In my decades as an organizational strategy consultant, my focus was on reframing the organization’s (AKA the people’s) perspective of themselves, their customers, suppliers, and the evolving world they were attempting to engage and serve. I therefore spent the majority of my time on the “planning to plan” phase of strategic and future planning that only merited a sentence or paragraph in the textbooks on the subjects. It was this topic, the thinking behind it, and barriers and enablers in the world of work, which inspired my doctoral dissertation on The Strategic Knowledge Indicator (SKI)™.

Although decades have passed, my mission has morphed only slightly and remains quite similar. After 40 years in the trenches, I now know the blind spots organizations habitually cultivate that hinder perspective reframing. So now, my mission of mercy is to tag those blind spots as the elephants in the room they are, and free them. My goal is to help foster not just a new way of thinking, but to develop a culture of continuous learning about how to think about the people and issues around us…at work. As The Elephant Hunter, the protagonist in my upcoming book series would say, “Let’s develop a tagging culture!”