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  <title><![CDATA[Clear Lantern Hub]]></title>
  <link>https://clear-lantern-hub.com/</link>
  <description><![CDATA[Clear Lantern Hub is an independent consultancy helping small and mid-size organisations diagnose operational problems and build executable strategy. Based in Portland, OR.]]></description>
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    <title><![CDATA[Strategy in a founder-led business during a leadership transition]]></title>
    <link>https://clear-lantern-hub.com/notes/founder-led-business-strategy-transition.html</link>
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    <description><![CDATA[Leadership transitions in founder-led businesses tend to produce a specific kind of strategic drift. The founder's judgment was the strategy, even when a strategy document existed. When that judgment is no longer in the room, the document does not fill the gap. What fills the gap is usually inertia, which is a strategy of a kind, but not a deliberate one.]]></description>
    <pubDate>Thu, 03 Sep 2026 15:38:27 GMT</pubDate>
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    <title><![CDATA[Why strategy plans lose traction after the first quarter]]></title>
    <link>https://clear-lantern-hub.com/notes/why-strategy-plans-lose-traction.html</link>
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    <description><![CDATA[A strategy document that nobody refers to is not a strategy. It is a record of a planning session. The two things look identical at the moment of delivery and diverge completely over the following three months. Understanding why that happens is the first step toward building something that holds.]]></description>
    <pubDate>Fri, 07 Aug 2026 10:50:55 GMT</pubDate>
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    <title><![CDATA[What to expect from an operational diagnostic]]></title>
    <link>https://clear-lantern-hub.com/notes/operational-diagnostic-what-to-expect.html</link>
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    <description><![CDATA[Most organisations that book an operational diagnostic have already tried to solve the problem internally. They have had the meetings, assigned the working groups, and produced the documents. The diagnostic is not a repeat of that process. It is a structured look at the same situation from outside the org chart, using a consistent framework rather than institutional assumptions.]]></description>
    <pubDate>Sun, 05 Jul 2026 19:57:14 GMT</pubDate>
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    <title><![CDATA[When to hire a consultant and when to solve it internally]]></title>
    <link>https://clear-lantern-hub.com/notes/when-to-hire-a-consultant-vs-do-it-internally.html</link>
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    <description><![CDATA[The case for hiring a consultant is not always obvious, and it should not be. External advisory is a real cost, and the organisations that get the most from it are usually the ones that were clear about what they needed before they picked up the phone. This article is an attempt to make that decision more legible.]]></description>
    <pubDate>Tue, 16 Jun 2026 16:47:44 GMT</pubDate>
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  <item>
    <title><![CDATA[What quarterly advisory actually covers week to week]]></title>
    <link>https://clear-lantern-hub.com/notes/quarterly-advisory-what-it-covers.html</link>
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    <description><![CDATA[Quarterly Advisory is the format that is hardest to describe in a service listing, because the value is cumulative rather than delivered in a single document. This is an attempt to describe what it actually looks like across a quarter.]]></description>
    <pubDate>Mon, 01 Jun 2026 18:55:28 GMT</pubDate>
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    <title><![CDATA[How to prepare for a board meeting when the stakes are high]]></title>
    <link>https://clear-lantern-hub.com/notes/preparing-for-a-board-meeting.html</link>
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    <description><![CDATA[A board meeting that goes badly is rarely a surprise in retrospect. The signals were usually there in the documents, in the questions that came up in the pre-meeting, or in the dynamics of the room. The preparation process is about making those signals visible before the meeting, not after.]]></description>
    <pubDate>Wed, 08 Apr 2026 16:36:25 GMT</pubDate>
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