Research and thinking on group decision-making, stakeholder analysis, and the structural problems that cause well-designed decisions to fail.
Research-based identification of the three root causes of misalignment in groups — and why addressing only the symptoms is never enough.
The three essential conditions that must be in place for any group to consistently translate decisions into successful action.
Why shared language is not the same as shared meaning — and how using a better dictionary can dramatically improve group alignment.
The Chrysler/Maserati alliance as a case study in how not to design and execute a strategic partnership — and the lessons that still apply today.
A counterintuitive approach: instead of trying to force alignment, learn to leverage the natural diversity of perspectives within your group.
When people seem to behave irrationally or illogically, there's almost always a rational explanation — and finding it changes how you design decisions.
How to find the optimal mix of people, process, and technology to maximize the value of management consulting engagements.
A fundamental insight: managers and staff are ultimately only ever involved in two types of activities — and understanding the distinction transforms performance.
How the StratML standard can be applied to produce more rigorous, consistent, and measurable strategic plans.
How the formula for creating client value in consulting needs to evolve to meet the demands of increasingly complex organizational challenges.
Three targeted questions that surface the hidden resistance to ideas before it sabotages your initiative, strategy, or change effort.
Research-backed insight into just how different stakeholder opinions actually are within supposedly aligned groups — and what that means for decision quality.
The ten defining attributes that separate a high-quality consulting product from one that looks good in a deck but delivers disappointing results.
Thirty-three principles, techniques, and approaches that distinguish great management consulting from merely competent management consulting.
An exploration of the 60+ distinct strategic types that organizations pursue — and the implications for how consultants and leaders should approach each.
Why the conventional A-to-B model for initiatives and transformations is incomplete, and how the ABC frame produces more successful outcomes.
The difference between organizations that just want action and those that insist on quality action — and why it determines who wins.
Design thinking is a powerful innovation tool, but without Outside In thinking it misses the most critical dimension of stakeholder perspective.
Why the conventional approach to setting goals and objectives can actually undermine business performance — and what to do instead.
The core management consulting methods that non-consultants can apply to dramatically improve the quality of their decisions and initiatives.
How well-designed business strategies can generate unintended negative consequences — and how to prevent collateral damage and blowback before they occur.
A structured approach to handling uncertainty in group decision-making that goes beyond conventional risk management.
An examination of the 'See Sooner, Act Faster' leadership imperative and whether it applies to your organization's strategic situation.
How the dominant approach to consulting has shifted away from traditional problem-solving, and what that means for organizational decision-making.
A counterintuitive truth about alignment: no group has ever achieved it, nor ever will — and why that insight is actually liberating for leaders.
Why traditional business surveys generate misleading data and actively damage organizational improvement efforts — and what to do instead.
The Prisoner's Dilemma is one of the most insidious and hardest-to-detect reasons why good decisions fail in implementation — and the SchellingPoint approach to escaping it.
There are three distinct types of organizational collaboration — Strategic, Operational, and Tactical — and understanding which one you are in changes how you design it.
SchellingPoint's research into hundreds of group decisions identified a previously unseen critical error in conventional stakeholder analysis — one that causes 83% of group opinions to be unvalidated, quality-failed inputs.
