TableTalk

Why Do Smart Businesses Keep Making Stupid Decisions? Every few months a story emerges that leaves the business world scratching its head. We find ourselves asking “How could such an experienced leadership team possibly have approved that?” The latest example comes from Starbucks. A marketing campaign in South Korea rapidly descended into controversy after imagery and messaging echoed painful episodes from the country's modern history. Whether the campaign resulted

Property occupies a unique place in society. It underpins family wealth, institutional investment and national economies alike. Yet unlike businesses or shares, property has remained remarkably difficult to divide. It is steeped in historical and legal red tape, and unpeeling that is a challenge. If you wanted to own a building, commercial or residential, or even a development site, you still needed substantial capital or access to those who had it. Today, that too is beginni

The democratisation of capital may prove to be one of the most significant economic shifts of our time. For centuries, investing was largely reserved for those with significant wealth, connections or specialist knowledge. Common people could buy products from companies, work for companies and support companies, but direct participation in their growth was limited. Why should investment opportunities be reserved for a relatively small group of people?

It is easy, in hindsight, to talk about mistakes. Unfortunately, the human condition often makes it much harder to remember the brilliance that came first. BrewDog did not begin as a corporate experiment. It began as a rebellion. When James Watt and Martin Dickie launched their brewery in 2007 from a small industrial unit in Scotland, the beer market of what is now yesteryear looked tired and predictable. James and Martin’s response was inspired but simple: brew something lo

Over the past century something rather interesting has been happening. Ownership has slowly begun to spread. Perhaps the most famous example in Britain is the John Lewis Partnership. John Spedan Lewis seems to have asked himself a philosophical question. Why should the people helping to create value not participate more directly in its rewards? At the time, this was a remarkably radical idea...

At this point, a natural question emerges. If value is concentrated and effort eventually dilutes it, how do I decide where to focus? This is where measurement enters and with it, a new layer of distortion. Charles Goodhart observed that when a measure becomes a target, it ceases to be a good measure. Now before I continue, I’ll just say “Data is golden.” However…

This week we’ll dive into effort, and why most activity feels like a waste of time and effort, and why life feels, generally, unfair. Vilfredo Pareto was among the first to observe and document an uneven distribution pattern in economic systems. Roughly 80% of outcomes, he noted, tend to come from 20% of causes. The exact ratio shifts but the asymmetry persists. Once you begin to look for it, it appears everywhere. And most of us will know of and see the 80-20 rule at work.

Prefer to watch the video? I’ve been examining how we tend to misread reality. Specifically we miss how the systems we build move and change over time. We expect linear change, but we get a series of curves. First we looked at growth, and how these are already complex wave forms. Then we looked at distribution and how both value and effort tends to form clusters rather than show up evenly. Today I embark on Part 3 of the series and I look at The Game we play and the effect

Beneath much of business, economics and technology sit recurring, structural patterns. Curves, distributions and constraints that appear again and again across nature, physics, networks and human behaviour. Once seen, they become difficult to ignore. And like much of science and its laws, the maths behind these patterns is hard to break or to work against.

People spend their lives trying to make sense of systems they cannot fully see. For founders, those of us trying to run a business, markets move, technologies emerge, competitors rise, margins tighten and audiences shift. Looking in, some businesses seem to catch momentum effortlessly while others push endlessly uphill for very little reward. The natural instinct is to explain these outcomes through talent, intelligence, discipline or luck. While there are always elements o

As AI removes friction from execution, the limiting factor becomes: What are we fighting for? What matters most right now? What does good actually look like? This kind of judgement is actually the thing that successful entrepreneurs have always been good at. Those of us with an abundant mindset have always managed to leverage others into action, and achieved strangely unbelievable things in the process.

Those of us whose minds wish to wander, need guardrails in order to achieve results that make an intentionally positive difference alongside the freedom to maintain happiness. Without these we can easily find ourselves becoming lost souls swimming in a fish bowl. And it is often surprising, for the less creative, just how much benefit ‘playtime’ can bring. Did you know that Post-it Notes, a multi-billion dollar product, came from playing around with something already deemed

Calling this a superpower is perhaps a swing too far the other way. Sometimes it almost feels like one. But not always. In the wrong environment, it can be frustrating, limiting, even painful. In the right one, it becomes a genuine edge. Perhaps the truth is more grounded. Neurodivergence is not a superpower in itself but a different configuration of strengths and weaknesses. Like with any configuration, its value depends on where and how we apply it.

There is a growing conversation around neurodivergence. Dyslexia. ADHD. Autism. These are the big 3 different ways of thinking that don’t always fit neatly into the systems we’ve built in our society. For some, these labels explain a lifetime of friction. For others, they describe the very traits that drive how they operate, lead and/or create. At TableNetwork, we talk a lot about people. Our logo, a mix of various coloured dots around a Table, represents different experie

For SMEs and growing businesses, the evolving landscape of DEI presents both a challenge and an opportunity.