“Therefore, you have to retool the structures between the knowledge structures and the authority structures. And you really have to do this in a way that, at a structure level, is more challenging to the top positions and introduce ‘uncomfortableness’. Introduce squeaking joints and hangnails into the whole process.”

Increasingly, organisations that are capable of re-evaluation and are not afraid to confront the hard questions as part of their regular processes will have the competitive advantage. Cameron terms it ‘cultivating the outliers’ and he says it is fundamental to good decision making.

“For all the talk of knowledge management, it seems to me that every organisation is now a knowledge organisation,” he says. “Whenever I see the phrase ‘data driven decisions’, I smell a rat. Given that data is indefinite, no decisions are driven by data. Decisions are driven by questions; they’re driven by intuition, by the interrogation of data. It is naïve to think data can drive anything because expertise is dead.”