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Where do you think that vision came from?

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Where did that originate?

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What sparked that idea for you?

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Oh, yeah, it definitely came from my own experience

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when working in larger organizations.

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I was trying to be innovative.

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I was trying to go faster.

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I was trying to accelerate outcomes for the business.

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But I was stuck in meetings.

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I was stuck in decision-making processes,

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stuck in archaic budgeting and planning processes.

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And I just wasn't able to get done what I thought

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was good for the business.

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And that's a tragedy, because if you've

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hired capable people to do great stuff,

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enable them to do what they need to do.

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Don't make sure that everything that's blocking them

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is out of their way.

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Understood.

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So you're a type of organizational coach

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for companies.

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Yeah.

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Let's go into depth about that.

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Is it the processes, or is it the people

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that you're organizing?

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I know every company is different.

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But across the board, what are the things

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that you're kind of helping with the most?

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Yeah, so I'm helping predominantly leaders

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and leadership teams to get their organization unblocked.

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So every leader has some kind of outcome or some kind of goal

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in mind that they want to achieve.

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And we have to get calls from the leaders that

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are experiencing hurdles in their organization,

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and they aren't able to get it done.

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And those hurdles can be in lots of different domains.

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So maybe they are struggling with decision-making,

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or maybe it's about people not taking ownership,

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or maybe it's the meeting culture of the organization,

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or psychological safety in teams.

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And for all of these different types of challenges,

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we have modern work practices that

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are based on trust rather than control, that foster self

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organization.

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And that frankly just reduces the need

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for hands-on micromanagement, but still provides

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the boundaries within results can emerge.

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OK, so it's not so much you doing the organizing,

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but teaching people how to organize themselves.

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Yeah, we're teaching leaders new ways

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to approach all these aspects of work.

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I mean, leaders, they grow up in either through organizations

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that they just learn how other organizations do it,

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or they get an MBA.

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But frankly, most of the work practices

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in larger organizations are just based on old ideas.

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They're based on the periods where

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we were able to just go slow, and we didn't

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need these long-term.

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Let me rephrase that for a second.

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A lot of the management practices in organizations

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were invented in a period where we still

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had very simple problems and very repeatable processes.

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Well, these days, we require ways

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of working that are based on complex decision-making,

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on teams, on sensing and responding.

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And frankly, a lot of the ways of working organizations

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are not fully compatible with that.

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So we're teaching leaders how to deal with complex problems

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to get better outcomes.