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Brett Macfarlane

Trustworthy Thought Partner to Innovative Leaders

Brett Macfarlane is a clinical organizational consultant, psychologist, and researcher known for his expertise in innovation leadership. With a background in economics, sports, and coaching, he brings a unique psychodynamic perspective to managing innovation and change effectively. Brett's leadership development practice was honed at INSEAD, a prestigious business school in France, where he focused his research on effective innovation leadership. His client-centric approach involves combining reflection, motivational analysis, capability development, process design, and leadership education. Brett is a member of various professional associations and actively contributes through his newsletter Connecting Dots. Beyond his professional endeavors, he advises the G20 Leaders Summit, engages in advisory-backed investments, and enjoys cycling and alpine pursuits.

Highlights

Aug 21 · linkedin

A lot of companies are struggling with culture right now.

In particular sports and apparel businesses that find their initial differentiation in product design have been lost in the flattening world of e-commerce and lifestyle imagery. All Birds and its negative valuation is a leading example.

There is art and science to high performance and differentiated cultures. When I do organizational assessments using socio-analytical and action learning methodologies (pardon the technical jargon), the primary data points are interactions and action. The interactions between people and the actions that follow. Actions that take place when you aren’t in the room are the ones that count.

I love this story by Duncan Money the former chief of staff and head of sustainability for Rapha. It gets into the heart of the raw material of organizational culture - the interactions between people and the actions of the people. You may read it and think, well that culture isn’t going to work for my company—and that’s the point. If you want a differentiated culture that outperforms, it has to be different. It also can’t become rigid and brittle.

Founders may imprint the initial culture code, but eventually, it must evolve to reflect reality and does so effectively when it’s a working alliance between executive, leadership and staff. Not a negotiation but a navigation.

As the executive you chart the course with the stakeholders you serve—colleagues, customers, suppliers and shareholders. A tension between consistency and vitality that executives face as their business scales, internationalizes and diversifies.

Thanks, Duncan for sharing a visceral example of the interactions and actions of a corporate culture.

I look forward to further collaboration.

Jul 23 · linkedin

“We need to get aligned!”

Does that statement make you bristle, frustrated or even angry?

I was surprised by how many people shared that response to my newsletter on the Alignment Trap.

From impressive people in major organizations in serious roles doing real innovation.

-> “How little alignment do you need to achieve your goals?”

This is the real question that brought relief to many of them.

Like a lot of things in organizational life reality is counter-intuitive.

Hence why 94% of executives are disappointed with their innovation outcomes.

Despite clear processes, frameworks and tools.

Could it be they spend too much time seeking too much alignment?

Link to the full article in the first comment below.

Brett Macfarlane
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Location

Vancouver, British Columbia, Canada