The Great Competition Myth
Why Your Organisation Competes With ItselfAnd why that’s a design choice, not a mindset problem From the first graded test...
Priorities Are Expensive: What Subsystem Dominance Does to a System
Priorities Are ExpensiveWhat subsystem dominance does to a system Prioritisation is treated as a management virtue. If everything is important,...
Rethinking HR: From Administrator to Architect
Rethinking HR: From Administrator to Architect. For decades, HR has asked for a seat at the table. It’s the wrong...
ESG: The Function That Reports What It Cannot Change
The Function That Reports What It Cannot ChangeESG isn’t failing because the framework is weak. It’s failing because reporting was...
The Engagement Crisis
Employee Engagement Is a Readout, Not a TargetThe people held responsible for it are the ones whose own engagement is...
The 80/20 Trap: What the Pareto Principle Does to a System
The 80/20 Trap: What the Pareto Principle Does to a System When You Optimise By It The Pareto principle –...
Forced Ranking Doesn’t Measure Performance
Forced Ranking Doesn’t Measure Performance. It Manufactures the Behaviour That Destroys It. Plenty of organisations still reach for employee ranking...
Purpose Is What the Architecture Optimises
Purpose Is What the Architecture Optimises, Not What the Mission Statement Says In 1970, Milton Friedman gave the corporation a...
Interdisciplinary Work: The Art of Seeing in Layers
Seeing in Layers: Why No Single Discipline Can Explain an Organisation In an age of complexity, no single discipline holds...
Rethinking DEI
The Architecture Was Shaping the SignalWhy both sides of the DEI argument are working at the wrong layer Diversity, equity,...