Organisational Miseries

Common Pain Points


Misery is unnecessary company.


Can You Feel Some of These Organisational Pain Points Holding You Down?
Structures

We struggle to operate as a strategically formed and cohesive team.

Vision

Strategic misalignment across priorities, teams, roles, and overarching strategy remains a persistent source of frustration.

Power

Unhappiness has taken root in our culture.

Communication

Our digital strategy is flimsy and out of sync with our operating intentions.

Structures

Our meeting game is painfully lo-fi.

Brand

What we say externally doesn’t match how things feel internally.

Structures

Teaming feels more akin to a chaotic jam session than a well-choreographed dance.

Structures

Our adaptive skills and applied tooling are antiquated.

Vision

Rigorously challenging our own habitual thinking isn’t systemically baked in.

Culture

No cohesive operating model connects and directs our leadership ethos and strategies.

Leadership

Conditioned dependence, not agency, is reinforced by our org chart.

Power

Low internal trust has created a suspicion-based communication system.

Leadership

In the constancy of change, leadership self-esteem swings too much.

Structures

I feel daunted carving out adequate operating system changes by myself.

Culture

The many languages spoken by our multi-generation culture inspire a lack of coherence.

Vision

We indulge our own complexity at the expense of delivering outcomes.

Structures

A transactional mindset creeps in amidst the hustle, sacrificing strategic depth."

Culture

Complaining can outweigh meaningful action.

Leadership

Explaining drains precious time.

Structures

Our workflow prioritisation practices lack a strategy.

Vision

Our time wastes are financially unsustainable.

Structures

Complaints that nobody knows the strategy come from all directions (even when we believe we have a strategy.)

Vision

Our structures and systems lack a cohered, strategic design intent.

Brand

Our recruiting is strong; our retention comparatively weak.

Structures

The humans and the robot are not operating in partnership.

Communication

Our origin story has a 200-lb. gorilla standing on her chest.

Power

Changes ahead feel uncertain, fast, and lacking our preparedness.

Vision

We don’t know what we don’t know. We cover by thinking we know.

You are in good company. Simply time to get to work. x

  • AI will certainly enable a quantum leap forward and rational thinking needs to situate technology flows wisely, understanding they don't come into the collective consciousness to replace humans but to expand human capacity and elevate value add.

  • Humans are still and will need to be for a long while the ones to create, collaborate, prioritise, and drive on vision, strategy, and purposefulness.

  • Judgment, intuition, and emotion are skills and intelligences complexity asks humans to apply to data and contexts for innovations forward.

  • The change makers understand that transforming themselves while consciously building forward-looking teams and businesses is tangible, applied, and evolutionary work to build alternative futures in this next wave technology landscape.

  • Systems change themselves by doing the work of change, not by listening to speeches, participating in workshops or trainings, nor by simply reading about strategy and change.

  • Hard work is good work. You know you are doing the good work because it will feel hard before it becomes so obviously the right way.



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