Aurora WDC Blog

Using Superiority Analysis to Become a Champion for Growth

What do you think of when you hear the word CHAMPION?Register now for the SCIP Bootcamp in London, June 25-26, 2019. Space is limited.Most people picture an athlete or sports team victorious after a contest against an evenly-matched rival. Historically, however,...

In China, Huawei > Apple

Huawei has surpassed Apple as the second-largest volume selling smartphone maker in the world (behind Samsung). iPhone retailers across China are suddenly discounting inventory.

“Lions care not for the opinions of sheep.”

Looking back on 2019 I’m proudest of my resolution a year ago to quit worrying about the minor stick-fetching everybody wanted and focus instead on the real mission of every leader: GROWTH.

Making Business Leaders Teachable – Theme of the Day for RECONVERGE:G2 Tuesday, April 24, 2018

Why is it so hard for business leaders to admit they know less than they thought they did about their circumstances and must instead come to grips with the facts in order to confront reality? Before we can answer that question we must first ask, why is it that we expect CEOs and others in the executive leadership suite to have all the best answers instead of asking all the best questions?

Introducing our RECONVERGE:G2 2018 Co-Chairs: Bridget Wegener and Richard Caldwell

I am humbled and honored to have two people I deeply respect join us on this journey of discovery. We have not chosen an easy path with RECONVERGE:G2 2018. And confronting the elephant in the room – the risk to our core values – is not for the faint of heart. But with Bridget and Rich leading us, I am confident we will succeed. Together.

Values Disruption: How Intelligence Analysts Make Business Leaders More Teachable and Awaken Cultures of Humility

Only the most forward-thinking software engineers and data scientists claim to understand the multiplying variety of disruptive digital technologies and trends invading our organizations. Even worse, the business leaders deciding how to deflect, adopt or simply question the impacts of these disruptors on their strategies and stakeholders are handicapped by biases of superiority, optimism and illusions of control. As analysts, the confusion we feel when assessing the potential impacts of these trends on the companies we serve is frustrating and demoralizing. Why can’t leaders admit we know less than we think we do?