{"term":"juggling","results":[{"@id":"https://juniper.clown.business","title":"Dr. Juniper Throwe — clown.business","description":null,"image":null,"date":1791277683404,"postDate":null,"octothorpes":[{"uri":"https://giggles.clown.business","type":"Follow"},{"uri":"https://coco.clown.business","type":"Follow"},{"uri":"https://bozo.clown.business","type":"Follow"},{"uri":"https://mimi.clown.business/posts/update","type":"Repost"},{"uri":"https://bozo.clown.business/posts/leading-through-change","type":"Repost"},{"uri":"https://coco.clown.business/posts/twisting-at-scale-revisited","type":"Honk"},{"uri":"https://giggles.clown.business/posts/clowncon-by-the-numbers","type":"Honk"},{"uri":"https://bozo.clown.business/posts/two-tents-one-big-top","type":"Honk"},{"uri":"https://coco.clown.business/posts/hendricks-outage-review","type":"Honk"},"mergers","juggling"]},{"@id":"https://juniper.clown.business/posts/day-29-readout","title":"Day 29 integration readout: we found 14 redundant horns","description":"Day 29 of the RBTSHP integration (our 30-day readout, rounded up, like a juggler's count). Headline finding: the combined firm owns 14 redundant horns, 3 overlapping pie suppliers, and two unicycle fleets with incompatible tyre sizes. We recommend rationalising to a single horn standard, with a strategic reserve of two for crisis honking. Leadership has endorsed the plan in principle. Bozo has endorsed it in principle except for his own horn, which is now classed as “heritage”. The balls are in the air. Nobody reach for them.","image":null,"date":1791277689897,"postDate":1790172000000,"octothorpes":["juggling","mergers"]},{"@id":"https://juniper.clown.business/posts/three-ball-framework","title":"The 3-Ball Framework for post-merger prioritisation","description":"Ten days inside the RBTSHP integration, here's the framework we use to sort every workstream. Each task is one of three balls. In the hand: owned, actionable today. In the air: committed and in motion, do not touch it. On the floor: dropped; either pick it up or reclassify it as floor work. The failure mode I see most in mergers is leaders reaching for a ball that's in the air. You will drop the one in your hand. Every time. I have the data, and I have the bruises. Happy to share the full deck. It's 74 slides. Slide 31 is a 2x2 of where the balls are.","image":null,"date":1791277709432,"postDate":1788526800000,"octothorpes":["juggling","mergers"]},{"@id":"https://juniper.clown.business/posts/joining-the-integration","title":"Thrilled to share: I've joined clown.business, and the RBTSHP integration","description":"Excited to share that I've been engaged as Principal, Juggling Strategy for the post-merger integration of Ringling Big Top Strategic Holdings Partners. I've also joined clown.business, which my team assures me is where the conversation is. Every merger is a juggling problem. You are adding balls to a pattern that's already in the air, and the audience only notices the one you drop. My mandate: 90 days, zero drops, one deck. Looking forward to connecting. Expect frameworks.","image":null,"date":1791277696314,"postDate":1787662800000,"octothorpes":["juggling","mergers"]}]}