Using influencing skills to “Secure the Jade throne”

In Secure the Jade Throne you step into a twilight court worthy of a North-Asian palace epic: the Emperor ails, a rival fills the Hall of Harmony with discord, and every whisper or nod may tilt the succession towards or away from the Emperors 5 year old grandson, and imperil the empire. Players form the Succession Council, yet each has a secret allegiance to support the jade throne and successor or sabotage and support the mysterious Whispering Fox and the House of the Gold Fan.… Read more

Experiential Learning- summary and actions

Examples of Games and Learning Outcomes (Les Buckley 2025)

Why Experiential Learning?

Experiential learning gives executives what lectures, readings, and case discussions cannot—real practice in real time. Instead of analyzing someone else’s decisions safely from the sidelines, learners are thrown into live situations where they must decide under pressure, exposing blind spots, habits, and biases they didn’t know they had. They fail safely and learn fast, getting immediate feedback with less risk.… Read more

MAKING LEADERSHIP HAPPEN; using Direction Alignment and Commitment

More than ever, in our fast-changing and interconnected world, organizations feel the need for better more effective leadership. As a result, managers get a lot of advice (and training) on how to become more effective leaders. Such as; articulate a clear vision, engage your employees, develop talent, have a global mindset, think strategically, create win-win solutions, leverage diversity, communicate effectively, hold people accountable, be an agile learner etc.… Read more

Unmasking the Uncommitted; Silent Saboteurs of Organizational Change

Nokia’s precipitous decline in the smartphone market can be analysed by thinking of two entrenched political camps disagreeing on how to change in the face of overwhelming technological transformation. Initially, Nokia recognized the urgency of adapting to the rapid advancements in mobile technology and responded by developing the MeeGo operating system, which had the potential to compete with major players like iOS and Android.… Read more

“Yes we can? Actually, no we can’t”; the Inevitable Barriers to Change

Despite Barak Obama’s appeal to hope in “yes we can”; Ford Motor Company’s transition towards electric vehicles (EVs) needed more than hope. The Yes we can turned into an emphatic “no we can’t” and their case highlights a significant barrier related to organizational change. As Ford attempted to shift its strategic focus to increase EV production, it faced the challenge of ramping up necessary capabilities, particularly related to capability and capacity, around battery technology and the scaling of EV production.… Read more