Resources
Practical articles on organisational performance, management and transformation — in the NC & Pacific context.
87% of employees say they lack the time to coordinate, each absorbed by their own workload. The weekly meeting already exists almost everywhere — what it lacks is its last five minutes. Forty-five minutes, four sections, three written lines.
Read the article →56% of C-suite leaders are clear on their must-win priorities. Two levels down, only 27% are. The gap is not in the strategy — it is in how the strategy travels. Four concrete things close it.
Read the article →The same item is back for the third meeting running. It was settled months ago, but nobody can find what was decided, or on what basis. The four lines that keep a decision findable six months later.
Read the article →A dashboard rarely suffers from a missing metric. It suffers from thirty-five too many. The three questions that decide whether a line stays or goes, and the "one in, one out" rule that stops the dashboard growing back.
Read the article →The offsite, the action plan, the working group all mobilise people for a few weeks, then everything fades. What makes change stick is what comes back on a fixed date. The four markers of a real management rhythm, and where to start.
Read the article →The final article of the series. Seven findings, one cause: the organisation is built to run, not to execute. The four alignments to fix — deciding, pacing, seeing, measuring — in that order.
Read the article →Fewer than 25% of organisations achieve sustained performance improvement (McKinsey, 2026). Measuring is not steering: what creates performance is not the metric, but the decision it triggers.
Read the article →75% of executives say they don't trust the data they rely on to make decisions (Gartner, 2025). At every level of the hierarchy, information gets filtered, softened, and summarized before it ever reaches the boardroom.
Read the article →An executive spends an average of 23 hours a week in meetings. A single weekly Executive Committee meeting can cascade into up to 300,000 hours of work a year. More meetings don't guarantee you're steering anything.
Read the article →91.5% of megaprojects go over budget or over schedule. It's almost never a skills problem. 4 signals foreshadow a project that's about to slow down.
Read the article →An org chart and a RACI matrix aren't enough to make decisions work. 4 recurring mistakes explain why the right people often don't actually hold the power to decide.
Read the article →Zurich, Singapore, Copenhagen: their real advantage isn't only financial — it's organisational. 4 levers separate high-performing organisations from the rest.
Read the article →Harvard Business Review estimates that 40% of strategic value is lost at the execution stage. McKinsey confirms: healthy organisations are 3× more likely to outperform. The 4 pillars of rigorous execution.
Read the article →A solid strategy is not enough. Execution is the rare and decisive competence. Symptoms, root causes and 4 levers to bridge strategy and concrete results in your organisation.
Read the article →A file ceases to be standard as soon as it exceeds the usual framework in complexity, amount or risk. Three simple criteria that prevent costly misclassification.
Read the article →Instability has become structural. How can executive committees transform this constraint into an advantage? A PerfEco reading of McKinsey Quarterly research.
Read the article →Analysis and practical guides on executive performance in NC & French Polynesia — no jargon, directly actionable.