CSOsandbox: Corporate Strategy and Operations

Why do some organisations adapt, renew and reinvent themselves while others remain trapped by yesterday's decisions? In this episode, we explore a fundamental shift in how strategy actually works. Traditional approaches treat strategy as a fixed plan — something defined in advance and executed over time.  But in complex and fast-moving environments, that assumption no longer holds. Instead, s...

A retail division lost more than 80% of its revenue in key locations — and leadership couldn’t explain why. Pricing looked fine. Marketing hadn’t changed. Execution appeared intact. This is a business strategy failure that most leadership teams misread as an execution problem. The problem wasn’t execution. It was strategy — specifically, how strategic judgement was governed . This episode explores...

Many organisations don’t fail because they lack insight. They fail because they commit too early — and then build governance systems that make changing course too expensive . What looks like a strategy problem is often something deeper:  a system that locks decisions in before they can be properly tested under uncertainty. The traditional distinction between long-term and short-term strategy is br...

Most strategy failures do not begin with bad ideas. They begin earlier, when judgement collapses under pressure and premature commitment hardens into obligation. In this episode, we examine why CFOs are structurally implicated in strategy failure — not because they “own” strategy, but because capital commitment is the point where uncertainty becomes irreversible. We explore why organisations often...

When the future refuses to behave like a straight line, traditional annual strategy cycles start to break down. In this opening episode of the new CSOsandbox series, Paul Hunter argues that the real purpose of strategy today is to give organisations the capacity to regenerate continually, not just to plan periodically. He unpacks why regeneration has become the core strategic problem, introduces t...

In this final episode of the CFO Strategy Brief 9 series, Paul Hunter brings together the ideas developed in 9A, 9B and 9C and shows how they play out in real organisations. Recognising the new mandate for the CFO as orchestrator of the organisation’s strategy system we explored the following toipcs in earlier episodes: How CFOs can think across past, present and future using Systemic Cognitive St...

In this third episode of the CFO Strategy Brief 9‑series, Paul Hunter builds on 9A (Systemic Cognitive Strategy Practice) and 9B (decision hygiene and organisational design) to show how CFOs can communicate uncertainty as stewards of the organisation’s strategy system, not just owners of the numbers.  He explains how to turn scenarios, ranges and strategic narratives into shared “memories of the f...

This episode explores how CFOs can improve the reliability of strategic decisions by addressing bias, noise and weaknesses in decision processes. Narrator, Paul Hunter, breaks down the most common cognitive traps affecting finance leaders; confirmation bias, overconfidence, anchoring and groupthink and explains how “noise” leads to inconsistent judgments on similar cases. He then outlines a set of...

This episode introduces Systemic Cognitive Strategy Practice (SCSP) as a practical framework for modern CFOs to organise how they think about strategy across multiple time horizons. SCSP brings together three concurrent loops of thinking: retrospection (learning from past decisions), inspection (making sense of current performance and signals), and prospection (developing structured views of possi...

This third episode in the CFO Strategy Brief series explains why strategy governance belongs on the CFO’s desk — not as a nice‑to‑have, but as a core part of the job. We start with what Fortune 500 companies actually do when it comes to strategy: the observable annual ritual of planning in Q4, announcing in Q1, and then spending the rest of the year commenting on results. That pattern exposes a st...

This episode of the CFO Strategy Brief explores how “strategy blindness” at board level turns into a governance failure, and why most large corporations still treat strategy as an annual ritual rather than a continuous, governable system. Drawing on research across the Fortune 500 and Australia’s ASX 50, it shows how disclosure calendars, legal frameworks, and board practices lock strategy into ep...

CFOs are being asked to do more with less, certify numbers faster, and form a view on AI while defending margins that no longer look defensible. Yet the real opportunity is not another efficiency program; it is to use the finance vantage point to change what the organisation is capable of seeing and doing. This episode explores why some corproate “reinvention champions” become genuinely regenerati...

In this episode of the CFO Strategy Brief Series, we explore a critical shift for finance leaders: moving beyond digitising old processes to architecting AI‑enabled Corporate Collaborative Systems – a foundational design for the corporation of the future. Imagine a business ecosystem that senses weak signals, reallocates capital dynamically, and collaborates across partners, customers, and even co...

 In this episode, we explore how Systemic Cognitive Strategy Practice (SCSP) enables leaders to apply multiple forms of thinking—prospection, inspection, retrospection, and more—simultaneously. Rather than working in isolation, these modes interconnect through feedback loops, creating a dynamic, regenerative approach to strategy. We discuss practical ways to implement this, from leveraging AI for...

In this episode we explore how Enterprise Strategic Performance Management (ESPM) is transforming the role of the most trusted adviser to the CEO, the CFO’, from financial overseer to strategic leader. As organisations face increasing complexity and ambiguity, CFOs are stepping into the role of Strategy Navigators—guiding corporate strategy with data-driven insight, cross-functional alignment, and...

 In Australia’s tightly held markets, competition isn’t about slashing prices, it’s about strategic orchestration. “The Duopoly Diaries” unpacks how dominant players in sectors like groceries, construction, and aviation build enduring advantage through non-price strategies: loyalty ecosystems, automation, branding, and control of scarce assets. Drawing on real-world case studies and ACCC investiga...

The traditional role of the CFO is undergoing a transformation, as suggested in this thought-provoking podcast. The narrative challenges conventional notions by advocating for a paradigm shift in the CFO's responsibilities. Interestingly, this evolution leverages existing resources within CFO teams, particularly the Management Accountants, who are facing technological disruptions of their own...

Jaguar is in the process of the developing a new car named Type 00, coupled with a new production platform oh, and by the way, aligned with a reinvention of the company itself - Jaguar Land Rover (JLR). In the promotion of this new car Jaguar has attracted the wrath of many, the support of few. In this podcast we look for, and find a deeper purpose in the advertisement. At the end of the day its m...

Listen to an insightful exploration of the innovative strategies employed by Mattel CEO Ynon Kreiz, as we analyze his approach through the lens of the Strategic Management Institute's Third Wave Strategy. Discover how Kreiz not only implemented conventional restructuring for performance improvement but also revitalized Mattel, transforming it from a traditional toy manufacturer into a dynamic...

While advances in technology continue to evolve other global forces have entered the equation (geo political unrest, climate, consequences of Covid) more recently. Nearly all have contributed to a loss of equilibrium in global markets and by definition, corporate performance.  In this video I apply a brief history of Telstra to highlight the difference between a prosponsive program of transformati...

An overview of Organisational Learning as an Eco System - a support commentary to the webinar posted separately. In this podcast specific elements of organisational learning are discussed. the main message however is: 1.       We make a distinction between individual and organisational learning. When Peter Senge talking about systems thinking as the only form of sustainable competitive advantage f...

A taste of what is covered in the webinar with the same name uploaded separately. Strategy Brief explores how CFOs, CEOs, boards and executive teams make better strategic decisions in uncertain environments. Each episode examines the relationship between strategy, governance, judgement, accountability and organisational performance. Topics include: strategic decision-making governance and leadersh...

High potential executives (high pots) can be found in every corporation. Their presence, although generally overt is valued. So much so, they are feted with personal development opportunities that may ultimately include a sponsored stint at an international business school. While this is good for the individual, its overall value to the corporation is questionable. That is because individual learn...

Scant research has been undertaken into the role of the Chief Strategy Officer (CSO), that is, the determination of what a CSO does. As specialists in strategy practice, the Strategic Management Institute (SMI), the research arm of Paul Hunter Strategy and Leadership has evolved a representation of the role. It is based on raw experience in the field, empirical research, and conclusions drawn from...

In this era of great volatility, Third Wave Strategy provides a strategic management platform that enables the integration, alignment and systemisation of all forms of strategy practice. It is characterised by a systemic and integrated approach to its construct, a dynamic application of its practice and the use of deep, critical, dextrous strategic thinking in its enactment. The video can be viewe...