Pervasive corruption erodes integrity of corporate models

Says Phillip Ikhile in a global exclusive interview with Business a.m. as he explores the power of modelling for proper functioning of individuals, groups and society in an exploratory book series, Model Thinking, on Amazon release this week.

PHILLIP IKHILE, who is a trained biochemist, has a diverse and multifaceted journey spanning several fields, including as a brewer, a spreadsheet enthusiast visualising and analysing data; working at a global accounting firm, where he was exposed to the powerful role of financial modelling and projections in guiding business decisions; then working as an investment banker, as a passionate forex market trader; and as an entrepreneur who has built businesses from ground up. He brings all these experiences and deep insights in modelling to bear in a ground-breaking series he has titled Model Thinking, with four titles in the series released globally today.

In this interview with Business a.m.’s PHILLIP ISAKPA from his base in London, United Kingdom, he fields questions on why he has chosen to write this series at this time, and he explores the power of model thinking for societal revival, touching on how his philosophy on model thinking is useful in corporate c-suites and business organisations. EXCERPTS follow.

   Why have you chosen to write these books at this time, and who and what are you addressing with them?

The decision to write the Model Thinking series at this time was driven by a confluence of factors that made the timing simply irresistible. First and foremost is the state of the world itself. Complexity is everywhere, from personal lives to group dynamics, business challenges, and societal upheavals. Many people feel overwhelmed, struggling to make sense of the chaotic interplay of forces shaping decisions and outcomes. The series provides a guiding framework that breaks complexity into manageable models, empowering individuals, groups, and organisations to navigate their challenges with clarity and purpose. Another critical factor is the unprecedented volume of data and insights now available. Never before in history has so much information been accessible about how systems work, fail, and can be improved.

However, information without structure is noise. The Model Thinking series transforms this noise into clarity by offering frameworks to sift through complexity and focus on what truly matters. A third, transformative element is the advent of groundbreaking tools that have reshaped how knowledge is gathered, analysed, and presented. Leveraging an AI-powered assistant capable of retrieving data, synthesising insights, and cross-referencing vast information at incredible speeds has fundamentally elevated the research and writing process. This tool enabled the inclusion of rich examples, deep analysis, and a wide scope of perspectives, making it possible to create a resource grounded in both depth and accessibility. It stands as an awesomely inconceivable innovation that makes exploring and presenting complexity at this level achievable. These converging factors — an increasingly complex world, the explosion of accessible data, and the power of advanced technological tools — made this the ideal time for the series. The books are aimed at anyone seeking to navigate the complexities of life more effectively, from individuals grappling with personal decisions to leaders managing groups, businesses, and societal systems.

The audience includes professionals, students, policymakers, and anyone curious about making sense of the world’s intricacies through structured thinking. The series also addresses a universal need: the ability to think better, live better, and create better systems. Whether it’s simplifying individual choices, improving group collaboration, or designing actionable strategies, the books equip readers with practical models for understanding and improving the systems they interact with daily. The ultimate goal is to make the principles of modelling accessible to a broad audience, sparking a mindset shift that empowers people to thrive in an increasingly interconnected and complex world.

The general notion about models or modelling is often about abstracts and things that sometimes cannot be brought to life. Share with us your novel idea that life, individual and society, can become better through the process of modelling.

You’re right — models are often seen as abstract or theoretical tools used in academic or technical settings. But here’s the thing: we are already using models in our daily lives, even if we don’t call them that. Whether we’re deciding which route to take to work, figuring out how to split our time between family and career, or collaborating in a group, we’re applying mental models — frameworks based on our experiences, expectations, and the limited information we have at the time.

The novel idea behind the Model Thinking series is this: if we consciously recognise, refine, and improve the models we use, we can make better decisions, solve problems more effectively, and create more harmonious societies. For individuals, modelling life means understanding the inputs (your time, energy, resources), how you process them (your mindset, habits, and priorities), and the outputs you desire (happiness, achievement, relationships). By identifying where things break down — say, wasted energy or misaligned priorities — you can adjust the model to get better results. For societies, models are the foundation of governance, economy, and culture. Societies that succeed aren’t perfect — they’re those that recognise when their macro-models, like governance or education, are misaligned and adapt them. A great example is how certain countries model societal well-being, focusing on inclusivity, innovation, or resilience. For groups, the book highlights how understanding group dynamics through models can unlock collaboration and synergy. Think of a sports team or a family. If we model their inputs (skills, values, communication), processing (teamwork, roles), and outputs (performance, happiness), we can identify how to make these groups function better. The shift I propose is simple but profound: Instead of letting life happen to us, we take control by viewing our challenges and opportunities through models. This approach brings clarity, structure, and direction to what can often feel chaotic, making both individuals and societies more intentional and effective. Ultimately, modelling is not about creating abstract blueprints — it’s about making the invisible visible, giving us the tools to shape our reality. Through Model Thinking, I want readers to feel empowered to turn life’s complexities into opportunities for growth and success.

In one of the books you write about using modelling to navigate life’s complexities. Explain this process and how individuals can make use of modelling to live their lives.

The process of navigating life’s complexities through modelling begins with a simple but transformative realisation: life is not a random collection of events. Instead, it is a series of interconnected systems with inputs, processes, and outputs that can be understood, analysed, and even influenced. This idea is at the heart of Model Thinking. It’s about stepping back from the chaos of daily life, recognising the structures that shape our experiences, and using those insights to make better decisions, adapt to challenges, and achieve our goals. When I reflect on my own journey, this understanding of models has been a constant thread through every stage of my multifaceted career. From my early days in biochemistry and brewing to my work in financial modelling, investment banking, entrepreneurship, and trading, I’ve seen firsthand how systems operate and how they can be optimised. Brewing, for instance, taught me the importance of precision and balance, where even the smallest variation in inputs could dramatically alter the output. Similarly, working in financial modelling revealed how structured analysis could provide clarity for decision-making, while trading in global markets demanded an ability to analyse trends and iterate strategies in real time. Each of these experiences reinforced the same lesson: life becomes clearer when you break it down into models. This process starts with recognising the inputs, processes, and outputs in any situation. For example, think about managing your time. The inputs are your hours, commitments, and priorities. The process involves how you schedule, delegate, and focus. The output is your productivity — and, hopefully, your peace of mind. By viewing something as complex as time management through this framework, you suddenly have a clearer way to identify what’s working, what’s not, and where adjustments are needed. Once you’ve identified the structure, the next step is to map and analyse your models. When faced with a major decision, like taking a new job, it’s easy to feel overwhelmed. But if you break it down into components — the inputs (like pay, location, and opportunities), the processes (how you weigh pros and cons), and the outputs (career growth, lifestyle changes) — the decision becomes far more manageable. This ability to reduce complexity is what makes modelling so powerful. The beauty of modelling is that it’s not static. Just as I iterated and refined my trading models based on market behaviour, life models evolve as circumstances change. No model is perfect, but through trial, error, and adjustment, you can make them more effective over time. It’s this iterative process that ensures your models remain relevant, whether you’re planning for a career, managing a family, or pursuing personal growth. One of the most exciting aspects of modelling is its versatility. Lessons learned in one area often apply seamlessly to others. My background in brewing, for example, taught me the importance of understanding how inputs like temperature, ingredients, and timing interact to create something greater than their parts. That same thinking can be applied to teamwork or creativity, where the right conditions foster innovation and success. Modelling isn’t limited to any one domain — it’s a universal tool. The practical applications of this approach are endless. Whether it’s simplifying decision-making, planning personal development, or navigating a crisis, models provide clarity. A team working on a complex project, for example, can identify their inputs — skills, roles, and resources — and their processes, such as communication and problem-solving, to achieve outputs like milestones and deliverables. In uncertain times, models help us think ahead, anticipate scenarios, and plan responses, turning what might feel like chaos into a structured opportunity. Using models isn’t about complicating life — it’s about making sense of it. When you learn to think in models, you shift from merely reacting to the world to actively shaping it. That’s what I hope readers take away from Model Thinking. It’s not just a tool for navigating complexities — it’s a framework for thriving in them. By sharing insights from my career and life, I want to show that modelling isn’t reserved for experts. It’s a way of thinking that anyone can adopt, and when you do, it transforms the way you live.

There are four books in the series on modelling, each addressing a specific application of your modelling principle. There’s the particular one on group models and their powers. We are interested in how, practically, groups can be shaped by the modelling principle. How can it transform and better group-think and group outcomes with respect to tasks?

Groups are inherently dynamic and complex. When individuals come together, their varied skills, perspectives, and emotions can lead to incredible achievements — or frustrating inefficiencies. The book on Group Models tackles this complexity by showing how groups, like individuals, can be modelled to understand and optimise their functioning. The key lies in recognising that every group operates within its own system of inputs, processes, and outputs. By applying the modelling principle, groups can be better shaped, their outcomes transformed, and the dreaded pitfalls of groupthink avoided. Practically, it begins with understanding the inputs a group has at its disposal. These include resources like time, tools, and funding, but also less tangible elements like the members’ expertise, motivations, and interpersonal dynamics. For instance, a team tasked with a project might have highly skilled members but lack trust or alignment on goals. Recognising such imbalances in inputs through modelling allows leaders to address them directly — perhaps by fostering better communication or clarifying the team’s purpose. The processes are where the real transformation happens. This is the “engine room” of any group, where decisions are made, conflicts resolved, and tasks executed. Modelling a group’s processes involves dissecting how members collaborate, how decisions are made, and how progress is monitored. Take a committee facing constant delays in decision-making. A model might reveal that the process is overly hierarchical, with too many bottlenecks for approval. By rethinking the structure — perhaps empowering smaller sub-teams to act autonomously — a more efficient model emerges. The outputs are, of course, what the group produces: the results, deliverables, or impacts. Whether it’s a product, a campaign, or simply a decision, the quality of the output reflects the effectiveness of the inputs and processes. But what’s often overlooked is that models also allow for measuring and improving these outputs. If a group is consistently falling short of its goals, the modelling principle helps trace the root cause, be it misaligned inputs, flawed processes, or even unrealistic expectations. Where this becomes transformative is in how it counters groupthink, that insidious tendency for groups to prioritise consensus over good decisions. By applying modelling, groups are encouraged to surface diverse perspectives as an intentional input. This isn’t about token diversity but rather ensuring that opposing views are not just heard but integrated into the process. A modelled group system might, for example, require structured dissent or periodic reviews by independent members to prevent blind spots.

Let me share a practical example. Imagine a startup brainstorming a product idea. Without modelling, the loudest voices might dominate, and the team might rush to an agreeable but uninspired solution. With a group model in place, the inputs are diversified — drawing insights from marketing, engineering, and even external customers. The processes include steps like structured brainstorming and decision matrices that ensure every voice is heard. The output? A more innovative product with fewer blind spots. In broader contexts, modelling can transform communities, organisations, and even nations by optimising collective efforts. A community project, for instance, might model its members’ skills, time commitments, and financial contributions as inputs, apply transparent and inclusive decision making processes, and measure success not just by the number of tasks completed but by the satisfaction and engagement of its members. Modelling empowers groups to shift from reactive to proactive, from struggling to synergising. Ultimately, the Group Model shows that no group is static. When groups think in models, they move beyond accidental outcomes to intentional ones. They become more adaptable, efficient, and innovative, capable of achieving far more than the sum of their parts. That’s the power of modelling in shaping group-think and transforming group outcomes.

One of the things often said about the Nigerian society is that it has a failed leadership, which is often dropped at the foot of a so-called political elite. Is there a way your modelling theory can rescue Nigeria in this regard?

The crisis of leadership in Nigeria is, at its core, a people problem. A model, no matter how structurally sound or innovative, cannot deliver its intended outcomes if its operators — leaders and participants — are unfit or misaligned with its purpose. This is the central tension that the upcoming book, Modelling Morality: The Rise and Fall of Society, seeks to address in the context of societal challenges like those in Nigeria. At the heart of this dysfunction is a system corroded by corruption, where accountability is weak, self-interest reigns supreme, and public service is often treated as a means for personal enrichment. Leadership in such a system reflects its environment — corruption becomes the currency of survival, and those who rise to the top are often the “best corroded” of the system.

When those operating the leadership model lack both the moral and intellectual fitness for their roles, the model itself falters, no matter how well-designed it might be. Applying the modelling principle to Nigeria begins with a critical rethinking of the inputs to the leadership system. The current structure perpetuates a cycle where flawed incentives reward patronage, dishonesty, and short-term gains over merit, competence, and long-term vision. Modelling helps identify these corrupting inputs and suggests pathways for reform — whether through transparent and merit-based leadership selection, civic education that fosters integrity, or systems that actively discourage and penalise corrupt behaviour. Imagine a leadership pipeline that rewards service and accountability, with aspiring leaders evaluated not just on their technical skills but also on their moral clarity and contributions to societal well-being. The processes of leadership must also be overhauled. Corruption thrives in opaque systems, where decisions are hidden from public scrutiny and power is concentrated in the hands of a few. Through modelling, these processes can be redesigned to prioritise transparency, inclusivity, and feedback loops. For example, implementing participatory governance mechanisms — such as open budgeting platforms or community-led decision-making forums — reduces opportunities for corruption while aligning leadership with public interests. Additionally, building independent systems of checks and balances ensures that corrupt practices are identified and addressed before they spiral out of control. However, even with reformed inputs and processes, the ultimate transformation depends on reshaping the operators themselves. As Modelling Morality will emphasise, no system can rise above the moral and intellectual quality of those running it. Leadership in Nigeria must evolve from being a transactional role to one rooted in stewardship, empathy, and responsibility. This requires not only structural reforms but a cultural shift that redefines leadership as a service rather than an entitlement. Embedding anti-corruption values into education, media, and community narratives ensures that the next generation of leaders enters the system with a stronger moral compass.

Finally, the outputs — the policies, actions, and societal impacts — must be measurable and directly tied to the intended purpose of leadership. Corruption often skews these outputs, with resources diverted from public projects to private pockets. Modelling introduces robust feedback loops that measure not just the completion of projects but their impact on societal well-being. These feedback mechanisms allow for continuous improvement, ensuring the system remains aligned with its core purpose. The decline of societies, as Modelling Morality will argue, is often precipitated by the normalisation of corruption and the erosion of leadership quality. But the rise of societies follows a different trajectory — one where corruption is systematically dismantled, and leadership is recalibrated to serve the collective good. For Nigeria, this means addressing the deep-rooted issues that allow corruption to fester and ensuring that those operating the leadership model are fit for purpose. Only by reforming the system itself and reconditioning its operators can we break free from the cycle of dysfunction, where the “best corroded” hold sway. It’s a monumental task, but as the book will illustrate, it is not only possible — it is necessary for sustainable transformation.

You also explore the moral reset of society through modelling in one of your five books. Many would say the world, especially Africa, and indeed Nigeria, needs a large dose of that right now. Look at Africa, look at Nigeria, tell us how you think this can help.

In the Model Thinking series, four published books explore the application of modelling principles to individuals (Model Thinking: Navigating Life’s Complexities), groups (The Power of Group Models), tangibles and intangibles (The Modelling of Things), and actionable strategies (Action Models). Each of these books tackles a specific aspect of life’s complexities, but they all share the common thread of illustrating how understanding and applying models can dramatically improve outcomes in any context. The fifth and upcoming title, Modelling Morality: The Rise and Fall of Society, builds on the foundations laid in the earlier books by addressing a critical and timely concept: morality as fitness for purpose. This redefinition of morality shifts the conversation from abstract ideals to practical systems that can be assessed and improved. Nowhere is this more urgently needed than in Africa, and especially in Nigeria, where moral erosion has weakened governance, societal trust, and economic progress. For Africa, the modelling principle provides a framework to understand and address the systemic challenges holding back its immense potential. Many of the continent’s systems — whether governance, education, or leadership — suffer from inputs and processes that are not fit for purpose. Corruption, impunity, and self-serving practices have become normalised, creating systems that fail to deliver the outputs societies need. Modelling these systems highlights where they are misaligned with their purpose and offers pathways to redesign them, introducing inputs such as transparency, accountability, and long-term vision. In Nigeria, this concept of morality as fitness for purpose takes on profound significance. Leadership in Nigeria is often criticised for its inability to deliver meaningful progress, and this stems directly from systems where the operators — leaders — lack the moral and intellectual fitness to align with the system’s purpose. The upcoming book will explore how Nigeria can undergo a moral reset by rethinking its key systems.

For instance, governance processes can be modelled to ensure transparency and inclusivity, with mechanisms like open budgeting, citizen review panels, and performance-based evaluations. This ensures that the processes, as well as the operators within them, are aligned with the system’s purpose of serving the collective good. One of the most critical aspects of this moral reset is addressing the systemic tolerance for corruption. Corruption is the clearest indicator of a system that is unfit for purpose. By redefining societal norms and reconfiguring the incentives that drive behaviour, modelling can transform corrupt systems into ones that reward integrity and service. Imagine a leadership pipeline where moral fitness is as important as technical competence, and where leaders are accountable to measurable ethical standards. Through this lens, the concept of morality as fitness for purpose becomes a powerful diagnostic and prescriptive tool. It allows societies to ask not only whether their systems are functioning but whether they are functioning as intended — whether their leaders, institutions, and values are truly fit for purpose. With this framework, Nigeria can reimagine its leadership and societal systems, fostering a culture where success is measured not by personal gain but by collective progress. Modelling Morality will argue that this moral reset is not just a lofty ideal but a practical necessity. Africa and Nigeria have the potential to thrive, but this requires systems and leaders that align with their intended purpose. By applying the principles of modelling, these societies can create feedback loops, refine their systems, and ensure that every input and process is driving toward meaningful, sustainable outputs. It’s a challenging task, but one that is both possible and essential for the future of the continent.

The landscape of business, corporation and enterprise could certainly use with your philosophy on modelling. How does this apply in the world of business?

The world of business operates as an intricate system of interconnected parts, each contributing to the overall success — or failure — of the enterprise.

Businesses thrive when their inputs, processes, and outputs are effectively aligned, but challenges arise when these elements, and the submodels and macro models within them, fall out of sync. Modelling provides a systematic way to address these challenges, offering a framework for understanding how the various components of a business interact and how they can be optimised for better outcomes. Sub-models in a business context refer to the individual teams, departments, or operational units that drive specific aspects of the organisation. Each sub-model operates with its own inputs, processes, and outputs. For example, a marketing team might rely on inputs like market research, creative resources, and a defined budget. Their processes could include campaign planning, content creation, and analytics, with outputs such as brand visibility, customer engagement, and leads. On their own, these sub-models might function well. However, when viewed through the modelling lens, the key question becomes: how effectively are these submodels contributing to the macro model of the organisation? Macro models, by contrast, represent the overarching systems that govern the business — leadership, culture, strategy, and resource allocation. A well-designed macro model ensures that sub-models operate cohesively, driving the organisation toward its goals. However, when a macro model is flawed or misaligned, even the most efficient sub-models can underperform. For instance, a skilled product development team may create exceptional products, but if the macro model lacks a coherent strategy or effective leadership, those products might fail to reach the market successfully. Modelling bridges this gap by enabling businesses to identify and address systemic inefficiencies. Consider a company struggling with poor cross-departmental collaboration. While individual teams may excel in their specific roles, the lack of integration between these sub-models could result in delays, redundancies, or missed opportunities. By modelling the interactions between sub-models and macro models, businesses can design processes that foster alignment — such as establishing shared goals, improving communication channels, or streamlining workflows. Feedback loops between sub-models and macro models are another critical element. These loops allow organisations to continuously evaluate their performance and make adjustments as needed. For example, a company pursuing an innovation-driven strategy might use feedback mechanisms to assess whether its training programmes, technology investments, and employee incentives are effectively supporting that goal. Modelling helps highlight gaps in alignment and provides actionable insights to bridge them. Moreover, modelling allows businesses to address a fundamental question: is the organisation truly fit for purpose? As Modelling Morality: The Rise and Fall of Society will argue, fitness for purpose is the ultimate measure of a system’s success. In the context of business, this means evaluating whether strategies, leadership models, and operational processes are aligned with the organisation’s objectives and the realities of its market. A business that aspires to sustainability, for instance, must ensure that its macro model incorporates environmental accountability and that its sub-models — from supply chain operations to marketing — are designed to deliver on that commitment. Ultimately, modelling equips businesses with the tools to go beyond short term fixes and build resilient, purpose-driven systems. It provides clarity in decision-making, fosters cohesion across teams, and ensures that every part of the organisation works in harmony toward its objectives. In an ever evolving business landscape, the application of modelling principles is not just an advantage — it’s an imperative for sustained success.

There have been instances where corporate suites have been found short globally, and more especially in Nigeria. But these are highly-geared places where modelling is in play all the time. Where do you think there’s a disconnect?

Corporate suites, both globally and in Nigeria, are often regarded as the engines of strategy and decision-making within organisations. These environments are highly geared for success, employing sophisticated models for finance, operations, risk management, and growth strategies. Yet, time and again, we see them fall short, sometimes disastrously so. The disconnect, I believe, lies not in the absence of models but in their misuse, misalignment, or lack of integration with the human and ethical dimensions critical to their effective operation.

At the heart of the issue is the overreliance on technical models without sufficient attention to the operators — those who build, interpret, and implement them. A model, no matter how robust or advanced, is only as good as the people managing it. When these individuals lack the moral clarity, competence, or contextual awareness to align the model with the organisation’s goals and values, the model itself becomes compromised. This is especially evident in Nigerian corporate suites, where the pressures of short-termism, profit maximisation, and external influences often override the long-term purpose and integrity of decision-making. One key disconnect is the failure to integrate ethical considerations — what Modelling Morality: The Rise and Fall of Society will define as “fitness for purpose” — into corporate models. Many organisations design their systems to prioritise financial metrics at the expense of broader goals such as employee well-being, sustainability, or societal impact. In such cases, even well-crafted models produce outputs that serve immediate objectives but fail to create sustainable value. For example, a financial model that ignores the risks of cutting corners in compliance or ethical practices may boost profits temporarily but invite catastrophic reputational or legal consequences down the line.  Another critical issue is the lack of alignment between sub-models and macro models within organisations. Sub-models, such as individual departments or units, might function well in isolation but fail to contribute effectively to the macro goals of the organisation. For instance, a sales team focused solely on hitting quarterly targets might push products that are unsuitable for customers, undermining the company’s long-term brand value. This misalignment often stems from poorly defined or poorly communicated macro models — leadership strategies that fail to unite and synchronise the sub-models under a cohesive vision.

Corporate suites also suffer from an overemphasis on rigid, static models that don’t adapt to changing realities. In a rapidly evolving world, models must be dynamic, incorporating feedback loops that allow for constant recalibration. Many corporate failures occur because leadership continues to rely on outdated assumptions, ignoring the warning signs that the environment has shifted. For example, businesses that fail to adapt their supply chain models to disruptions or technological advancements often find themselves outpaced by more agile competitors.

Finally, the pervasive issue of corruption — particularly in the Nigerian context — erodes the integrity of corporate models. Corruption skews inputs, distorts processes, and leads to outputs that prioritise personal gain over organisational success. When decisions are influenced by favouritism, bribery, or other unethical practices, the entire modelling system becomes unfit for purpose. This not only weakens the organisation internally but also diminishes trust and credibility externally, often with far reaching consequences. The solution lies in embracing a more holistic approach to modelling — one that accounts for the interplay between human, ethical, and systemic factors. This means designing models that are not only technically sound but also morally aligned, adaptive, and inclusive of diverse perspectives. It also requires cultivating leadership that values integrity and purpose as much as profits, recognizing that the quality of the operators is just as critical as the quality of the models.

Corporate suites are places where models are in play constantly, but to bridge the disconnect, these models must be wielded with skill, insight, and a deep commitment to their purpose. Without this alignment, even the most advanced models will fall short, leaving organisations vulnerable to the same pitfalls that have plagued them for decades.

In corporate suites’ decision making, how does this modelling theory you are advancing help when the buck stops with the CEO and when it’s by consensus?

Decision-making in corporate suites is often framed by two scenarios: the centralised authority of the CEO, where the buck stops with one individual, and the distributed, consensus-driven approach, where decisions emerge from collective agreement. The modelling theory presented in the Model Thinking series offers valuable insights for both scenarios by providing a structured framework that ensures decisions are both systematic and purpose-driven, regardless of the decision-making style. When decision-making rests solely with the CEO, the effectiveness of the process depends heavily on their ability to model the decision environment comprehensively. CEOs must process a staggering volume of inputs— financial metrics, market trends, stakeholder expectations, and risks. The modelling framework helps organise these inputs into a coherent structure, ensuring that decisions are not based solely on intuition or incomplete data. By modelling the situation, the CEO can simulate various scenarios, weigh potential outcomes, and identify trade-offs, enabling a more informed and strategic approach. For instance, a CEO deciding whether to expand into a new market can model the inputs (market potential, investment requirements, competition), processes (feasibility studies, resource allocation), and outputs (projected revenues, brand impact). By breaking the decision into these components, the CEO can avoid the pitfalls of cognitive bias or overconfidence, which often plague centralised decision-making. However, the theory also recognizes the critical role of the “operator” in the model. A CEO’s moral and intellectual fitness—what Modelling Morality defines as fitness for purpose—is pivotal. A sound model in the hands of an unfit operator can still produce poor decisions. This underscores the importance of ensuring that leaders are equipped not just with technical skills but also with the ethical grounding and contextual awareness needed to align decisions with the organisation’s overarching purpose. When decision-making is by consensus, the dynamics shift significantly. Consensus-driven models introduce more complex processes, as inputs come from multiple perspectives, each shaped by different experiences, biases, and priorities. While this diversity of thought can enhance the quality of decisions, it also increases the risk of inefficiencies, groupthink, or decision paralysis. The modelling framework helps by structuring the inputs from various stakeholders, ensuring that diverse perspectives are incorporated systematically rather than chaotically. For example, in a boardroom debate over a major investment, the modelling approach ensures that each stakeholder’s inputs are evaluated against a shared set of criteria, such as alignment with corporate strategy, financial viability, and long-term impact. Processes like structured discussions, scenario modelling, and decision matrices help the group focus on data-driven analysis rather than personal biases or power dynamics. The framework also ensures that the outputs — whether a decision to proceed, postpone, or pivot — are actionable and aligned with the company’s goals. Moreover, feedback loops become especially critical in consensus-driven environments. Modelling facilitates mechanisms for revisiting and refining decisions as new information emerges or as initial assumptions are challenged. This adaptability helps mitigate the risks associated with collective decision-making, such as slow responses to fast-changing market conditions. Ultimately, the modelling theory bridges the gap between these two styles of decision-making by emphasising clarity, alignment, and accountability. Whether the buck stops with the CEO or the decision emerges from consensus, modelling ensures that the process is structured, the inputs are comprehensive, and the outputs are fit for purpose. It also places a premium on the operators of the model — whether an individual leader or a collective body — ensuring that they are equipped to make decisions that serve the long-term interests of the organisation. In both scenarios, modelling transforms decision-making from a reactive process into a deliberate, strategic exercise that drives sustainable success.

The ‘think better’ benefit of modelling would be something everyone should encounter. But it would seem that access might be limited. How can what you write about in these books, especially the concept of model application, become generally accessible?

The “think better” benefit of modelling is indeed a universal need. We all encounter complexity in our personal lives, professional environments, and societal interactions. The concept of modelling — breaking down these complexities into inputs, processes, and outputs to understand and optimise outcomes — is not just for the boardroom or policy makers. It’s a way of thinking that can transform everyday decision-making, and making it accessible to a wider audience is one of the central goals of the Model Thinking series. The first step toward accessibility lies in how the concept is communicated. The books are written in a clear, engaging style that avoids academic jargon and instead uses relatable examples drawn from diverse contexts — individuals, groups, tangible and intangible things, and actionable strategies. From navigating personal finances to solving team conflicts, or even addressing societal challenges like leadership quality and corruption, the series demonstrates how modelling can apply to problems of any scale. The informal tone and practical focus are deliberate choices to ensure that readers of all backgrounds can connect with the ideas. But accessibility is not just about tone; it’s also about tools. The Model Thinking series doesn’t just present abstract theories — it offers frameworks that readers can apply immediately. Whether it’s understanding the inputs-processes-outputs framework, identifying sub-models and macro models, or creating feedback loops for continuous improvement, the books are designed to be practical guides. The emphasis is on showing how these concepts can be simplified and applied by anyone, anywhere, regardless of expertise.

To extend this accessibility beyond the books, technology becomes a key enabler. Digital platforms, such as interactive websites, mobile apps, or even gamified tools, can make the principles of modelling more approachable and actionable. Imagine a smartphone app that allows users to build simple models for their goals, whether it’s planning a career move, organising a community project, or managing a small business. By translating the concepts into user-friendly formats, the benefits of modelling can reach a much broader audience. Workshops, webinars, and training programmes are another avenue for democratising access. For example, businesses, schools, and community groups could adopt the frameworks outlined in the books to teach their members how to apply modelling to their specific challenges. From a small startup refining its strategy to a group of students learning critical thinking skills, these engagements bring the theory to life in practical, interactive ways.

Finally, partnerships with educational and social organisations can amplify reach. Schools could integrate simplified versions of modelling principles into their curricula, teaching students how to think critically and systemically from a young age. Community organisations, especially in places like Nigeria where systemic challenges are deeply felt, could use modelling to empower citizens to address local problems, from resource management to civic engagement. The ultimate vision is that modelling becomes less of a specialised tool and more of a mindset — something people naturally turn to when faced with complexity. The books are just the beginning. By using accessible language, practical tools, and diverse platforms, the Model Thinking series aims to ensure that the transformative power of modelling is not confined to a select few but becomes a resource for everyone, everywhere.