Discover ourResources

The most challenging surprises in strategic projects are those that have been hiding in plain sight from the beginning.

Former chief executive officer (CEO) of Unilever, Paul Polman, shows us how global change must originate from leaders of large organizations.

Many organisations are sceptical of business transformation, perhaps as a result of having tried and failed in the past. With Brightline’s support, however, businesses can follow a clear process that guarantees results

Brightline and the Technical University of Denmark (DTU) are currently working with teams of senior managers to fine-tune and validate a set of workshop tools that allows strategy professionals to understand how their organization manages...

For all organisations and managers failure is a recurring reality. But despite failure being all pervasive, few individuals or organisations respond positively. Making failure work productively requires managers to recognise that plans need...

We love to emphasise the importance of details in strategy planning. This leads to a false confidence that all we need to do is “push the button” and lean back to watch our strategy implementation unfold.

Crisis comes in all shapes, sizes, and severity levels. From data breaches to product recalls, handling challenges is an inevitable part of leading a business. When your company has been thrown into chaos, how can you leverage the...

When pursuing a change of strategy direction, leaders can often overlook the people already within their organisation. However, with the need to close the gap between strategy design and delivery more important than ever, it appears...

The multitude of problems that arise throughout strategy implementation can help to be remedied by the Brightline Initiative’s universally applicable 10 Guiding Principles.

With technology continuing to grow in speed and capability, it is critical that leaders are able to exhibit the attributes that can’t be replicated by artificial intelligence in order to remain successful

Leaders pursuing a change of strategy often overlook the individuals in their organisation. But with huge sums of money at stake between strategy design and delivery, it is time to rethink the ‘people gap’.

Brilliant strategy and high-tech wizardry will only get you so far. Innovation demands relentless execution driven by a radical can-do mindset.