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.
A bad boss is more than just a Management issue: they’re a barrier to their team’s growth.
Many bad bosses fear those with greater ability than them. Instead of nurturing talent, they block it. Why do they end up in key positions? In this post, I explore that question and categorize managers into three types: those who develop talent, those who are neutral, and those who destroy it.
Networking isn’t about piling up business cards or adding connections on LinkedIn. It’s about building real, long-lasting relationships. Because when the time comes and we need an opportunity, it’s not about how many people we know: it’s about how many are willing to take action for us. And that only happens if three conditions are met, in this order: WANT, CAN, and KNOW HOW.
If any of these pieces are missing, your contact won’t be of much help. Want to understand how real ‘productive’ networking works?
Talent is valued, but only up to a certain age. In Spain, the labor market has turned into a “sandwich” where young people struggle to enter, and seniors are left out without warning. Those in between can seize this window of opportunity, but with an inevitable expiration date. If this trend continues, conflict is unavoidable. Are we prepared for what’s to come?
According to Spencer Stuart Business Services after tracking the CMO role at the top 100 advertisers for 19 years, average CMO tenure fell to the lowest level in more than a decade. CMOs working there in the US had been at the role for just 3.3 years, half the average tenure of CEOs.
Just as the phrase ‘Why do they call it love when they mean sex?’ highlights the mislabeling of an intense emotion, we often mislabel management as leadership. This mislabeling can be detrimental, as true leadership requires a unique blend of skills and qualities that extend far beyond effective management.
This phrase is repeated like a mantra, and for many it has served as a spark to create professional and emotional support and development programs with different levels of thoroughness. Just like hand grenades in a war environment, without ‘handle with care’ it can end up causing delayed damage in the form of after-effects.
Why do many professionals abandon best practices once they face the real world? This post explores the gap between academic theory and corporate malpractice. Companies, as entities, do not make choices; people do, operating within hierarchies and processes. Beyond bureaucracy and constraints, working with rigor and ethics remains a personal decision.
I developed this model after many years dedicated to team management and the research of technological tools. What happens when we delegate too much? What happens when AI starts doing what we used to do ourselves?
This model maps our professional activity across three axes and explores why balance between them is the key to sustainable performance. It applies equally to entry-level positions, middle management and C-level executives.