Author
Antoine Buteau

Antoine Buteau

3 min read Free

Change That Actually Takes Series #3: Resistance Is Usually Rational

Executives often interpret resistance as attitude: people are negative, change-averse, political, slow, cynical, or unwilling to get on board. Sometimes that is true. More often, resistance is rational. People resist changes that make their work harder, reduce their status, remove their control, expose their performance, threaten their expertise, increase
3 min read Free

Change That Actually Takes Series #2: Start With the Behavior That Must Change

A surprising number of change efforts cannot name the behavior they are trying to change. They can name the initiative: new CRM, new planning process, new operating model, new AI tooling, new enterprise motion, new customer segmentation, new performance system, new product development process. They can describe the rationale. They
3 min read Free

Change That Actually Takes Series #1: Change Is Not an Announcement

Most companies confuse declaring a change with making a change. The leadership team decides on a new operating model, process, tool, pricing motion, product direction, customer segment, planning rhythm, approval path, or strategic priority. Someone writes the memo. Someone builds the deck. There is an all-hands, a Slack post,
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Strategy Execution Series #10: The Operating System for Strategy Execution

Every company has a product. Very few companies have an operating system for how the company itself runs. This distinction matters enormously when it comes to strategy execution. An operating system, properly defined, is a set of repeating mechanisms that process inputs and produce consistent outputs without requiring case-by-
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Strategy Execution Series #8: Strategy Is Not a Deck: It Is a System of Choices

The moment a strategy leaves the whiteboard and enters a presentation tool, something gets lost. The nuance. The context. The contingencies. The "it depends" and the "except when." What enters the deck is the compressed, board-ready version — which is exactly the version that provides the
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Strategy Execution Series #9: From Planning to Execution: Where Companies Actually Break

Most companies have a planning process. Annual planning, quarterly planning, some version of a strategy cycle. Leadership retreats, financial modeling, headcount debates. The output is a plan that everyone leaves the room aligned on. Then execution starts. Within weeks — sometimes days — the plan starts to drift. Not because people aren&
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Strategy Execution Series #7: Why Priorities Collapse Without Decision Architecture

Ask any leadership team what their top three priorities are. They will tell you. They have them written down in their strategy deck, their quarterly planning documents, their OKRs. They believe these priorities are clear. Now ask their teams. You'll get a different list. Probably a longer one.
3 min read Free

Strategy Execution Series #6: The Hidden Role of Operators in Strategy Execution

Every company has them. The people who sit in meetings nobody else wants to attend, who manage the cross-functional project nobody else wants to own, who spend their days translating between what leadership said and what teams understood. They rarely have the most impressive titles. They're often
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