Explore every episode of the podcast CSOsandbox: Corporate Strategy and Operations

Tesla, BYD and Toyota are all looking at the future of mobility. Yet each is making a very different bet.

Why?

In a world of rapid technological change, the challenge is no longer spotting signals. The challenge is deciding which future deserves commitment.

In this episode, we explore one of the most important challenges in modern strategy:

What happens when the environment changes faster than an organisation's ability to move?

Using the automotive industry as a real-time strategic experiment, we examine why some organisations move with change while others struggle to keep pace. Along the way, we explore strategic agility, resource redeployment, and why the real challenge may not be seeing the future, but repositioning resources quickly enough to respond to it.

In this episode

• Why Tesla, BYD and Toyota are making different bets on the future
• Why commitment often precedes certainty
• The hidden relationship between success and strategic inertia
• Strategic sensitivity, leadership unity and resource fluidity
• Why capital-intensive industries face unique strategic challenges
• The difference between adaptation and invention
• Why some organisations become trapped by yesterday's commitments

Key Question

What happens when the environment changes faster than an organisation's ability to move?

This episode continues our exploration of how organisations make decisions under uncertainty and sets up the next discussion on organisational renewal and why some companies continually reinvent themselves while others struggle to change.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

How do leaders make meaningful commitments when nobody can know the outcome?

When Jaguar revealed its new direction, reactions were immediate. Some saw courage. Others saw recklessness. Many were convinced the company had either rediscovered its future or destroyed it.

What was remarkable wasn't the disagreement.

It was how quickly certainty appeared.

In this episode, we explore why intelligent people become so confident about strategic decisions before the evidence exists to support their conclusions.

Using Jaguar as a starting point, we examine one of the most important challenges in strategy: making commitments when outcomes cannot yet be known.

Along the way, we explore why history makes successful decisions look inevitable, why strategic judgement is different from analysis, and why leadership often requires commitment before certainty arrives.

In this episode

• Why the Jaguar debate reveals more about us than it does about Jaguar
• The difference between strategic judgement and strategic analysis
• Why successful decisions only appear obvious in hindsight
• The danger of judging strategy solely by outcomes
• Why commitment often precedes certainty
• The relationship between response, prosponse and renewal
• Why strategy should be treated as a living system rather than a static plan

Key Question

If the evidence only arrives after the decision, how do leaders decide what deserves commitment?

This episode continues our exploration of how organisations make decisions under uncertainty and sets up the next discussion on strategic commitment, agility and organisational renewal.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Netflix became one of the world’s most successful disruptors by repeatedly recognising possibilities that others ignored. From DVD rentals to streaming, from distributor to creator, the company built its success by challenging assumptions and continually reinventing itself.

Yet recent reporting suggests that one metric has become an increasingly important topic of discussion inside Netflix: engagement. The signal is visible. The data exists. The challenge is understanding what that signal actually means and how leadership should respond.

In this episode, we explore a question that appears in almost every boardroom sooner or later:

Why didn’t we see this coming?

The intriguing reality is that organisations are rarely blindsided because nobody noticed. More often, the signals were already present — in customer conversations, operational patterns, changing assumptions, emerging technologies, or subtle market shifts. The challenge is transforming those observations into shared understanding before strategic commitments are made. 

Using Netflix as a contemporary example, this episode examines the difference between information and understanding, why data alone cannot answer strategic questions, and why some organisations appear better able to recognise and interpret change before it becomes obvious to everyone else.

Along the way, we challenge the popular idea that visionary leaders simply “see the future”, and consider whether their real advantage is something deeper: the ability to notice signals, remain curious, and explore possibilities before certainty exists.

This episode introduces the idea of Strategic Intelligence — not as forecasting or prediction, but as the organisational capability to notice, interpret and explore what may matter before commitment becomes necessary. 

Key Question:

How do we become better at understanding what we're already seeing?

Topics: Strategic Intelligence, Netflix, leadership, governance, strategic thinking, uncertainty, innovation, organisational learning, board decision-making, foresight, corporate strategy.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Why do some organisations adapt, renew and reinvent themselves while others remain trapped by yesterday's decisions?

In this episode, we explore a fundamental shift in how strategy actually works. Traditional approaches treat strategy as a fixed plan — something defined in advance and executed over time. 

But in complex and fast-moving environments, that assumption no longer holds. Instead, strategy is increasingly behaving as a system. A system through which organisations interpret signals, form judgement, and decide what to commit to as conditions evolve. 

Drawing on patterns observed across organisations — including Amazon — this episode examines how strategy is sustained not by planning, but by continuous renewal. It explores how decisions are formed, how assumptions shift over time, and why coherence across decisions has become more critical than the plan itself. 

We also address the growing role of AI in strategy, and why improving data and analysis does not replace the core challenge of strategic judgement and commitment under uncertainty. 

This episode is not about improving planning. It is about a deeper transformation — the move from strategy as a static plan to strategy as a dynamic, governed system of decision-making, judgement and coherence. 

Key themes:

 - Strategy as a system vs strategy as a plan 

- Decision-making under uncertainty 

- Strategic judgement and commitment 

- Coherence across decisions over time 

- Amazon as an example of emergent system-based strategy 

- The limits of AI in strategic thinking 

Explore case studies and the Strategic Intelligence platform: https://www.phsandl.com/strategicintelligence

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

A retail division lost more than 80% of its revenue in key locations — and leadership couldn’t explain why.

Pricing looked fine. Marketing hadn’t changed. Execution appeared intact.

This is a business strategy failure that most leadership teams misread as an execution problem.

The problem wasn’t execution. It was strategy — specifically, how strategic judgement was governed.

This episode explores a real case of a design-led business that collapsed when it was managed like a volume retailer — and what CFOs must do differently when performance breakdown is caused by decision structures, not operational failure.

You’ll learn:

• Why strategy failure is often misdiagnosed as execution failure
• How governance can silently destroy competitive advantage
• The difference between managing plans and governing judgement
• What CFOs must own in modern strategy systems

Want to see the full story behind this 80% revenue collapse?
Download it here: https://www.phsandl.com/strategicintelligence

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Many organisations don’t fail because they lack insight.
They fail because they commit too early — and then build governance systems that make changing course too expensive.

What looks like a strategy problem is often something deeper:
 a system that locks decisions in before they can be properly tested under uncertainty.

The traditional distinction between long-term and short-term strategy is breaking down. Not because time horizons no longer matter — but because strategy is continuously being revised as conditions change.

In this episode, we reframe strategy not as a fixed plan, but as a set of assumptions that must remain coherent under uncertainty.

That shift has real implications for governance.

Because finance sits at the critical point where:

• ambiguity becomes commitment
• and commitment becomes obligation

The role is no longer just to approve strategy — but to ensure it remains judgeable, both before and after decisions become binding.

This episode introduces a practical model of thinking governance, where:

• strategy is defined through its underlying conditions
• current activity makes those assumptions visible
• signals highlight when those assumptions begin to break
• decisions are recorded and revisited over time
• and the organisation retains the ability to change its mind, in time

If strategy is no longer about fixing a future state — but staying coherent under uncertainty — then the real question becomes:

Do our systems allow us to recognise when strategy needs to change…
before it becomes too costly to do so?

Explore case studies and the Strategic Intelligence platform:
https://www.phsandl.com/strategicintelligence

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Most strategy failures do not begin with bad ideas. They begin earlier, when judgement collapses under pressure and premature commitment hardens into obligation.

In this episode, we examine why CFOs are structurally implicated in strategy failure — not because they “own” strategy, but because capital commitment is the point where uncertainty becomes irreversible. We explore why organisations often need crisis before they can change, how planning quietly displaces judgement, and why finance experiences the consequences first.

This is not a strategy talk for CFOs.
It is a strategy talk about why CFOs cannot escape strategy’s consequences.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

When the future refuses to behave like a straight line, traditional annual strategy cycles start to break down. In this opening episode of the new CSOsandbox series, Paul Hunter argues that the real purpose of strategy today is to give organisations the capacity to regenerate continually, not just to plan periodically. He unpacks why regeneration has become the core strategic problem, introduces the crucial distinction between strategic intelligence (exploring uncertain futures) and strategy (making judged commitments), and explains why most organisations are still structurally unprepared for what emerges. The episode sets up the series’ central question: are we organised to notice, evaluate and legitimise change as it unfolds, or are we still hoping the future will wait for our next strategy review?

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

In this final episode of the CFO Strategy Brief 9 series, Paul Hunter brings together the ideas developed in 9A, 9B and 9C and shows how they play out in real organisations.

Recognising the new mandate for the CFO as orchestrator of the organisation’s strategy system we explored the following toipcs in earlier episodes:

• How CFOs can think across past, present and future using Systemic Cognitive Strategy Practice (SCSP)
• How to keep strategic decisions clean by reducing bias, noise and structural distortion
• How to communicate uncertainty, scenarios and ranges with confidence at board level

In Episode 9D, the focus shifts from concepts - to orchestration.

Using a series of grounded, non‑confidential case illustrations, from global retail and food services to manufacturing and board‑level disruption responses, this episode shows how CFOs move beyond individual decisions and take responsibility for the strategy system itself.

You’ll hear how leading CFOs:

• Design shared scenario sets that are used consistently across strategy, risk, planning and board discussions
• Embed retrospection, inspection and prospection into everyday operating rhythms
• Apply decision hygiene as a system design task, not a behavioural afterthought
• Use financial analysis to anchor strategic posture, not just defend forecasts
• Describe organisational resilience in terms of how the strategy system senses, decides and adapts, not just earnings sensitivity

The central argument is simple but demanding: "In a volatile world, the real risk is not short‑term forecast error, but structural indecision—systems that learn too slowly and adapt too late."

This episode positions the CFO not just as a steward of numbers, but as the architect and guardian of enterprise intelligence: the person uniquely placed to connect capital, risk, time and organisational learning into a coherent, regenerative strategy system.

Together, Episodes 9A–9D form an integrated view of Third Wave Strategy in practice—showing how finance leaders can help organisations remain viable, adaptable and investable under deep uncertainty.

This episode series is cmplimentery to Stratagaia Pro PHS&L's strategic intelligence environment designed for leaders who govern under uncertainty,  rather than plan it away. It brings together Systemic Cognitive Strategy Practice, decision hygiene and enterprise‑level scenarios into one integrated strategy system, allowing executives—particularly CFOs—to connect short‑term signals, medium‑term choices and long‑term direction without collapsing the future into a single forecast. Rather than optimising performance against yesterday’s assumptions, Stratagaia Pro helps leadership teams see emerging pressure earlier, test posture across credible futures, and steer continual regeneration with discipline and judgement intact. It does not recommend strategies or automate decisions; it makes the organisation better at sensing, deciding and adapting when the future cannot be known.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

In this third episode of the CFO Strategy Brief 9‑series, Paul Hunter builds on 9A (Systemic Cognitive Strategy Practice) and 9B (decision hygiene and organisational design) to show how CFOs can communicate uncertainty as stewards of the organisation’s strategy system, not just owners of the numbers. 

He explains how to turn scenarios, ranges and strategic narratives into shared “memories of the future” that help boards and executives test options, align around direction and keep the enterprise adaptive under deep uncertainty. 

Listeners explore ways to design a small set of enterprise‑level scenarios, link them directly to strategic options and organisational posture, and use a simple board communication structure that shifts the conversation from defending forecasts to demonstrating the robustness of the strategy system the CFO leads. 

This sets up the upcoming 9D episode finale, which will use case studies to dive further into uncertainty loops, strategic options and how CFOs hard‑wire adaptability into day‑to‑day decision making.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

This episode explores how CFOs can improve the reliability of strategic decisions by addressing bias, noise and weaknesses in decision processes. Narrator, Paul Hunter, breaks down the most common cognitive traps affecting finance leaders; confirmation bias, overconfidence, anchoring and groupthink and explains how “noise” leads to inconsistent judgments on similar cases.

He then outlines a set of practical “decision hygiene” tools, including independent judgments before meetings, structured decomposition of business cases, premortems, named challenge roles and simple noise audits. 

The episode closes by showing how the Viable System Model helps CFOs examine whether organisational structures, reporting lines and feedback loops support sound decisions. Listeners come away with a concrete toolkit for making capital allocation and risk decisions more consistent, transparent and defensible.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

This episode introduces Systemic Cognitive Strategy Practice (SCSP) as a practical framework for modern CFOs to organise how they think about strategy across multiple time horizons. SCSP brings together three concurrent loops of thinking: retrospection (learning from past decisions), inspection (making sense of current performance and signals), and prospection (developing structured views of possible futures) so that CFOs can move beyond linear, “one‑step‑at‑a‑time” analysis.

Paul Hunter explains how these loops operate at individual, team and organisational levels, and how they are supported by four strategic lenses: long‑term architecture, medium‑term planning, short‑term action and learning, and alignment and governance. The episode also outlines the role of generative and agentic AI as analytical support inside these loops, automating part of the data gathering and scenario drafting, while leaving judgment and prioritisation firmly with the CFO.

Listeners will leave with a clear mental model for structuring board and executive conversations about performance, risk and strategy, and several practical starting moves for embedding SCSP into their own planning, review and forecasting routines.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

This third episode in the CFO Strategy Brief series explains why strategy governance belongs on the CFO’s desk — not as a nice‑to‑have, but as a core part of the job.

We start with what Fortune 500 companies actually do when it comes to strategy: the observable annual ritual of planning in Q4, announcing in Q1, and then spending the rest of the year commenting on results. That pattern exposes a structural gap between how strategy is created and how it is governed — a gap that falls squarely into the CFO’s remit.

From there, we unpack how the CFO’s role in strategy governance must shift emphasis across three stages of the corporate journey:

• During formulation, acting as question‑holder and assumption‑challenger.
• During implementation, becoming visibility‑enabler and resource‑system steward.
• During regeneration, protecting the organisation’s renewal capacity and green‑shoots portfolio.

Finally, we introduce a critical distinction between three kinds of intelligence that every CFO needs to govern:

• Strategy intelligence – the machinery of governance: capital allocation by intent, scenarios, assumption logs, decision gates.
• Strategic intelligence – the outward‑looking sensing of markets, technology, and regulation.
• Organisation‑wide intelligence – the enterprise’s ability to learn, adapt, and act coherently at scale.

They sound similar. They’re not. And when CFOs conflate them, governance fails, even in companies with sophisticated analytics and strategy teams. If you’re a CFO or senior finance leader who wants to move beyond “signing off the numbers” and into governing how strategy actually works, this episode is for you.

Access to the White Paper and associated citations upon which this podcast is based can be found at https://www.smiknowledge.com/resources.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

This episode of the CFO Strategy Brief explores how “strategy blindness” at board level turns into a governance failure, and why most large corporations still treat strategy as an annual ritual rather than a continuous, governable system. Drawing on research across the Fortune 500 and Australia’s ASX 50, it shows how disclosure calendars, legal frameworks, and board practices lock strategy into episodic cycles, leaving boards excellent at cost, capital and compliance but effectively blind to the ongoing formation and renewal of strategy itself. Through cases including Ford’s EV write‑down, Boeing’s 737 MAX, GE’s long decline, and Australian exemplars like BHP and Commonwealth Bank, the episode illustrates how untested strategic assumptions, weak scenario discipline, and absent “green shoots” portfolio governance destroy value at scale.

The episode then reframes the CFO as “necessary friction” in governance: the question‑holder who surfaces uncomfortable strategic risks early, the assumption‑challenger who insists on scenario work and decision triggers for big bets, and the visibility‑enabler who sponsors strategic‑intelligence systems that make regeneration capacity visible to the board between earnings seasons and AGMs. It concludes with three practical actions for CFOs: changing the questions asked in board strategy sessions, commissioning a regeneration governance assessment, and building or acquiring strategic‑intelligence capability (such as Power BI–based platforms) so boards can govern strategy formation and renewal, not just retrospective financial outcomes.

Research referred to in this episode is based on the following:

Access to the White Paper and associated citations upon which this podcast is based can be found at https://www.smiknowledge.com/resources.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

CFOs are being asked to do more with less, certify numbers faster, and form a view on AI while defending margins that no longer look defensible. Yet the real opportunity is not another efficiency program; it is to use the finance vantage point to change what the organisation is capable of seeing and doing.

This episode explores why some corproate “reinvention champions” become genuinely regenerating corporations while others remain "one‑hit wonders". Drawing on the SMI Cycle of organisational transformation and renewal — Reframe, Restructure, Revitalise and Regenerate — it shows how CFOs can distinguish

• a gale of value destruction (cost‑driven restructures that hollow out capabilities), from
• a gale of creative disruption (tough moves anchored in a clearly designed future business). 

Using examples like RELX, Nokia, Alphabet, Ford and Tesla, the conversation reframes the CFO’s role from guardian of cost to necessary friction in the system: the leader who insists on clarity about what the company is becoming, challenges capital patterns, and champions a portfolio of Green Shoots so that renewal becomes a repeatable system rather than a one‑off transformation.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

In this episode of the CFO Strategy Brief Series, we explore a critical shift for finance leaders: moving beyond digitising old processes to architecting AI‑enabled Corporate Collaborative Systems – a foundational design for the corporation of the future. Imagine a business ecosystem that senses weak signals, reallocates capital dynamically, and collaborates across partners, customers, and even competitors. For CFOs, this is not science fiction; it’s an emerging reality. We unpack why traditional digital transformation is no longer enough, how AI becomes the nervous system of collaborative ecosystems, and what practical steps CFOs can take to finance, govern, and scale these intelligent systems. If you’re ready to move from explaining the past to shaping the future, this episode is for you.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

 In this episode, we explore how Systemic Cognitive Strategy Practice (SCSP) enables leaders to apply multiple forms of thinking—prospection, inspection, retrospection, and more—simultaneously. Rather than working in isolation, these modes interconnect through feedback loops, creating a dynamic, regenerative approach to strategy. We discuss practical ways to implement this, from leveraging AI for parallel processing to structuring collaborative sessions that reduce cognitive load. Discover why this integrated approach is not only feasible but a competitive edge in volatile markets. 

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

In this episode we explore how Enterprise Strategic Performance Management (ESPM) is transforming the role of the most trusted adviser to the CEO, the CFO’, from financial overseer to strategic leader. As organisations face increasing complexity and ambiguity, CFOs are stepping into the role of Strategy Navigators—guiding corporate strategy with data-driven insight, cross-functional alignment, and a renewed focus on long-term value creation. Tune in to explore how this shift is reshaping strategic thinking across the enterprise. 

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

 In Australia’s tightly held markets, competition isn’t about slashing prices, it’s about strategic orchestration. “The Duopoly Diaries” unpacks how dominant players in sectors like groceries, construction, and aviation build enduring advantage through non-price strategies: loyalty ecosystems, automation, branding, and control of scarce assets. Drawing on real-world case studies and ACCC investigations, this podcast explores how firms like Woolworths, Coles, Boral, and Qantas strengthen their market presence through alignment across market positioning, strategic assets, differentiating activities, and performance improvements. For strategists, policymakers, and curious listeners alike, this series reveals the hidden mechanics of market dominance in Australia’s most concentrated industries. 

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

The traditional role of the CFO is undergoing a transformation, as suggested in this thought-provoking podcast. The narrative challenges conventional notions by advocating for a paradigm shift in the CFO's responsibilities. Interestingly, this evolution leverages existing resources within CFO teams, particularly the Management Accountants, who are facing technological disruptions of their own. Rather than rendering them obsolete, the podcast highlights how these professionals can embrace a more forward-thinking approach, focusing on future strategies rather than past practices.

Central to this reimagined CFO role is the adoption of a strategic system known as Third Wave Strategy, as introduced in the book series "Corporate Strategy (Remastered) Vols. I and II" and explained in the Corporate Strategy Master Class online coursework. It explains how a Third Wave Strategy empowers CFOs to oversee a holistic strategy system, moving beyond traditional functional duties. Importantly, this shift does not diminish the role of the Chief Strategy Officer in shaping corporate strategies; instead, it redefines the CFO's strategic involvement. For a comprehensive understanding of this innovative perspective, the podcast delves deeper into the dynamics of this strategic evolution. 

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Jaguar is in the process of the developing a new car named Type 00, coupled with a new production platform oh, and by the way, aligned with a reinvention of the company itself - Jaguar Land Rover (JLR). In the promotion of this new car Jaguar has attracted the wrath of many, the support of few. In this podcast we look for, and find a deeper purpose in the advertisement. At the end of the day its meaning goes right to the heart of two alternatives - should we close the Jaguar business altogether, or should we fight. The JLR board chose the latter and demonstrated their support by signing off with a GBP 15 Billion, 5 year investment. That decision required JLR to close two production plants for at least half of that time. 

This video provides insight into the strategic thinking behind the decision, the exploration of the topic aims to answer the primary question "Can Jaguar deliver the intended outcomes from the somewhat vague promise made in the ad?" For those who have no seen the ad, a 30 second version can be viewed on You Tube here: https://youtu.be/rLtFIrqhfng?si=uDjFLujS5JyXzT42 .

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Listen to an insightful exploration of the innovative strategies employed by Mattel CEO Ynon Kreiz, as we analyze his approach through the lens of the Strategic Management Institute's Third Wave Strategy. Discover how Kreiz not only implemented conventional restructuring for performance improvement but also revitalized Mattel, transforming it from a traditional toy manufacturer into a dynamic player in the multifaceted media industry.

Following his appointment, many analysts viewed Matell as not much more than a struggling participant in the toy industry. Barbie was seen as nothing more than a tired doll, but Kreiz had a vision that went far beyond that. This video provides insight into his groundbreaking ideas and the strategic shifts that have redefined the brand's identity and market presence.

Ready to dive deeper? Register for our online course to gain exclusive insights and strategies that can elevate your own business approach.

For more resources, visit the SMI's CSOsandbox website by scanning the QR code in the video.

Stay tuned for more engaging content by subscribing to our YouTube channel, CSOsandbox (https://www.youtube.com/channel/UCwW1QK_4P31MtXyYGmJOyUg), for video versions of these podcasts and more insights!

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

While advances in technology continue to evolve other global forces have entered the equation (geo political unrest, climate, consequences of Covid) more recently. Nearly all have contributed to a loss of equilibrium in global markets and by definition, corporate performance. 

In this video I apply a brief history of Telstra to highlight the difference between a prosponsive program of transformation against the immediacy of a responsive adaptation; undertaken in the form of restructuring. My objective is to demonstrate the means to manage both at one time (ambidextrous strategic change); and to demonstrated that while the immediacy of restructuring is an imperative, a longer term solution (transformation) is desirable. The question is: "Is one more important than the other? ... and, does it matter?

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

An overview of Organisational Learning as an Eco System - a support commentary to the webinar posted separately. In this podcast specific elements of organisational learning are discussed. the main message however is:

1.       We make a distinction between individual and organisational learning. When Peter Senge talking about systems thinking as the only form of sustainable competitive advantage for example: 

•  it wasn’t about how many MBA’s a corporation employs, rather 
• it was about ways the collective decision makers in a corporation could collaborate to build a momentum to allow a corporation to survive.

2.       Because of that, it is our view that the derived synergies from such a collaboration learning suggest that one can only thrive when closely engaged with the other to the extent that strategy could become a part of an organisational learning function, and

3.       That collaboration could then provide the knowledge and momentum for corporations to continually transform and renew. That is a fundamental and essential component of an organisations capacity to thrive.

Please enjoy

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

A taste of what is covered in the webinar with the same name uploaded separately.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

In this era of great volatility, Third Wave Strategy provides a strategic management platform that enables the integration, alignment and systemisation of all forms of strategy practice. It is characterised by a systemic and integrated approach to its construct, a dynamic application of its practice and the use of deep, critical, dextrous strategic thinking in its enactment.
The video can be viewed on YouTube at: https://www.youtube.com/channel/UCwW1QK_4P31MtXyYGmJOyUg

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Scant research has been undertaken into the role of the Chief Strategy Officer (CSO), that is, the determination of what a CSO does. As specialists in strategy practice, the Strategic Management Institute (SMI), the research arm of Paul Hunter Strategy and Leadership has evolved a representation of the role. It is based on raw experience in the field, empirical research, and conclusions drawn from corporate strategy specific publications. Our derived description of the role is presented in this video, as is a response to the question: “How does the SMI’s definition of the role of the CSO compare with actual demand? To draw a comparison an analysis of CSO position descriptions drawn from LinkedIn advertisements in Australia, London, New York and San Francisco were reviewed and conclusions drawn. It will be a surprise for many to learn that one critical component of the CSO’s role is missing from formal job descriptions, even though its existence is vital to the long-term survival of many corporations. 
The video can be viewed on YouTube at: https://www.youtube.com/channel/UCwW1QK_4P31MtXyYGmJOyUg

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

High potential executives (high pots) can be found in every corporation. Their presence, although generally overt is valued. So much so, they are feted with personal development opportunities that may ultimately include a sponsored stint at an international business school. While this is good for the individual, its overall value to the corporation is questionable. That is because individual learning is different to organisational learning, and it is the organisation that is required to wait. By making high pots strategy whisperers, i.e., awarding them a greater involvement in corporate strategy, the outcome will likely light the fuse of an organisational learning capability that will commence immediately and last for all time.
The video can be viewed on YouTube at: https://www.youtube.com/channel/UCwW1QK_4P31MtXyYGmJOyUg

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Driven by extreme uncertainty following the onset of Covid - 19, immediate change became an imperative for all CEOs. Their response was impressive, corporate leaders sprang into action. This begs the question though: If decision making is improved during a crisis, why isn’t it that good all the time? The answer lies in the circumstances of the problem being addressed. Influential factors are uncertainty, complexity, risk and reward. In this video we present a matrix that provides insight into alternative decision making methodologies, of which Muddling Through is one. The context of the discussion is organisational transformation and renewal.

Reference:

Lindblom, CE. 1959. The science of muddling through. Public Administration Review, 19(2): 79–88. https://doi.org/10.2307/973677

The video can be viewed on YouTube at: https://www.youtube.com/channel/UCwW1QK_4P31MtXyYGmJOyUg

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

This podcast is the second in a series of two parts. In the first podcast we challenged traditional perceptions of strategic thinking. Firstly by proposing that a re-emergence of localised manufacturing can be brought about, without having to onshore the high volume commoditised production that is made overseas. Second is the means to do so, by thinking about the supply chain, as a supply system.

In this second podcast we look at the issues associated with building momentum in the transformation to a new era of industrialisation. To do this we explore the application of a system based, Integrated Value System to the global automotive parts manufacturer Robert Bosch GmbH and the Australian based family company, MTM controls. 

References referred to in podcast

 1. Waters., C., Tomcar: Australia's last car maker , Sydney Morning Herald, June 6, 2017,  https://www.smh.com.au/business/small-business/tomcar-australias-last-car-maker-20170605-gwkh25.html Accessed 22 Jun, 2022

2. Macdonald, A., Thompson, S., Sood, K, Incitec pivots to end explosives, fertilisers dream; UBS, Mac on board May 23, 2022, https://www.afr.com/street-talk/incitec-pivots-to-end-explosives-fertilisers-dream-20220523-p5anoeAccessed 2 Jul, 2022

3. Incitec Pivot Web Site, About Us: https://www.incitecpivot.com.au/about-us/our-businesses Accessed 23 Jun, 2022

4. Hunter, P., Corporate Strategy (Remastered) II: A Fieldbook, Implementing High Performance Strategy and Leadership, Routledge, Oxford, UK, 2020

5. Strategic Management Institute Web Site, Blogs https://www.smiknowledge.com/post/inventing-the-2040-corporation-evolving-the-corporation-as-a-corporate-collaborative-system

6. Robert Bosch GmbH Annual report, "Annual Report 2021" (PDF) (Press release), Accessed 29 Jun, 2022 

7. MTM Automotive Web Site: https://www.mtmauto.com/Accessed 29 Jun, 2022 

8. Prahalad, C.K., & Hamel, G., The Core Competence of the Corporation, Harvard Business Review, 68(3), 79–91, 1990

This podcast is published by the management consulting firm, Paul Hunter Strategy and Leadership (www.phsandl.com). Associate web sites are PHSandL's research group, the Strategic Management Institute (www.smiknowledge.com) and the strategy simulation tool that can be accessed at CSOsandbox (www.csosandbox.com).

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Often resistant to change, corporations and governments too, must accept the fact that in the longer term, new forms of organisational structuring, and methods of manufacturing will evolve. Similarly, it is likely that onshoring, the idea of bringing back outsourced production capabilities is not an option, or is it? Inevitably decision makers view the process of problem resolution as one of black or white, either you can, or you can't.  What if there is a middle ground? That though is only the tip of the iceberg in terms of future options and pathways that manufacturers must adopt today, in order to effectively compete into future. As PHSANDL has discovered, there certainly are new challenges, and many new opportunities ahead for manufacturers of every pedigree and every type. In this Podcast, a middle road is explored, within the context of PHSANDL's notion of Third Wave Strategy. As demonstrated in the CSOsandbox too, the evaluation of the middle ground is conducted via an analysis of a Strategic Architecture, Green Shoot Strategy, and, as explored further in Part 2, Corporate Collaborative Systems, and the concept of an Integrated Value System. Case studies used to illustrate the discussions are Tomcar, Incitec Pivot, Robert Bosch Australia, MTM Controls and  SafetyCulture.

This podcast is presented in two parts. In the first podcast we challenge traditional perceptions of strategic thinking. First by proposing that a re-emergence of localised manufacturing can be brought about, without having to onshore the high volume commoditised production that is made overseas. Second is the means to do so, by thinking about the supply chain, as a supply system. This idea is discussed in the context of Incitec Pivot, through their proposal to split the company into two, 

In the second podcast we look at the issues associated with building momentum in the transformation to a new era of industrialisation. To do this we explore the application of Corporate Collaborative Systems and Integrated Value Systems to global automotive parts manufacturer, Robert Bosch GmbH and the Australian based family company, MTM controls.

References referred to in podcast

 1. Waters., C., Tomcar: Australia's last car maker , Sydney Morning Herald, June 6, 2017,  https://www.smh.com.au/business/small-business/tomcar-australias-last-car-maker-20170605-gwkh25.html Accessed 22 Jun, 2022

2. Macdonald, A., Thompson, S., Sood, K, Incitec pivots to end explosives, fertilisers dream; UBS, Mac on board May 23, 2022, https://www.afr.com/street-talk/incitec-pivots-to-end-explosives-fertilisers-dream-20220523-p5anoeAccessed 2 Jul, 2022

3. Incitec Pivot Web Site, About Us: https://www.incitecpivot.com.au/about-us/our-businesses Accessed 23 Jun, 2022

4. Hunter, P., Corporate Strategy (Remastered) II: A Fieldbook, Implementing High Performance Strategy and Leadership, Routledge, Oxford, UK, 2020

5. Strategic Management Institute Web Site, Blogs https://www.smiknowledge.com/post/inventing-the-2040-corporation-evolving-the-corporation-as-a-corporate-collaborative-system

6. Robert Bosch GmbH Annual report, "Annual Report 2021" (PDF) (Press release), Accessed 29 Jun, 2022 

7. MTM Automotive Web Site: https://www.mtmauto.com/Accessed 29 Jun, 2022 

8. Prahalad, C.K., & Hamel, G., The Core Competence of the Corporation, Harvard Business Review, 68(3), 79–91, 1990

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

Scant research has been undertaken into the role of the Chief Strategy Officer (CSO), that is, the determination of what a CSO does. As specialists in strategy practice, the Strategic Management Institute (SMI), the research arm of Paul Hunter Strategy and Leadership has evolved a representation of the role. It is based on raw experience in the field, empirical research, and conclusions drawn from corporate strategy specific publications. Our derived description of the role is presented in this video, as is a response to the question: “How does the SMI’s definition of the role of the CSO compare with actual demand? To draw a comparison an analysis of CSO position descriptions drawn from LinkedIn advertisements in Australia, London, New York and San Francisco were reviewed and conclusions drawn. It will be a surprise for many to learn that one critical component of the CSO’s role is missing from formal job descriptions, even though its existence is vital to the long-term survival of many corporations.

A written version of this podcast is available to CSOsanbox subscribers. Submissions can be made at our web site website: www.CSOsandbox.com. References applicable to parts of this video are as follows:

References

1. Hunter, P., Corporate Strategy (Remastered) II: A Fieldbook, Implementing High Performance Strategy and Leadership, Routledge, Oxford, UK, 2020

2. Hunter, P., Corporate Strategy (Remastered) I: High Performance Strategy and Leadership in a Volatile, Disrupted World, Routledge, Oxford, UK, 2020

3. Ansoff, H.I. (1965), Corporate Strategy, New York: McGraw-Hill 

4. Pfeifer, S., The Financial Times, London, UK 21 May 2023. Accessed 25 may, 2023 https://www.ft.com/content/3436ab7e-728f-4ca0-9cde-d51ab2c4b90e 

5. BHP, Our Strategy https://www.bhp.com/about/strategy, Accessed 15 May 2023

6. Rademakers, M., Corporate Universities as Drivers of Organizational Learning, Routledge, Oxford, UK, 2014.

7. Allen, L., “Chocolate Fortunes; the Battle for the Hearts and Minds, and Wallets of China’s Consumers”, AMACOM, 2010

8. Mars Edge, https://www.mars.com/our-brands/edge, Accessed 25 May 2023

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

High potential executives (high pots) can be found in every corporation. Their presence, although generally overt is valued. So much so, they are feted with personal development opportunities that may ultimately include a sponsored stint at an international business school. While this is good for the individual, its overall value to the corporation is questionable. That is because individual learning is different to organisational learning, and it is the organisation that is required to wait. By making high pots strategy whisperers, i.e., awarding them a greater involvement in corporate strategy, the outcome will likely light the fuse of an organisational learning capability that will commence immediately and last for all time. 

This is a summarised version of the White Paper, and an extended version of the video that can be found at https://www.csosandbox.com/post/evolving-the-future-corporation-from-within-enter-the-strategy-whisperers-a-discussion. This is right next to the Podcast Channel page at https://www.csosandbox.com/podcast.

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence

CSOsandox podcast hosts, Paul Hunter and Stuart Orr explore concepts introduced in the video on the CSOsandbox YouTube channel: "Enter the Strategy Whisperers: Evolving the future corporation from within". The thrust of the conversation is generated from the idea that high potential executives (high pots), those most likely to be nominated for fast track management development programs, could be assigned strategically important roles in the business. This will give them the benefit of experiencing the complexity of running a corporation first hand. In turn, whisperers are in a position to give back to the organisation. This is done by sharing the knowledge and skills they have acquired with others in the organisation. A White paper styled blog that describes how the role should work, along with other mechanisms - such as a Community of Strategy Practice (COSP) and the practice of Open Strategy - can be found on the CSOsandbox website (www,csosandbox/blog.com).  

Strategy Brief explores how CEOs, CFOs, boards and executive teams make better strategic decisions in uncertain environments.

Each episode examines the relationship between strategy, governance, leadership, organisational performance and long-term renewal through contemporary business stories and practical executive challenges.

Topics include:

• Strategic decision-making
• Governance and leadership
• Strategic Intelligence
• Organisational renewal
• Managing uncertainty
• Strategy implementation
• Executive judgement

Built for CEOs, CFOs, directors and senior leaders responsible for making consequential decisions.

Explore our Strategic Intelligence resources, especially our pages on Strategic Intelligence: https://www.phsandl.com/strategicintelligence