Let’s explore bold ideas that can radically transform the work experience, together.
Dedicated to the “crazy ones, misfits and rebels”. We’ll look at typical challenges in atypical ways.
TOP STORY
Meet the Talent Dream Team
The CAUSE model just got a boost with a new Talent Agency block that helps employees with career paths and role matching. By continuing to build upon the CAUSE model, we can make corporate structures more people-focused and less about old-school management styles.
Keep readingMORE WHAT IF?
An Alternative to Corporate Hierarchies
Down with the hierarchy! While traditional corporate hierarchies have big challenges, there hasn’t been many changes. I propose a Co-equal, Aligned, United, Self-directed and Empowered (CAUSE) model. This will enhance agility, transparency, and employee engagement while finally addressing cultural issues like silos and self-preservation.
How to Keep Leaders Fresh (and Crispy)
For many, a sad career reality is that you can only be promoted when your direct manager is promoted (or leaves). But what if your manager is not interested in either? Let’s explore a way to get out of career limbo and re-energize your leader.

LATEST TWISTS
How to Make Bad Managers
I’m not a chef and I certainly don’t play one on TV. What I can do though, is cook up one unappetizing recipe for terrible managers, expertly crafted using a mix of stale culture, self-serving behaviors, and undercooked training. Bon Appétit!
Do You Have a Role Exit Strategy?
Recently, remote work, artificial intelligence, work-life balance, social governance, and others have influenced labor markets. If I had to pick one though, I’d say AI is the biggest. This means it’s probably time to plan for when your job role changes.
Boomers to Millennials: The Evolution of Leadership
Generational shifts in leadership are coming, with Gen X taking over from Boomers and Millennials rising quickly. With each group having its quirks and strengths, the future of work and corporate culture will be unlike anything we have seen before.


