One of the biggest sources of enterprise fragility is that most leadership actions are episodical, and leadership artifacts (LA) are discrete, analog, and disintegrated. I offer a simple solution to make the enterprise as fluid as water.

In the business world, agility is often framed as a linear process and presented with examples of cause-effect episodes: an opportunity is identified, and you must be agile to seize it. However, the modern military and hedge funds follow a very different approach.

Model-first enterprises will unlock the true potential of the new age of AI, cloud, robotics, and quantum computing. Until then, we will have Adam Savage’s Spot rickshaw carriages.

From dishwashers to cars and airplanes, manufacturing became a global commodity. Competitive pressures eroded manufacturers' pricing power at a pace that efficiency gains could not offset. This calls for being intelligent about operations strategy and technology.

In this post, I share major hacks that accelerate, de-risk, and reduce the cost of enterprise-wide business process transformation initiatives with ease.

The firm of the future may be ten million people working together for ten minutes

Growth hacking is inductive, non-linear, and empirical, contrasting the economic literature's deductive, linear, and abstract frameworks. Therefore, it can yield prescriptive and actionable insights that create virtuous cycles, avoid vicious cycles, and regulate linear economic development. This perspective led to a novel definition of the quality of growth. As an extension of this definition, three development archetypes are stylized as "active," "passive," and "sustaining" based on reflexivity characteristics of the underlying economic subsystems.

Technology comes to the rescue and enables the manufacturing industry to reimagine, redefine, and rebrand its jobs into rewarding life paths. But first, leaders should recognize the fundamental opportunities and challenges

A massive flood of commoditization is coming to Earth, and there are only 2 places to shelter: Metaverse and Universe.

If you want to catch the ball, run where the ball is heading, not where it is coming from. Same applies to industrial revolutions too.

Here is how to achieve a true manufacturing renaissance with greenfield innovations driven by x-shoring.

The USA can create a true manufacturing renaissance with greenfield manufacturing innovation. But it takes radically different factory concepts wrapped with business model innovations.

I did a mini-research to see which countries best used this door to the next era. Here is what I found:

Working capital math involves lots of exponentials to hack. But the body of knowledge is entirely linear and reductionist. This conventional mind breaks working capital into receivables, inventory, and payables, then improves these islands of the working capital.

Dogs instinctively chase cars, but when they catch one, they don’t know what to do and simply stand next to the car and bark at it.

This resembles managers chasing magical metrics like OEE. When given the metrics, they are paralyzed and start philosophizing over the numbers. Besides, these magical numbers measure the past, which is impossible to change.

To avoid this costly inaction, I advise implementing the business process as a managerial context first.

Being original has never been so easy.

It is not because we invented better ways of being original. Instead, originality is so rare.

Here is a quick guide to stand out;

Imperceptibly small waves can create big waves. Following established trends, at best, typically delivers market-rate returns known as beta in investment terms. On the other hand, the alpha—returns beyond market growth—lies in beating the market by spotting and acting on not-so-obvious opportunities before they enter the mainstream.

Dear CxO,

That “control tower” looks like what it actually is: a glorified dashboard.

Demand these 2 things from your organization

With a little bit of willpower and discipline, you can curate an online retinue that will have you dominating the boardroom in no time. I've been doing it for almost two decades, and here are the magical results.

For most business leaders expecting hard results, continuous improvement (CI) initiatives look like circling the origin, starting all over again, fixing issues that were thought to be fixed, and so-called improvements that don’t appear in aggregates.

Here is the escape plan: