This is where I explore them, through essays, conversations and practical ideas on credibility, leadership and the future of work. The people who come here are not defined by their title. They are defined by how seriously they take the work.
Leadership is changing faster than many of the assumptions we still hold about it. I write about credibility, transformation and technology because they are all leadership questions.
Some ideas become essays. Some become conversations. Some eventually become books. They all begin with the same intention: helping leaders think differently about the work they do and the people they lead.
I'm Cindy Schwartz. I have spent more than three decades leading technology, advising executives and helping organisations navigate change.
The ideas on this site come from those experiences, but they are written for yours. The personal admission earns authority for a moment and then moves on. The focus returns to the work, the decision, the responsibility and the person in front of me.
Read more about meMost cloud strategies are approved before the organisation has decided how it will work. The operating model clarity that determines whether transformation succeeds is not a follow-up conversation — it belongs in the strategy itself.
Read the article →The work that precedes optimisation, deciding what the parameters are, which problem is worth solving, and what trade-offs are acceptable in the solving of it, is not a technical problem. It is a human one. And that is where leadership begins.
Read →You cannot lead well from depletion. You cannot think clearly, listen carefully, or make sound decisions when you are running a deficit, and the people who depend on your judgement deserve better than your exhausted best.
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