News & Views

By Hubert Saint-Onge Adaptability is often treated as a matter of speed: faster decisions, shorter planning cycles, more agile structures, and quicker deployment of technology. These capabilities matter, but they do not reach the deepest source of either adaptation or resistance. An organization does not respond to events directly. It responds to what its members collectively believe those events mean. Between a changing environment and an organizational response lies its tac

The third article in the series: Adaptability from the inside out.

This paper sets out five organizational capabilities — sensemaking, organizational resilience, organizational learning, vertical and horizontal integration, and building emergent strategy — and five individual leadership capabilities — learning agility, strategic thinking, foresight, courage and calmness, and engaging people in adaptability — that together determine an organization’s capacity to adapt.

In fast paced and turbulent environments it can be easy for leaders to fall into a pattern of reactiveness. This article explores why those kind of decisions are only good for short term gains and the real wins are by staying true to your morals and being a people centred leader.

AI is commonly associated with increasing productivity, but used in the correct way it can be far more than that offering a strategic thinking partnership with leaders.

By Hubert Saint-Onge Most leaders I work with do not struggle because they lack insight, competence, or commitment. They are usually highly capable and deeply invested in their work. They struggle because they cannot get traction. They find themselves in a state of perpetual "spinning." They see exactly what needs to change, they understand the business implications with total clarity, and they know the exact cost of inaction. And yet, progress stalls. Conversations go in ci

Competence Vs. Potential: in this article I break down the myths and provide a full spectrum guide.

The synthesis of 8 complimentary articles on strategy making - culminating in a single, practical framework.

By Hubert Saint-Onge If adaptability is the outcome we seek, learning is the engine that enables it. In the sequence sense → shape → mobilize → learn → adapt , learning is the hinge. It is the moment when experience is converted into insight, and insight into wiser action. Without disciplined learning, the loop breaks. Activity replaces progress. Motion masquerades as momentum. Organizations stay busy, but not smarter. This article explores what it really takes to build lear

A guide to adaptability as a core strategy: your entry ticket into competing in a world of complex and rapid change.