We let ourselves get captured. Not physically, but psychologically; by forces that benefit from our division. We react to provocations, defend against narratives, and need to organize our thinking around agendas. We're distracted by the noise of conflict while the real issues are swept under the rug.
Consensus-based decision-making leads to greater commitment and more durable outcomes because the process itself builds trust and collective ownership.
What would it look like when we'd apply this process to larger conflicts? Instead of trying to defeat opposing viewpoints, what if we focused on understanding the underlying concerns that give rise to them?
There's a moment when the curtain falls away from complexity, revealing the elegant machinery underneath. It’s part of my daily professional life, and it’s very rewarding to see a “Wizard of Oz”-like revelation, when all elements fall into place and all starts to make sense to everyone involved.
In a personal setting, it recently happened to me, holding two identical documents: pre-sales offers from competing energy suppliers that differed only in logo and color use. Everything else, from layout and typography to phrasing and discount calculations, was mirror-perfect. This couldn’t be coincidence. This seemed choreography.
What we see in the audio industry echoes patterns in many other sectors. Televisions, mobile phones, cars, appliances: the same script unfolds.
Established business models encounter disruption from cost-down engineering, rapid manufacturing, and agile new entrants. Faced with this pressure, companies tend to work on survival strategies. They often pivot toward services, mostly bundled as subscriptions, or they move upmarket and embrace the identity of a luxury brand.
This article is not merely about changing technologies or generational habits. It is about industrial strategy in a multipolar world, where supply chain control and ecosystem dominance determine winners and losers
The quest for “better visibility” may start with a simple digital presence, leading to getting caught up with the performance marketing whirlwind, only to discover it leads to paying for the privilege of spending more time at becoming a marketeer.
Performance marketing says: "Cast wide, sort later." Strategic brand building says: "Be so clear about your values that quality prospects identify themselves." The businesses getting this right aren't chasing more customers. Instead, they're using methodologies where the right customers find them.
“So… what is it that you do?”
A simple question. Until it isn’t.
For those of us whose work doesn’t fit neatly into categories, answering it can become surprisingly complicated.
In this article, I explore the paradox of roles that resist tidy titles. I share two deceptively simple questions I often ask to uncover deeper purpose, and reflect on the Japanese concept of Ikigai; a compass for aligning passion, skill, contribution, and value.
The true shape of company culture extends far beyond formal structures and job descriptions. The unspoken rules, coffee break conversations, and silent leadership; informal relationships at work are the real drivers of success and retention.
Why celebrate dubious achievements while ignoring fundamental flaws, misconceptions or marketing spin? The reasons go deeper than politeness or professional courtesy.
The cost of silence is always higher than the discomfort of truth. The real question isn’t whether your industry has uncomfortable realities. It’s whether you’re brave enough to talk about them before they become tomorrow’s headlines.
The EU AI Act marks a defining moment in global tech governance. Not as a bureaucratic obstacle, but as a bold ethical stance. As AI systems become increasingly influential in shaping societies, the European Union has taken a values-first approach; prioritising transparency, accountability, and human rights over unchecked innovation.
This article explores how the Act reframes regulation as a democratic safeguard, challenges the economic status quo of algorithmic power, and positions Europe’s framework as a blueprint for responsible AI worldwide. In doing so, it raises an urgent question: not whether we should regulate AI, but whether we can afford not to.
Well, here we are again. Another day, another cheerful email from a company letting me know that my data has gone on an unscheduled field trip. This is the umpteenth time a company has reported a data breach. Or rather, bothered to admit one. It's one in a long, drearily predictable line of privacy and security invasions, once again, I'm left to watch helplessly from the digital sidelines.
Scaling up a business shouldn’t mean scaling down humanity.
Yet too often, that's exactly what happens. In the race for efficiency, we optimise systems while quietly accumulating "human debt"; the hidden cost of neglecting empathy, ethics, and neuro-inclusion in corporate life.
This article looks at the real consequences of misaligned onboarding, perverse incentive structures, and cultures that reward conformity over contribution. And it makes the case for a different kind of growth: one that treats people not as resources to manage, but as potential to unlock.
Are public debates forcing you to pick a side? Is symptom-focused governance ignoring root causes and, instead, weaponising our human contradictions? From parking permits to migration policies, public discourse is being shaped by moral misdirection. Counter-marketing might help us flip the script. But are we ready for it?
Strength and Power are not the same thing. Unfortunately, in many organisations, we reward confidence over competence, noise over nuance. What if we would promote the quiet force of strength, the kind that builds trust, invites humility, and supports sustainable leadership?
Ever felt like your mind is spinning at full speed, while your work is stuck in first gear? You're not lazy. You're likely underused. And you’re not alone. There’s a lot of talk about burnout. But what about bore-out? The slow, silent drain of creativity and energy that happens when bright minds are left unstretched, unseen, or miscast in traditional roles? It’s more common than you think, and it’s time we address it.
Why do some business deals seem perfect on paper but fail in execution? How come clients move away from a decision? Many organizations struggle to predict and influence partnership or customer decisions accurately. Traditional approaches often emphasize tangible factors like financial projections while undervaluing psychological and relational elements. As a result, promising collaborations either never materialize or quickly deteriorate due to misaligned motivation.
Ten years into building LMNS, one thing has become crystal clear: the traditional structures of business collaboration are fundamentally misaligned with how many independent experts actually want to work together and participate in projects across Europe.