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What collective assumptions hold back your firm’s success?
Qureshi's thinking suggests that the most important thing to diagnose in an organisation may not be its strategy, structure or processes but its collective assumptions.
“Business performance is often not limited by what managers know. The problem is how they think about what they know,” advises the psychologist Jamil Qureshi.
What does the number nine smell like? In a world of AI where information and wisdom have become an almost free commodity, is the only sustainable competitive advantage to learn faster and better than your competitors? But how do you discover profitable insights quicker? Can thinking like an outsider, divergent thinking - connecting the unconnected, be a game changer?
