Notes from the Field

What the smartphone market reveals about strategy, structure, and market power Walk into any mobile phone shop today and you'll find a familiar pattern. The display wall is dominated by two brands: Apple and Samsung . The mental model most consumers carry is simple: iPhone if you want premium experience; Samsung if you want the best Android device. Yet if you examined the hardware landscape more closely, the picture becomes more complicated. Manufacturers such as Xiaomi , HO

Why documenting threats is not the same as deciding how much risk you are willing to take If you ask most SME leaders whether they "manage risk", the answer is usually yes. There will be a spreadsheet somewhere. A quarterly discussion. Detailed risk assessments with colour codes—green, amber, red. A list of "top risks" reviewed during management meetings. But here's the uncomfortable truth: Documenting risks is not the same as deciding how much risk you are prepared to take.

Why organisations must move beyond whistleblowing and compliance theatre In recent years, the term safeguarding has gained significant traction. Traditionally, it has been associated with the protection of children and young adults in educational settings— ensuring that vulnerable individuals are shielded from harm, abuse, neglect, and exploitation. But safeguarding is no longer confined to schools. Increasingly, it is becoming relevant—and necessary—within corporate workpla

Competence is not a system—and memory is not resilience Ask an SME owner how operational risks are managed, and a familiar answer appears with quiet confidence: “We’re fine. My people are experienced.” It sounds reassuring. It is also one of the most fragile assumptions a business can make. Experience is valuable. It is not a control. Treating it as one is how organisations drift into avoidable failure—slowly, invisibly, and usually without warning. Experience lives in people

How growth exposes hidden weaknesses—and what founders must fix before it’s too late Most small businesses don’t fail at the beginning. They fail after things start going well . Revenue picks up. Customers increase. The founder finally breathes. And then—slowly or suddenly—the cracks appear. Cash tightens. Staff leave. A small incident turns into a big problem. Within months, a business that looked “successful” is struggling to survive. This isn’t bad luck. It’s a pattern. Su

And why clarity of authority matters more than completeness of process Most businesses have Standard Operating Procedures. They are written carefully, approved formally, and stored somewhere accessible. They remind staff what should happen, in what order, and who is responsible at each step. On paper, they signal preparedness. And then stress enters the system: An incident occurs. A customer escalates. A staff member is injured. A regulator appears without warning. A parent t