2020

In Antifragile: Things That Gain from Disorder (2012), Nassim Nicholas Taleb (@nntaleb) introduced Antifragility. Some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. Yet, in spite of the ubiquity of the phenomenon, there is no word…

In 2012, Freddie Lowe, Harish Pai, Jeremy Dibble, Johnathan Watkins (@jhwatkins3), Julius Hamelberg, Kirsten Erwin, Mark Noyce, Rick Fouts, and Sherry Westfield partnered with John Bartley, Gary Watkins, Joshua Greig, and Marie Johnson among others in an enterprise-scale business and technology transformation of AutoVIN, who is affiliated with ADESA and…

In 2010 and 2011, Clay Johnson (@clyjhnsn), Jacque Harper, Jim Sanders, John Manganaro, Jonathan Yenkin, Len Lagestee (@lagestee), Mahi Inampudi (@minampudi), and Nick Hummer partnered with Bill Swislow (@bswislow), Mitch Golub, Kayne Grau (@kaynegrau), Kevin Steele, Brian Neale, Nathan Spoonts, Sharon Knitter, Michael Page, and Joe Oliveri among others in…

In Antifragile: Things that Gain from Disorder, Nassim Nicholas Taleb introduces antifragility: Some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. Yet, in spite of the ubiquity of the phenomenon, there is no word for the…

The PwC/PricewaterhouseCoopers International 16th Annual Global CEO Survey “Dealing with Disruption: Adapting to Survive and Thrive” emphasizes “the shift”: During the past decade, we’ve seen economic volatility and disruption escalate to arguably unprecedented levels. In a globalised world — one where countries, economies and companies are more interconnected and interdependent…

As a consultant and coach, I am a catalyst or alchemist — a student of human nature and human dynamics in the context of the human condition. …

Today, business organizations experience unprecedented levels of disruption (turbulence) and can only expect the unexpected. While they must perform in a VUCA world (one characterized by volatility, uncertainty, complexity, and ambiguity), their ability to OODA (observe, orient, decide, and act) is no longer enough to survive and thrive amid disorder. In this new chaotic reality, while agility is essential for adapting and surviving, antifragility is essential for evolving and thriving. Business organizations must embrace this new reality and emerge stronger.