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  <title><![CDATA[Guild Branch]]></title>
  <link>https://guildbranch.com/</link>
  <description><![CDATA[Guild Branch is a management consultancy based in Birmingham, UK. Strategy, organisational diagnostics, and change management for leadership teams.]]></description>
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    <title><![CDATA[Why strategy documents sit in a drawer unused]]></title>
    <link>https://guildbranch.com/notes/why-strategy-documents-dont-get-used.html</link>
    <guid>https://guildbranch.com/notes/why-strategy-documents-dont-get-used.html</guid>
    <description><![CDATA[Every year, organisations spend significant time and money producing strategy documents that nobody reads after the away-day. This is not a mystery. It is a predictable outcome of a process that optimises for the document rather than for the decisions the document is supposed to support.]]></description>
    <pubDate>2026-06-30</pubDate>
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    <title><![CDATA[How to run an organisational diagnostic that finds the real problem]]></title>
    <link>https://guildbranch.com/notes/how-to-run-an-organisational-diagnostic.html</link>
    <guid>https://guildbranch.com/notes/how-to-run-an-organisational-diagnostic.html</guid>
    <description><![CDATA[The presenting problem is almost never the real problem. When an organisation brings in an external consultant to run a diagnostic, the brief usually describes a symptom: poor communication between teams, slow decision-making, high turnover. The diagnostic process needs to be designed to get below the symptom to the structural cause.]]></description>
    <pubDate>2026-05-15</pubDate>
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    <title><![CDATA[Three patterns that make leadership teams less effective]]></title>
    <link>https://guildbranch.com/notes/leadership-team-dysfunction-patterns.html</link>
    <guid>https://guildbranch.com/notes/leadership-team-dysfunction-patterns.html</guid>
    <description><![CDATA[When a leadership team is not working well, the effects spread through the whole organisation. Decisions slow down. Conflicting messages reach the teams below. Good people start to disengage. The dysfunction itself is usually not mysterious. It tends to follow one of a small number of recognisable patterns.]]></description>
    <pubDate>2026-04-22</pubDate>
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    <title><![CDATA[Why organisational change stalls at the implementation stage]]></title>
    <link>https://guildbranch.com/notes/change-management-why-it-stalls.html</link>
    <guid>https://guildbranch.com/notes/change-management-why-it-stalls.html</guid>
    <description><![CDATA[The decision to change is usually the easy part. A leadership team agrees on a new structure, a new system, or a new way of working. The announcement is made. And then, six months later, the organisation is largely doing what it was doing before, with a new name on the org chart.]]></description>
    <pubDate>2026-03-18</pubDate>
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    <title><![CDATA[When does an interim advisory arrangement actually make sense?]]></title>
    <link>https://guildbranch.com/notes/interim-advisory-when-does-it-make-sense.html</link>
    <guid>https://guildbranch.com/notes/interim-advisory-when-does-it-make-sense.html</guid>
    <description><![CDATA[Interim advisory arrangements are one of the most frequently misused forms of external support. Organisations sometimes reach for them when what they actually need is a defined project with a clear output. Other times, they are exactly the right tool. The difference matters, because the two things cost different amounts and produce different results.]]></description>
    <pubDate>2026-02-10</pubDate>
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