What do I mean by 'uncommon sense'?
Common sense is defined as the ability to form a sound or prudent judgement based on the perception of a given situation or facts, and to behave accordingly in a practical and sensible way.
Well, let me tell you: after working with and observing organisations of all shapes, sizes, and colours for over twenty years, it has become clear to me that common sense is not so common after all.
Indeed, I’ve witnessed first-hand that sound judgements are, more often than not, made impossible by internal politics, strategic misalignments, departmental silos, a short-term focus, and lack of organisational cohesion. Even worse, I have heard time and time again that this is just part and parcel of working in an organisation, which to me sounds like more nonsense added to the lack of common sense to begin with.
So I ask myself, why are our organisations so misaligned and disconnected? Why is it that the individuals within our organisations recognise the need to connect the dots far more efficiently and effectively, but somehow, collectively, are unable to do so? And when will we dispense with all the rhetoric about the need for change, and actually start making the much needed changes to the way we think and run our businesses?
As a strategist and brand practitioner, my fascination has always revolved around the way teams and organisations work together – or, in some cases, don’t work together at all. Of course, there are no silver bullets or definite answers to these complex questions, and we can all agree there is no black or white for organisations. But there is a perfect shade of grey for each, and my job is to identify it.
My approach is, by design, simplistic and reductive in nature. It’s all about stripping the organisation down, going to its core, and having the (un)common sense to do what should have been done in the first place to prevent the internal disconnect. Ultimately, it’s all about empowering organisations to apply more common sense in the running of business, bypassing anything that gets in the way of sustainable success.
Twenty-three years of experience have given me plenty perspective on the matter, and I would like to share some of that with you in the hope of a fair exchange. Indeed, my sole purpose in writing this is to stimulate an honest, open, and much needed discussion about how we can create meaningful change in organisations. So I encourage you to please join the discussion and share your questions, opinions, and experiences so we can challenge and advance our collective knowledge on the topic.