Strategic Coherence: Managing Scope, Expectations, and Stakeholders
Organizational alignment relies on reconciling divergent stakeholder interests through negotiation, trust, and adaptive governance. This essay explores how leaders balance scope, expectations, and shifting priorities to preserve coherence between strategic intent and execution, turning tension into collaboration.
Understanding Social Entrepreneurs: Motivations, Behaviours, and Impact
This article defines social entrepreneurs as individuals whose decisions primarily aim to achieve large-scale, lasting social impact. Drawing on qualitative research, it highlights four recurring traits: purpose-driven action, cautious risk management, personal meaning in work, and openness to innovation, which together form the behavioural core of social entrepreneurship.
Strategy in Motion: Sustainability, Innovation, and Dynamic Capability
Sustainable advantage now depends on adaptability. This essay explores how organizations integrate sustainability and innovation through dynamic capabilities to sustain continuous learning, renewal, and resilience. It argues that strategy should evolve as a living system that balances purpose, agility, and responsibility.
Making Change Last: Managing Organizational Transitions
Sustainable organizational change requires distinguishing between the formal change process and individuals' psychological transition. Drawing on William Bridges' transition theory, this essay explains how leaders can manage both dimensions to reduce resistance, foster adaptation, and achieve lasting cultural and operational transformation.