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  <title><![CDATA[Egret Endeavor]]></title>
  <link>https://egretendeavor.com/</link>
  <description><![CDATA[Egret Endeavor is a strategy and organisational design consultancy based in Cascais, Portugal. Working with founders and leadership teams across the Iberian Peninsula.]]></description>
  <language>en</language>
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    <title><![CDATA[On the usefulness of slow decisions]]></title>
    <link>https://egretendeavor.com/</link>
    <description><![CDATA[There is a version of strategic urgency that is real and a version that is manufactured. After working with a Lisbon-based tech company through a six-month pivot, Mariana Fonseca writes about what she learned from watching a leadership team resist the pressure to decide before they were ready.]]></description>
    <pubDate>2026-06-30</pubDate>
  </item>
  <item>
    <title><![CDATA[What an organisational audit actually involves]]></title>
    <link>https://egretendeavor.com/</link>
    <description><![CDATA[People sometimes assume an audit means a survey and a report. In practice, it means spending several weeks inside an organisation asking questions that the org chart cannot answer. Mariana Fonseca explains what the process looks like from the inside.]]></description>
    <pubDate>2026-05-14</pubDate>
  </item>
  <item>
    <title><![CDATA[Running an offsite that actually produces decisions]]></title>
    <link>https://egretendeavor.com/</link>
    <description><![CDATA[Most leadership offsites end with a long list of things to discuss further. Mariana Fonseca writes about the design choices that make the difference between a productive offsite and an expensive away day.]]></description>
    <pubDate>2026-03-22</pubDate>
  </item>
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    <title><![CDATA[When Strategy Documents Stop Working and Why]]></title>
    <link>https://egretendeavor.com/notes/when-strategy-documents-stop-working.html</link>
    <guid>https://egretendeavor.com/notes/when-strategy-documents-stop-working.html</guid>
    <description><![CDATA[There is a particular kind of meeting that happens in organisations around the world, including many in Portugal, where someone opens a shared drive, finds the strategy document from eighteen months ago, and everyone in the room quietly agrees not to mention that almost none of it has happened. This is not a failure of ambition. It is usually a failure of design.]]></description>
    <pubDate>2026-06-10</pubDate>
  </item>
  <item>
    <title><![CDATA[How to Design a Leadership Offsite That Actually Works]]></title>
    <link>https://egretendeavor.com/notes/how-to-design-a-leadership-offsite-that-works.html</link>
    <guid>https://egretendeavor.com/notes/how-to-design-a-leadership-offsite-that-works.html</guid>
    <description><![CDATA[Most leadership offsites are designed by the person who is also running them, under time pressure, with a vague brief that amounts to 'make it useful.' The result is usually a day of presentations followed by a dinner where the real conversations happen. There is a better way to do this.]]></description>
    <pubDate>2026-05-28</pubDate>
  </item>
  <item>
    <title><![CDATA[Organisational Design: When to Restructure and When to Wait]]></title>
    <link>https://egretendeavor.com/notes/organisational-design-when-to-restructure.html</link>
    <guid>https://egretendeavor.com/notes/organisational-design-when-to-restructure.html</guid>
    <description><![CDATA[Restructuring is one of the most disruptive things an organisation can do to itself. It consumes enormous amounts of leadership attention, creates uncertainty for staff, and takes longer to settle than anyone expects. It is also sometimes exactly the right thing to do. The difficulty is knowing which situation you are in.]]></description>
    <pubDate>2026-04-15</pubDate>
  </item>
  <item>
    <title><![CDATA[Managing Leadership Transitions in Portuguese Organisations]]></title>
    <link>https://egretendeavor.com/notes/managing-leadership-transitions-in-portugal.html</link>
    <guid>https://egretendeavor.com/notes/managing-leadership-transitions-in-portugal.html</guid>
    <description><![CDATA[Leadership transitions are among the most disruptive events in an organisation's life, and they are almost always underestimated. The new leader arrives with energy and ideas. The outgoing leader leaves a gap that is larger than anyone expected. The team waits to see which way things will go. This period, which can last anywhere from three months to two years, is when organisations are most vulnerable to losing good people and making poor decisions.]]></description>
    <pubDate>2026-03-05</pubDate>
  </item>
  <item>
    <title><![CDATA[What Retained Advisory Actually Means in Practice]]></title>
    <link>https://egretendeavor.com/notes/retained-advisory-what-it-means-in-practice.html</link>
    <guid>https://egretendeavor.com/notes/retained-advisory-what-it-means-in-practice.html</guid>
    <description><![CDATA[The retained advisory format is one of the least understood things we offer. People sometimes imagine it as a subscription to a consultant who sends a monthly report. It is not that. It is closer to having a thinking partner who already knows the context and can be reached when something comes up, without the overhead of briefing someone from scratch every time.]]></description>
    <pubDate>2026-02-18</pubDate>
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