Patrick Landers
@landerspatrick
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VP of Strategy, Convene Lab, Principal at N8 Ventures. Attorney, Harvard MBA.
Boulder, Colorado
Joined February 2012
#Universities risk retreating into a "bunker of values" amidst rising student debt, declining public trust and government funding. Only those that proactively adapt, while preserving their mission and values will truly remain autonomous. https://t.co/afcbBV7VNG
#HigherEducation
linkedin.com
So many organizations claim to be “changing the world” today, that its easy to become fatigued by the claim. Even the makers of industrial components, such as ceramic capacitors, of which the public...
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Per @McKinsey what determines who wins in strategy - "ensuring that the right talent is fully empowered and engaged on each strategic decision." Convene Lab's focus on facilitation in strategic planning achieves this: https://t.co/smAWUgmdYz
mckinsey.com
Only one in five companies believe they have high-quality strategic capabilities. We look at the key traits that strategy execution champions have in common.
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5 Sectors That Require a Different Approach to Group Decision-Making https://t.co/Gk8suCvTUc?
#strategy
linkedin.com
The Myth of the Omniscient Leader Every organization has an org chart. But the notion that leadership consists of a single individual issuing brilliant declarations that are immediately and flawles...
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Strategic conversations often fail because of the cost of speaking up. Facilitation deliberately changes the structure of decision-making to lower this cost of speaking the truth. A More Convenient Truth https://t.co/Of81DNo0A9
linkedin.com
In the middle of a billion-dollar merger discussion, a junior team member typed a message into the Zoom chat: "Are we sure the numbers in Slide 14 are right?" No one responded. Her mic stayed muted.
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Why Consensus Is Not Clarity - what looks like agreement in #Strategy sessions often masks unspoken doubts and unresolved decisions. 2 critical factors determine the likelihood of false consensus:
linkedin.com
Most teams don’t walk into strategy sessions trying to deceive each other. They walk in with goodwill, experience, and a plan.
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The Myth of the Rational Group: why groups of smart people without decision-making structures make the wrong decisions: https://t.co/hHpHQSZ0AI via @LinkedIn
linkedin.com
When smart people get together, good decisions should follow right? That’s the assumption many leadership teams make when they gather to plan. But in practice, the more capable the individuals, the...
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Check out my latest article: Plans are not Decisions - why the inability to say what you're stopping signals strategic failure: https://t.co/hwv6vi2iZt
#Strategy
linkedin.com
Most organizations don't suffer from a lack of plans, they suffer from a lack of decisions. The shelves are full of slide decks, roadmaps, and strategic frameworks.
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In the first of a series of articles on why strategies stall, I argue that #strategy doesn’t fail from lack of intelligence—it fails when we ignore how humans actually behave in groups. Drawing on over a decade of experience and classic decision theory, I introduce the central
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Check out my latest article: How to Reinvent a University During a Funding Crisis: The Arizona State University Model
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Check out my latest article: Cost-cutting is a not a strategy for US research universities
linkedin.com
In 2025, US universities facing substantial research funding cuts must respond strategically rather than simply cutting costs. The status quo ante.
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Check out my latest article: Demographics is not Destiny for US Universities. But Value is.
linkedin.com
There is a misconception that declining demographics will cause a drop in university admissions. The idea of an "enrollment cliff" stems most recently from the December, 2024 Knocking at the College...
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60-Second Strategic Plan Sniff Test: (1) Does the plan have a deadline?; (2) Does each Objective in the plan have a quantitative metric?; (3) Does each Objective state a target rate of change in that metric? (4) Do the Strategies exhibit a specificity that suggests they address
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University of Colorado does a particularly good job of transparently reporting their performance against their strategic metrics: https://t.co/2rml5SmkOV
@CUSystem
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In their efforts to grow, companies often make decisions that slowly erode their original unique strategy.
hbr.org
Companies often undertake investments or make decisions that slowly erode their original unique strategy or dilute the sharp boundaries that gave the firm its original clear identity. This happens...
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We had another tremendous year of innovation at @CUBoulder. One way we innovate is by translating our research into new solutions to improve life across the globe. Read more about our work this past year and the work to come in our annual report ⬇️ https://t.co/1olIlGCNJJ
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The history of strategic planning since World War 2 describes a path from rigid post-war planning to what in practice is no strategy at all. The synthesis is Strategic Culture - focused, flexible, effective and prescient.
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"technology has made it easier to state the financial case for considering non-financial metrics." https://t.co/X7iHY97QJy
cnbc.com
The availability of technology and data could be what helps turn a corner, according to JPMorgan's global head of sustainable investing.
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How Covid-19 Will Change Aging and Retirement
wsj.com
Among other things, expect more aging in place and a wave of innovation to help make that happen.
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