Please share with your colleagues.

The series is about the most difficult questions you can be asked at a strategy review and how to answer them. In this seminar, the question is "What's the difference between our strategy and that of our competitors?"

If you would like a PDF of the articles on which this series is based, or if you would like to discuss how my research can help your business, contact me on [email protected]

Much of what strategy consultants sell is snake oil, which thrives and spreads because their clients prefer easy to swallow hype to substance that demands thinking. In this seminar and article, I help marketers in pharma and medtech seperate the fashionable and popular from the well-founded and effective.

Strategising is, if nothing else, something that requires us to think hard. The best strategists learn to understand their their own thinking flaws. To do so, it helps to understand how we evolved to be planners. In this seminar, I share what the San people of southern Africa can teach strategists in the pharma and medtech sectors.

What's your metaphor for commercial excellence? A hunting predator perhaps? Try the dragonfly, which is much more effective and efficient than a lion, tiger or other hunter we might imagine. In this seminar, I'll tell why that is and why it matters in practice.

The strategy review, whether at brand, business unit or board level is a salient feature of business life. Setting aside its importance to the business, the time and effort it consumes and the reputational and political impact it can have make it an annual focus for many managers and executives. Like any other business activity, there are those who excel during this ritual and those that don’t. Cultural evolution provides a valuable, practical insight into how to be the former and not the latter. Spare me 6' 36" and I’ll let you into the secret.

Cancers survive because they have their own, specialised mechanisms for sustaining themselves.This is true in both biology and for the corporate cancers of "rogue" teams and self-serving executives. In this seminar, I discuss the parallels between biological and business cancers and what they teach us about putting rogue teams into remission.

If you would like the article that accompanies this seminar, visit www.pragmedic.com or mail me at [email protected]

Transformation has become a buzzword used to sell almost any project or initiative. Yet most "transformations" fail or fizzle out. Succesful change can be fast and can be radical but it is almost always evolutionary, not revolutionary. In this seminar, I explain why that is and how you can learn to evolve faster.

If you would like the article that accompanies this seminar, visit www.pragmedic.com or mail me at [email protected]