Delivers an expert perspective on strategic leadership and decision-making across all organizational levels. Discover practical management insights grounded in Oriol’s proven track record as a C-level executive, bridging the gap between high-level theory and effective corporate execution.
Project-based learning bridges theory and practice, energizing teams and building critical skills. In companies and business schools alike, “learning by doing”—through cases, workshops, or bootcamps—enables participants to apply what they’ve learned to real-world challenges, generating tangible value and ensuring continuity between academic training and corporate performance.
Failure is not a liability but a strategic asset—if managed well. Companies that document, analyze, and share mistakes turn them into collective learning, avoiding repeated errors and accelerating innovation. In a culture where failure is seen as part of the process, teams build resilience and trust. The true difference between stumbling and collapsing lies not in the mistake, but in the ability to learn from it.
In consulting, a clear and signed scope is more than a formality—it’s your safeguard. It defines what’s included, what’s excluded, and whether your role is proactive or reactive. Without it, misunderstandings can escalate, as in the case of a consultant and client clashing over responsibilities when a key team member left. A precise scope protects relationships and ensures aligned expectations from day one.
The value of a good diagnosis doesn’t lie in pointing out what was already suspected, but in turning it into clear, actionable solutions with defined ownership. Diagnosing for the sake of it is ego; diagnosing to solve requires action.
Artificial intelligence now takes care of tasks that used to be delegated to junior or mid-level profiles. We gain efficiency, but we lose key learning opportunities that help develop talent. Delegating wasn’t just about splitting work: it was about sharing context and business logic. Today, if AI does part of the job, explaining the why is still essential for any professional to grow and create more value.
Middle management has a dual value: it develops talent and keeps the link between strategy and execution alive. Without a well-prepared middle layer, the mission fades, teams lose context, and senior leaders end up stuck in endless supervision mode.
When mediocrity outnumbers talent, the game is lost. If talent comes in alone, it will be expelled. The key is to inject enough talent to set new standards and reverse dynamics that drag down results. The winner of that struggle will define the organization’s direction — for better or worse.
Hiring poorly isn’t just an isolated mistake—it’s an act of irresponsibility that, when repeated, reveals clear incompetence. In key positions, the impact of a bad choice is magnified.
This post explores the importance of making the right selection, the real cost of getting it wrong, and why not everyone is fit to hire—no matter their budget or formal validation. Sometimes, the one who should be held accountable isn’t the person coming in, but the one doing the hiring.