Your largest client calls. They love working with you. Could you handle their asset storage? Their installation in three new markets? Their on-site event staffing?
I talk to mid-market CEOs every week who’ve done everything right on paper. They bought the tools. Hired the people. Launched the pilots. Gave the all-hands speech about transformation.
Six months later, the meeting notes look better. The emails are more polished. And the organization is still slow, still noisy, still stuck in the same decision loops it was stuck in before they spent the money.
It’s two weeks before the show opens and your phone rings. The client has decided the configuration is wrong. Not the graphics — the entire layout. The booth they approved six weeks ago, the one your crew has already started prepping, needs to come apart and go back together differently.
Your controller slides the quarterly P&L across the table after a strong run of shows. Revenue is up 42 percent. You should be smiling.
You’re not.
Gross margins look fine.
The real risk isn’t that AI replaces your people. It’s that it replaces your organization’s thinking discipline—and you don’t notice until the bad calls compound.
Your CFO slides the monthly P&L across the desk. Revenue is up 28 percent year-over-year. You should feel victorious.
Org design isn’t an HR project. It’s a leadership responsibility, and most companies get it wrong.
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The Evolution of Business Strategy Seth Makowsky, a mindset coach, teaches athletes how to use chess principles to gain crucial seconds in a game.
Building a business is an adventure filled with challenges and victories. A powerful yet often overlooked strategy seasoned entrepreneurs and business operators use
