In-depth editorial profiles of the people who shape great organisations: the context, the defining decisions, and the durable lessons. 29 leaders and counting, from founders and operators to chairs and CEOs.
After a career spent inside the consulting machine, James Healy reached an awkward conclusion: most of what organisations do to "fix" their people is ritual nobody ever validated. His remedy is to stop blaming character and start redesigning context.
The Ogilvy vice chairman has built a career on a single, mischievous heresy, that the rational, engineered answer is usually the wrong one, because value lives in perception, not in the thing itself. It is a stranger idea than it sounds, and a more useful one.
The research most organisations trust tells them what customers say. Angela Bliss, Head of Behavioural Science at NAB, has built a career on a more uncomfortable question, what those same customers will actually do, and on the science of closing the gap between the two.
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