In complex organisational contexts, ambiguity is often presented as a virtue. It is associated with flexibility, with leaving space, with avoiding over-regulation. And in certain moments, that is true: not everything needs to be closed immediately. The problem arises when ambiguity stops being a conscious tool and becomes a permanent state. In those cases, lack of clarity is not the result of a deliberate strategy, but of avoidance: of tension, of conflict, or of the responsi

In many organisations, transversal thinking, broad perspective and the ability to integrate different disciplines are rightly valued. Leading today requires understanding complex systems and connecting diverse points. The problem arises when this legitimate need is confused with the absence of focus. Being transversal is not being everywhere. Being multidisciplinary is not dissolving one’s own territory. And permanently wearing multiple corporate hats is not a strength: it is

In dynamic and demanding professional environments, a familiar temptation often appears: reshaping reality so it fits decisions that, at a given moment, feel convenient. When this happens, we tend to tell ourselves —and others— that “it is what it is.” More often than not, this is not conscious acceptance, but rationalisation. A way of justifying small deviations from what originally defined our professional and personal direction. Each of these decisions subtly recalibrates