature on why capable senior leaders fail, and the specific patterns that recur across sectors and geographies.
How groups reason when time is short, information is incomplete and the consequences are severe.
What allows a group of capable individuals to think better together than any of them would alone — and what reliably prevents it.
If something is happening in your organisation where the quality of executive judgement will decide the outcome, the useful first step is a private conversation about the situation itself. If we are not the right people for it, we will say so.
