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About Dr. Norman Chorn

Norman Chorn is a strategy and organisation development practitioner, who works in Australia, UK, New Zealand, and South Africa. After leaving a leading consulting firm, Norman founded strategy and research firm Brain Link Group with affiliations, in the UK and North America. His work embraces the research and insights from neuroscience and addresses Strategy (in highly uncertain environments), Organisation Development, Growth, and Corporate Resilience. His use of neuroscience principles has enabled the development of a range of proprietary techniques and approaches to achieve an enhancement in organisational performance. He holds visiting and associate appointments with a number of leading Graduate Schools of Management, including Macquarie University (Australia), the University of Pretoria (South Africa) and Canterbury Graduate School of Management (NZ).

Author Archive | Dr. Norman Chorn

strategyisdead_1

Strategy Is Dead! A Premature Obituary?

I’m bemused by the repetitive announcements that “strategy is dead” and has no place in our rapidly changing and uncertain business environment. Pundits claim that: it’s too slow and laborious the outcomes are irrelevant in an uncertain and changing environment, and organisations prefer to simply respond quickly as conditions and customer requirements change. Despite the […]

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psychic

Why People Can’t See the Future

It’s So Frustrating for Change Leaders! “Why can’t people see the future? It’s so obvious that we need to change–yet the people can’t see that there is a better way!” This is a cry I often hear from leaders and managers who are trying to implement change or improve things in their organisation. They complain […]

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strategic_cycle

Why Can’t People Be More Strategic?

Why Aren’t They More Strategic? This is an area of much frustration for many of our clients. They feel that their people don’t think strategically or apply enough creativity to recommended solutions. The executives then have to do their staff’s strategic thinking themselves, often delegating less as a result. This can leave them feeling quite […]

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turtleskate

Why “Best Practice” May Not Be Best Practice

The term “best practice” came to common usage during the benchmarking craze of the 1990s. Since then, it has been pursued by many “learning” organisations, supported by a burgeoning consulting industry who claim to have uncovered the best ways to do everything from strategic planning to systems reengineering. The promise is quite compelling: “Benefit from […]

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mindfulness

We’re Mindful–Why Isn’t our Organization?

Why the Interest in Mindfulness? The practice of mindfulness has been closely associated with improvements in mental health, physical health and overall well-being (1). These benefits have also been observed in the workplace, where ‘mindful’ individuals are reported to better cope with stress, have improved relationships and greater engagement with the organisation and its goals […]

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napolean

Win Like Napoleon–Think Neuro-Strategy!

Why Napoleon? We all know that Napoleon had magnificent victories at Toulon, Tivoli (perhaps his greatest of all time), The Pyramids and Austerlitz – but what can we learn about his approach to strategy and winning? And what’s the connection with neuroscience? Well, it turns out that Napoleon unknowingly used an understanding of neuroscience to […]

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talent_mgmt_dead

Talent Management Is DEAD–Killed by Complexity!

The “War for Talent” Since McKinsey coined the team in 1997[1], they have argued strongly that effective Talent Management (TM) is a driver of value creation in organisations. This has launched a spate of TM practices in consulting companies, as well as a multi-billion dollar industry for software vendors like Oracle, SAP and IBM. Enterprises […]

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thought_action

Action Is the Enemy of Thought

What’s the issue here? In the fast-paced world of today, we are urged to undertake ‘business at the speed of thought’ and become increasingly action orientated. Intuitively it makes sense to increase our speed of response in this rapidly changing environment. But, as we move to action, have our organisations become more effective at understanding […]

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