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  <title><![CDATA[Complex Reflex]]></title>
  <link>https://complexreflex.com/</link>
  <description><![CDATA[Complex Reflex is a strategy and organisational consulting practice based in Bristol. We work with leadership teams on structural change, market entry, and operational decisions.]]></description>
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    <title><![CDATA[Why most post-merger integrations stall at month four]]></title>
    <link>https://complexreflex.com/</link>
    <description><![CDATA[After reviewing six integration programmes over the past three years, a pattern keeps appearing. The first ninety days go well because the mandate is clear and the energy is high. Month four is where things quietly come apart. Here is what we have observed and what tends to help.]]></description>
    <pubDate>2026-06-30</pubDate>
  </item>
  <item>
    <title><![CDATA[The scoping call: what we are actually trying to find out]]></title>
    <link>https://complexreflex.com/</link>
    <description><![CDATA[Every Complex Reflex engagement starts with a no-charge scoping call. We get asked sometimes what we are looking for in that conversation. The honest answer is that we are trying to work out whether we are the right people for the problem, not whether we can sell you a project.]]></description>
    <pubDate>2026-05-19</pubDate>
  </item>
  <item>
    <title><![CDATA[Why your org chart does not reflect how decisions get made]]></title>
    <link>https://complexreflex.com/notes/why-org-charts-lie.html</link>
    <guid>https://complexreflex.com/notes/why-org-charts-lie.html</guid>
    <description><![CDATA[Every organisation has two structures. The first is the one on the chart: boxes, lines, reporting relationships. The second is the one that actually operates: the informal networks, the people whose approval is sought even when it is not required, the decisions that get made in corridors rather than meetings. The gap between these two structures is not a sign of dysfunction. It is normal. But when the gap becomes large enough, it starts producing real problems.]]></description>
    <pubDate>2026-06-10</pubDate>
  </item>
  <item>
    <title><![CDATA[How to structure a market entry go/no-go decision]]></title>
    <link>https://complexreflex.com/notes/market-entry-go-no-go.html</link>
    <guid>https://complexreflex.com/notes/market-entry-go-no-go.html</guid>
    <description><![CDATA[The most expensive market entry mistakes are not the ones where the market turns out to be smaller than expected. They are the ones where the organisation knew the market was risky but committed anyway because the decision process did not surface the right questions at the right time. A structured go/no-go process does not guarantee a good outcome. It does make it significantly harder to ignore the things you need to know.]]></description>
    <pubDate>2026-05-05</pubDate>
  </item>
  <item>
    <title><![CDATA[Retained advisory versus project consulting: which fits your situation]]></title>
    <link>https://complexreflex.com/notes/retained-advisory-vs-project.html</link>
    <guid>https://complexreflex.com/notes/retained-advisory-vs-project.html</guid>
    <description><![CDATA[Most organisations default to project-based consulting because it is familiar. You have a problem, you commission a piece of work, you receive a deliverable. The retained advisory model is less common and less well understood. It is also, for a specific set of situations, significantly more useful. The question is whether your situation is one of them.]]></description>
    <pubDate>2026-04-14</pubDate>
  </item>
  <item>
    <title><![CDATA[Facilitation versus consulting: what is the difference and when does it matter]]></title>
    <link>https://complexreflex.com/notes/facilitation-vs-consulting.html</link>
    <guid>https://complexreflex.com/notes/facilitation-vs-consulting.html</guid>
    <description><![CDATA[Facilitation and consulting are often used as if they mean the same thing. They do not. A consultant brings an external perspective and makes recommendations. A facilitator creates the conditions for a group to reach its own conclusions. Both are useful. Confusing them tends to produce engagements that do neither well.]]></description>
    <pubDate>2026-03-18</pubDate>
  </item>
  <item>
    <title><![CDATA[Five post-merger integration mistakes that show up in month four]]></title>
    <link>https://complexreflex.com/notes/post-merger-integration-mistakes.html</link>
    <guid>https://complexreflex.com/notes/post-merger-integration-mistakes.html</guid>
    <description><![CDATA[Post-merger integrations have a predictable shape. The first ninety days are energetic and focused. There is a clear mandate, a dedicated team, and enough senior attention to keep things moving. Around month four, something shifts. The integration team starts to wind down. The workstreams are declared complete. And then, quietly, the organisation discovers that the integration has not actually happened.]]></description>
    <pubDate>2026-06-28</pubDate>
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