Scaling a business is one of the most complex transitions a founder will ever face. It’s no longer about proving an idea, it’s about sustaining growth, building resilience, and leading effectively. Many business owners find themselves caught in a cycle of decision fatigue, struggling with delegation, and wondering how to scale without losing control.This is where an unconventional yet highly effective perspective, one grounded in aviation strategy and organisational psychology, can make all the difference.

Corporate leadership on a bad day, (everyday for some) is built on a contradiction over leadership and the reality of emotional relationships. Corporations are legal entities but they are not people, and yet how might they be in an AI future? Some have justified Theory X, mistrusting of employees commitment to do good work, and yet Theory Y organisations exist. Organisational psychology theories exist to explain all aspects of work and its success or otherwise. In my own recent research into how military leaders transition into civilian leadership positions there was quite a bit of dissonance about leadership and what it means. That is why I want to dig a little deeper into the beating heart of leadership, to perhaps re-emphasise the relationship that exists between people as they lead and follow in organisations, between sales and customers. Who trusts who and why? And the unwritten psychological contract. While I am going to be quite critical, I will conclude with some case study examples of optimism that are also successful brands.

In today’s fast-paced world, we often mistake busyness and presentee-ism for progress, checking off tasks, attending endless meetings, and chasing vanity metrics. There may be some political advantages to be found in all of these but we should not be aware of this too. When does more activity really mean more success? Drawing on insights from psychology, philosophy, and leadership, this article explores why doing the right things is far more important than doing things right. From Seneca’s wisdom to cognitive bias research, we uncover how strategic clarity, not sheer effort, drives real achievement. Are you truly progressing, or just running in place? Read on to find out. how to course correct yourself and your team. Pic: Taking a moment to think with Sherlock Holmes in a recent visit to Baker Streeet.

This article synthesises multiple perspectives concerning risk (and reward) to illustrate the importance of balancing efficiency with resilience, ensuring that organisations do not inadvertently push themselves toward failure by eroding essential buffers. Always running at full capacity creates fragility. Slack is essential for absorbing shocks and maintaining control.Rasmussen’s model warns against boundary erosion. Small rule violations accumulate and push organisations toward failure.Risk is the product of threats and vulnerabilities. Even small external shocks can be devastating if internal weaknesses are ignored.Boundaries and processes are not bureaucratic obstacles, they are safety mechanisms that enable sustainable performance.

In a world increasingly defined by the invisible threads of information networks, are we aware of how these systems are shaping our lives, decisions, and futures? Drawing from works like Yuval Noah Harari’s Nexus, which maps the evolution of information networks from the Stone Age to AI, the question isn't whether these networks influence us—it’s whether we understand their influence enough to manage it effectively.Who influences you? How do you critically manage the inputs you receive? What does your algorithm filter in or out?

A questioning view of the human and machine interface revolution that is taking place that considers the rapid adoption of artificial intelligence which will no doubt continue to dominate the headlines, reshaping industries, redefining workflows, and promising unprecedented efficiencies. Yet, amid the excitement, there is a vital and nuanced conversation we need to have—one that places human intelligence and its opportunities at the forefront of our shared future.

What do you know? Who needs to know? When are you going to tell them? These are the questions that build leadership capacity

Flying an aircraft is a lot like managing any other activity with multiple variables in motion...

Successfully integrating groundbreaking technologies in aviation might consider a strategic approach that combines...