Insights on Strategy, Execution & Complex Organisations
I write about how strategy, execution and organisational design work in real-world environments — the kind that resist simple plans, reward systems thinking, and require leaders to adapt with clarity and purpose. Here you’ll find insights on strategic ambiguity, strategic manoeuvre, organisational viability, decision-making in complexity, and practical leadership thinking.
Browse the latest articles, or explore by topic below.
Who Gets to Claim the Future?
The most powerful strategic decision in your organisation has already been made.
It is the future you believe is inevitable. Not the plan. Not the priorities. Not the transformation programme. The future you assume is coming.
Every strategy rests on an imagined tomorrow. Most of the time, tomorrow is not examined. It is imported. AI will restructure the sector. Demographic change makes centralisation unavoidable. Digital is the only route to growth. Efficiency is non-negotiable.
Mike's presentation delves into the complexities of the modern business landscape, sharing insights and approaches that can help leaders navigate challenges effectively.
In complex and high-stakes environments, stability is an illusion. Reflecting on my experiences as a soldier in Afghanistan, this talk explores the challenges of adapting strategy and execution in the face of chaos, risk aversion, and an agile adversary.
Podcasts and Talks.
Apperences from our founder Mike Jones.
Systems Thinking and Strategy for Leaders : Join us for an insightful interview with Mike Jones, founder and director of LBI Consulting, as we dive into the world of systems thinking and strategy.
In this episode of The Change Agent Podcast, Eric sits down with Mike Jones, Founder and Director of LBI Consulting, to explore what leadership and strategy actually look like when certainty disappears and complexity takes over.
In this reflective solo episode, Mike Jones steps back from the guest chair to explore a deeper truth: strategy is failing long before execution begins.
Mike sees strategy not as a top-down process, where the wishes of management become the gospel of the employees: strategy emerges from the actions of all. In this process, the Viable System Model is a valuable tool to develop a strategy and Mike explains how.