Structure clarifies intent and defines purpose. As a result structure, in anything, requires choices. Choices are as much of exclusion as of inclusion.

As such they force us to think what we're willing to sacrifice in order to achieve a specific outcome. When you consider that even in something as seemingly basic as exercise where we have a human body and a predetermined amount of exercise that must be performed, the outcome we achieve depends not on how much we exercises but in the order we chose to perform specific exercises then it becomes evident that in more complex scenarios where more than one person is involved the interaction introduces variables that make it necessary to structure the experience of interacting in specific ways in order to have the desired effect. 

Imagine a Michelin Star restaurant that fed you their award-winning desert upon arrival, gave you the main course with coffee next next and followed it up by the hors d'oeuvres served with some world class wine. In principal you've eaten every bit of their amazing food they have, but the order it was presented in destroyed the experience and negated the Michelin Star effect. Now apply that to how a business interacts with its customers and how employees within it interact with each other. 

Without a structure to help guide everyone inside and outside a business the entire edifice becomes a hodge-podge of experiences none of which leave anyone satisfied. 

Structure creates meaning and meaning delivers value. 


Raise Your Game: Business books that help you get where you want faster by clearly detailing the steps you need to take.

The world is changing. Not overnight and not all at once, but it is changing nevertheless. In my talks to corporate groups, CEOs, VPs and industry leaders I gleam insights of how this change is happening. What evidence exists. Why some things happen and not others and how we can best take advantage of it all to do better. In Observations I catalogue it all. Brief, to the point and open to discussion.