Short, observational notes capturing subtle shifts, patterns, and undercurrents shaping executive decision-making.
In many boardrooms, alignment is seen as strength. Yet when consensus forms too quickly—or too comfortably—it can become a signal of untested assumptions rather than shared conviction. This article examines when agreement stops protecting decisions and starts weakening them.
Why Unanimous Decisions Deserve a Second Look Read More »
In today’s boardrooms, silence is no longer passive. It has become a strategic signal — indicating alignment, tension, risk, or readiness. Understanding what is not said may now matter more than what is.
When Silence Becomes a Strategic Signal Read More »
Introduction Healthy governance depends on questions. Not compliance questions. Not procedural checklists. But challenging, uncomfortable, clarifying questions. When boardrooms become quiet—not because clarity was achieved, but because inquiry has faded—governance risk quietly rises. Silence may look efficient. In reality, it often signals disengagement, power imbalance, or misplaced confidence. Key Highlights Why fewer questions can indicate
When Questions Disappear, Governance Should Worry Read More »
When strategic clarity fades from boardroom conversations, something else quietly takes its place. This article examines how silence, repetition, and over-alignment often signal a deeper shift in executive decision-making.
When Strategy Stops Being the Loudest Voice in the Room Read More »
In data-driven boardrooms, not all risks appear on dashboards. This article explores why numbers can create false confidence — and how CXOs can detect warning signals before decisions fail.
When Data Looks Right but Feels Wrong: A Boardroom Warning Signal Read More »
Formal authority defines roles, but informal power shapes outcomes. In boardrooms and leadership teams, decisions are often influenced less by organisational charts and more by trust, credibility, history, and unspoken influence networks.
How Informal Power Shapes Decisions More Than Org Charts Read More »
Consensus is often treated as a marker of strong governance. But when agreement arrives too easily or too quickly, it can signal something else entirely — risk avoidance, muted dissent, and decisions that go untested. In modern boardrooms, excessive consensus can quietly become the enemy of sound judgment.
When Consensus Becomes the Risk in Boardroom Decisions Read More »
In many organisations, CXOs are formally accountable for outcomes but rarely act with true ownership. This invisible gap—between being responsible on paper and owning decisions in practice—quietly weakens execution, slows transformation, and signals deeper governance challenges within the boardroom.
The Gap Between Accountability and Ownership at the CXO Level Read More »
