Read Our Blog On Culture Change

In the intricate tapestry of organisational life, two figures often stand out: the manager and the leader. While frequently used interchangeably, the distinction between them is not merely semantic; it’s fundamental to an organisation's very pulse and future direction. Attempts to impose leadership on individuals who are solely skilled in management can be counterproductive.

Brands are like precious vases, which can easily be dropped if they get into the wrong hands. And this can often happen through third parties. (There’s no intended criticism of those parties here). If a brand is already strong, it can overcome the hiccups that third parties can cause. But if a brand already has a weak image and poor reputation, beware of incremental damage from further shortfalls.

Many leaders speak in hushed tones about a generation that seems disengaged, avoids hierarchy, and brings an unsettling level of emotional candour to the workplace: The “Gen Z problem.” The issue isn’t Gen Z; it’s that we’re trying to fit them into a corporate culture they have no interest in preserving. Instead of briefing them on the culture change programme you designed in isolation, invite them to co-design it with you.

Titles are shorthand. They communicate decision-making power, authority, and structure. When those things aren’t there, but the title is, people know. They know this wasn’t about role clarity or growth. Titles should reflect reality, not fantasy. When they do, people know where they stand, who they answer to, and what their future might look like. When they don’t, they become a trap for the leader, the individual, and the culture.

Older generations often complain that Gen Z is hard to manage. They're too outspoken. Too sensitive. Too easily offended. Or not committed enough. But what if those labels miss the point entirely? What makes Gen Z truly different is not their fashion, their screen time, or their TikTok fluency. It's the fact that they’ve entered the workplace without an existential fear of losing their jobs. And that shifts everything.

As a consultant in organisational culture, I see senior leaders who are masters of their industries but are increasingly disconnected from the digital and social currents shaping the future. They’re leading companies through digital transformation having never used the platforms that define their customers' daily lives. The problem isn't a lack of wisdom; it's a crisis of relevance. The solution? We need to flip the script.