Every engagement is grounded in proven management science. Theory gives you a model for what will happen before it happens.
When an initiative stalls, the instinct is to add resources, change the team, or bring in a consultant with a new framework. None of these address the real gap: the absence of a predictive model for how decisions translate into outcomes.
Theory makes action predictable. It converts decisions from bets into forecasts.
Theory first. Every time.
Every module connects theory to the operational reality your team faces. The goal is capability, not completion.
Not all capital is created equal. Clayton Christensen's theory of good money and bad money explains why organisations systematically invest in the wrong initiatives — and how to build the decision-making architecture to stop.
Good money is patient for growth, impatient for profit. Bad money is impatient for growth, patient for losses. Most organisations cannot tell the difference until it is too late. This framework teaches you to tell the difference on day one.
Going fishing together.
Advisory is where theory meets your specific decisions, in real time. A sustained engagement built on the same methodology tested across six sectors and two continents.
A working relationship built on the same framework tested across six sectors and two continents.
A peer advisory community for senior leaders. We meet to examine real business situations, share what we are each seeing, and build a shared model for what comes next.
The output is judgment: the kind that makes you difficult to surprise. The learning comes from each other as much as from the frameworks.
Implementing EVM discipline for complex multi-phase projects. The goal was a scientifically grounded tracking system that project leads would actually use: a predictive instrument, not a compliance exercise.
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A full-spectrum engagement across delivery, team dynamics, and product development. Capital allocation theory shaped the product decisions. Design thinking structured the problem-solving.
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Agile transformation for an internal operations team. Agile is not a process. It is a mindset grounded in empiricism. The engagement built the rhythm, the ceremonies, and the accountability structures that make empiricism operational.
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Equip your team with university-accredited credentials and operational frameworks that work in the real world.
A one-hour monthly seminar delivered in partnership with a leading Canadian university. Each session applies a specific management theory to a real operational challenge. The session stands alone as value.
Register for the next seminar →"The gap between strategic intent and operational reality is a systems problem. The execution systems were not built when the strategy was."
Theory in Practice was founded by Roti Akinsanmi. His industry experience spans two decades of executive and entrepreneurial leadership: heading digital innovation and strategic partnerships at a major Canadian airline, driving product strategy for one of North America's leading children's streaming platforms, and founding technology ventures in regulated markets across two continents. That breadth flows directly into Theory in Practice.
Thirty minutes is enough to know whether Theory in Practice is the right fit for your organisation.