Research & Thought Leadership
Insights & Analysis
Expert perspectives on leadership, strategy, finance, and governance from our faculty and alumni network.
LeadershipFeaturedDeconstructing the Visionary Leadership Paradigm: Towards a Systemic Reconfiguration of the Chief Executive Role in Complex Organisations
The heroic model of the CEO — rational, visionary, in full command — is increasingly inadequate. Drawing on complexity theory and organisational science, this article proposes a fundamental rethinking of executive leadership.
FinanceThe Illusion of Financial Mastery: Deconstructing the Myth of Predictability and Reconfiguring the CFO Role Under Radical Uncertainty
The CFO has long been seen as the guardian of financial certainty. Successive crises have exposed the limits of predictive models and demand a fundamental rethinking of what financial leadership means.
Commercial StrategyConstrained Growth: Deconstructing the Myth of Revenue Control and Reconfiguring Commercial Strategy in an Age of Uncertainty
Revenue growth is the most celebrated metric in business — yet the assumption that it can be reliably engineered is increasingly untenable. This article rethinks commercial strategy for an era of market complexity.
GovernanceCompliance as an Illusion of Control: Structural Limitations of Compliance Frameworks and the Reconfiguration of the CCO Role in Contemporary Organisations
Sophisticated compliance frameworks have not prevented major organisational scandals. This article examines why rule-based compliance is structurally insufficient — and what a more effective approach looks like.
GovernanceBeyond Compliance: An Epistemological Critique of Compliance Frameworks and the Reconfiguration of the CCO Role in Complex Organisational Systems
Compliance frameworks are proliferating — yet their effectiveness in genuinely governing behaviour in complex organisations remains structurally limited. A systemic rethinking of the CCO role is overdue.
Strategy'Strategy Does Not Exist': A Radical Critique of the Classical Strategic Paradigm and the Emergence of Adaptive Approaches in Complex Organisations
The dominant conception of strategy — as rational planning that precedes and guides action — is a theoretical construction poorly adapted to organisational reality. This article makes the case for a fundamentally different approach.
DigitalThe Digital Transformation Myth: A Critique of Technocentric Approaches and the Reconfiguration of the CDO Role in Contemporary Organisations
Despite massive investment, most digital transformation initiatives fall short of expectations. The reason lies not in technology but in a fundamental misunderstanding of what transformation actually requires.
Human ResourcesThe Human Capital Myth: A Critique of Instrumental Human Resource Management and the Reconfiguration of the CHRO Role in Contemporary Organisations
The dominant model of human capital management reduces individuals to mobilisable assets. This article argues for a fundamentally different conception of the CHRO role — one equal to the complexity of human behaviour.
OperationsThe Illusion of Operational Efficiency: A Critique of Optimisation Logics and the Reconfiguration of the COO Role in Complex Organisations
The relentless pursuit of operational optimisation is a defining feature of modern management — yet in complex environments, it can produce exactly the vulnerabilities it is designed to prevent.
Sport BusinessSport Business Between Financialisation, Media Dependency and Structural Instability: A Critique of the Myth of a Sustainably Profitable Industry
Sport is widely presented as a growth industry with compelling economics. A closer analysis reveals a sector riddled with structural tensions, fragile dependencies and business models of questionable sustainability.
Education ManagementThe Industrialisation of Training and Its Limits: A Critique of Standardised Models and the Reconfiguration of Educational Institutions in an Age of Complexity
The industrialisation of professional education — standardised content, scaled delivery, optimised costs — misunderstands the fundamental nature of learning. This article examines what genuine educational excellence requires.
Management EducationDegrees, Competencies and Academic Signalling: A Critical Analysis of Management Education in an Age of Uncertainty
The MBA has long dominated management education. As professional development needs evolve and certificate programmes proliferate, it is worth asking what these qualifications actually do — and for whom.