Insights (blog)

Outbound teams have become very good at optimising what they can see. Messages get workshopped. Subject lines are debated. Send times are tweaked. Someone suggests adjusting the opening line so it feels warmer, or adding a personalisation detail because that’s what tends to lift results this quarter. None of that is careless. In fact, it’s usually quite thoughtful. And yet, anyone who has spent time close to outbound knows the frustration: messages that look strong on paper c

And how they scale it without losing the human part A lot of our best work at Wizer happens alongside coaches, consultants and advisors. Not because they need another tool — but because they’re already working at the point where decisions shape everything else. Culture. Trust. Momentum. Who gets heard. Who quietly switches off. Coaches are the ones sitting with leaders as they try to make sense of what’s really going on inside their teams. Helping them slow down, notice patte

(And it's not because they don't care) Wize Snaps started with a simple frustration. Not-for-profits were doing important work—and sending well-written/well-intentioned donor emails—yet hearing nothing back from the very people they most needed to engage. So we started analysing donor communications. Hundreds of emails. Across appeals, updates, funding requests, partnerships and board outreach. What we found wasn't about copy quality, grammar, or even clarity. It was about de

There is a quiet reason communication problems sit underneath almost every organisational failure, even when no one names them as such. It’s because communication is not a capability that supports the business. It is the system through which the business actually functions. Strategy only exists once it is explained well enough for people to act on it. Culture is shaped less by values statements than by what is said, avoided, rewarded, and misunderstood. Decisions are not made

When Risk Sensitivity Becomes Risk Blindness - A cognitive diversity case study I was reading the Sydney Morning Herald coverage this week about the governance issues that led to the cancellation of the Adelaide Writers’ Festival. SMH's reporting on Adelaide Writers Festival and its Board The reporting focused, understandably, on process, accountability, and reputational fallout. But as I read it, I found myself asking a different question: What did the decision environment

Boards rarely perform below their best, or even fail, due to lack of experience. In fact, many of the most visible corporate failures of the past few decades were overseen by boards filled with highly credentialed leaders — former CEOs, senior public servants, regulators, financiers, lawyers, and industry experts. Governance structures were in place. Committees existed. Risk registers were maintained. Assurance processes were followed. Boards rarely function at a sub-optimal