All posts by al1gnm3nt

About al1gnm3nt

Before founding Decipher Consulting in 2002, I worked as a strategy consultant in Johannesburg and Sydney with leading global firms. My 15 year management consulting career was preceded by a full decade as a successful chemistry researcher and lecturer. I have - after my "science apprenticeship" - served on major consulting engagements with diverse organisations, including high-profile success stories like the South African Revenue Service transformation. My advisory focus has over this time progressively shifted to the domains of organisational effectiveness and leadership development. I am an institutional innovator first (my day job), and STEM education activist second (volunteer). My re-engagement with education in 2011 was driven by a desire to increase access to effective STEM (science, technology, engineering, maths) learning via technology and social media for high-schoolers. I have also been appointed as a honourary lecturer by UCT to teach Leadership on a new MPhil programme in Medicine. Whatever I do, however, I simply seek to promote a life-long love for learning and a deep desire for improvement.

The NUMMI story (still relevant today)

The Toyota/GM joint venture in 1984 in California is the stuff of business school legend.  This fantastic radio broadcast from 2010 is worth every minute of its hour-long offering.

Minute 40 is sublime for its reference to big picture/”systems”!

If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.

– Albert Einstein


The Cynefin Framework

[Wording by Dave Snowden] Cynefin, pronounced kuh-nev-in, is a Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways we can never understand.

Using the Cynefin framework can help executives sense which context they are in so that they can not only make better decisions but also avoid the problems that arise when their preferred management style causes them to make mistakes.