Blog
Longer pieces on the management problems that come up repeatedly in Mauritius: written for practitioners, not for search engines.
A Mauritian team routinely works in three languages without anyone having decided to. Most managers only notice the subject the day a clear decision produces nothing.
A Mauritian employer will not win a salary comparison against an Australian or Canadian recruiter. What decides the outcome sits elsewhere, and much earlier than people think.
A cyclone warning is not an unforeseen event: it is foreseeable six months a year. What costs money is not the interruption but discovering at seven in the morning that nobody knows what to do.
Leaving a meeting with everyone's agreement is more often a bad sign than a good one. It is almost never bad faith: it is a problem of process.
The small market is usually summed up as one advantage: the network. That is half the story. A market where everything is known also changes the arithmetic of every decision taken in haste.
A team whose day is set by Paris, London or Bangalore is not living with an organisational constraint but with a decision constraint. The two are not treated the same way.
