How do you actually start making the shift from Consensus to Consent? In the final part of this series, we cover Jeff Bezos's Type 1 vs Type 2 decisions, define the Decision Owner role, and share a practical guide to help you make better, faster decisions.

Most organisations default to consensus for tough decisions. It feels inclusive and safe, but in practice it's slow, it waters down good ideas, and normally less inclusive than it looks.

Consent flips the default. Instead of everyone agreeing before you move, you move unless someone has a valid reason not to. That one shift changes the speed, quality, and shape of decisions across your organisation.

Part 4 of my short series on making better decisions, faster.

Most decisions are made by a small number of people, whoever has the authority. But the people with the most relevant knowledge are rarely the ones making the call, and that results in the quality of the outcome.

The Advice process is a simple, structured way to fix that. Anyone, at any level, can use it, and it doesn't require a meeting.

Part 3 of my short series on making better decisions, faster.

Most organisations never consciously choose how they make decisions. They default to organisational norms that tend to be these two extremes: one person decides alone, or everyone has to agree before anything moves. Both cause dysfunction. Here's a map of the four predominant ways decisions actually get made, and why the extremes fail.

In most organisations, when something isn't moving fast enough, managers look at the work the plans, the tools, the team. They rarely look at how decisions are made. But decisions are behind everything, and if your decision making approach is broken, everything downstream pays the price. Here's why it's costing more than you think.

Most technology transformations start in the right place. Leaders read the books, attend the conferences, talk about empowered teams and fast flow. And then they get to the hard part and stop just shy of the thing that actually changes outcomes.

They improve ways of working, introduce agile rituals, maybe adopt a framework or two. But they don't touch the structure.

And the structure is everything.

“94% of C-suite executives believe their operating models are jeopardizing their growth and performance.”

Nearly every leader knows the "engine" of their business is failing, yet very few feel they have the air cover to stop and fix it. We’re all caught in the "Urgency Trap" - firefighting the day-to-day so intensely that we never get around to modernising the "how."

Is your organisation built for 2026, or is it still running on a 20th-century OS?

The Year of the Fire Horse demands speed and bold action, yet many businesses are still slowed down by rigid annual budgets and endless approval chains. It’s time to look at some contemporary alternatives to the "old way" of doing things.

Curiosity is often the first thing to disappear when businesses feel urgency and the pressure to deliver.
But it’s also the thing that fuels real growth, innovation, and long term business success.

How do you make space for it?