Mark Goodridge leads major transformation projects in both the private and public sectors leading to business realignment, organisation and culture change. He advises organisations at board level in the food, retail, media, telecommunications, and government sectors in the UK, Continental Europe and USA.
Contact Mark at mark.goodridge@oecam.com
In the Media...
In the News: Mark & Paul write for CIPD’s PM
As a leader, are you a Wise Implementer or a Stage Performer? Mark Goodridge and Paul Donovan write…
An Evening with Daniel Kahneman
Mark Goodridge attends an Evening with Daniel Kahneman to explore "Thinking, Fast and Slow"
Journal Articles
The Crisis of Accountability
Across business, politics and public life we have seen recent inquiries into significant failures with highly defensive testimonies and cries of ‘but no one told me!’. We pay Executives large sums of money to be accountable – but is there a limit to an individual’s accountability? Mark Goodridge argues that if accountability is embroidered with…
Building the Accountability Culture – OE Editorial
In this edition of The OE we explore how to build a culture of accountability; a key aspect of which is applying an anthropological lens
The Stage Performer vs. The Wise Implementer
As a leader do you actually do what you say you’ll do? Or are you simply a performer enjoying the theatre of business? In this article, Mark Goodridge explores the 'delivery gap' and together with our guest contributor, Paul Donovan, shares wisdom for how leaders make things happen during turbulent times.
Bringing Life Back to Work
Hybrid has led to much talk about the place & time of work along with the impact of remote working on our health & wellbeing. However, what about the job itself? In this article, Mark Goodridge and Mike Thackray explain why we need to go back to the fundamentals of job design to create engaging and rewarding roles. Let’s put the life back into…
Toxic Culture – How Does the Board Know Before Disaster Hits?
With a focus on performance, success is rewarded & failure often punished - no wonder we want the board to only hear of successes... Boards are the furthest away from the real dynamics of an organisation, so how can they know what the real company culture is - whether it's toxic and why? Mark Goodridge looks at the Board's role in assuring a…
Brilliant Board Conversations
Whilst board role, process, structure and specification are important & necessary, on their own they are not sufficient elements of board effectiveness. Mark Goodridge & Gary Ashton explain why not and reveal the most critical aspects driving the board dynamic.
I Don’t Know – Just Google it: The Impact of Digital Technology on Decision-making
When we use SatNav, the part of the brain associated with decision-making switches off... If we continue to allow AI to make decisions for us, will humans lose the ability to critically evaluate information when making complex decisions? Toni & Mark ponder decision-making in the digital world.
Rights & Freedoms in the Gig Economy: Are they Compatible?
The ‘Gig’ Economy has meant fundamental shift in the relationship between the employee and the organisation. Mark asks whether our ideas about work rights and freedoms still hold true.
Great Conversations in a Time of Trouble
We’re in troubled times – in the political world, truth, trust and meaning are falling apart, fuelled by highly polarised social media exchanges. In such uncertain, uncomfortable times it’s even more important to understand what great conversations are made of (they have more than 140 characters). Mark Goodridge asks what can business leaders…
Creating the Organisation with Integrity
It is only through creating an organisation with ‘integrity’ can the board be confident that their direction is being followed and that the performance numbers they publish are accurate. The exposure of VW, Tesco and FIFA has led business leaders to question whether their own organisations are hiding similar malpractices. Mark Goodridge looks at…