Operating Model
Here is a thought experiment. Take your organisation's most complex delivery challenge last year — a regulatory programme, a product launch, a major incident. Now look at the org chart. How many of the people who actually solved it report to the same box? Very few, I would wager.
Business Architecture
In my article published here in September 2025, I asked whether Business Architecture had become the new PMO — an expensive governance layer that slows delivery rather than shaping it. The response was striking. Hundreds of comments, most of them variations of the same frustration: executives don’t get it, they
Business Architecture
Business Architecture doesn’t fail because stakeholders “don’t get capabilities.” It fails when we try to sell the discipline, instead of landing the insight. After 20+ years working across financial services, public sector and utilities, I’ve repeatedly seen the same adoption trap: * In many organisations, the word “capability”
Future of Work
In my previous article, “Hybrid Isn’t About Office Days. It’s About How Decisions and Controls Work,” I argued that hybrid working is not primarily a workplace policy. It is an operating model choice—and operating model choices determine whether execution stays reliable: how decisions are made, how controls
AI & Automation
AI is now a Board-level topic in UK financial services - not because it is new, but because it is becoming embedded in real decisions that affect customers, markets, and operational resilience. In January 2026, the Treasury Committee warned that the current approach to AI risks exposing consumers and the
Future of Work
Across the UK (and globally), more organisations are recalibrating hybrid working and raising minimum in-office expectations after several years of flexibility. In UK financial services, for example, several large firms have publicly tightened attendance baselines—often moving from two to three in-office days for many roles. Industry research points to
Regulation & Resilience
Prudential Regulatory Authrity published its latest Supervisory Statement (SS5/25: “Enhancing banks’ and insurers’ approaches to managing climate-related risks”) in December 2025. It refreshes supervisory expectations first set in SS3/19 while positioning climate-related risk as a core prudential and operational resilience issue that must be embedded into governance, risk
Regulation & Resilience
On 31 March 2025, the UK operational resilience transition period ended. For many firms, that date quietly changed the question from “Are we ready for the deadline?” to “Can we keep proving we’re resilient—week in, week out?” That distinction matters. Programmes finish. Resilience does not. The FCA’s
Operating Model
What peak season reveals about how your organisation really works—and how Business Architecture helps you fix it. It’s almost Christmas. The lights go up, the out-of-office messages multiply, and suddenly the organisation is asked to do something very simple on paper: Deliver on promises. Whether those promises are
Business Architecture
Most organisations unknowingly pay twice for the same outcomes. A one-page Duplicate Spend Heatmap reveals overlap fast and lets leaders decide to keep, consolidate, or retire with under‑12‑month payback. Within 90 days you should see run‑rate savings, faster release lead‑times, and fewer audit issues. The problem
Operating Model
Plain truth: Beautiful journey posters don’t help customers if the steps behind them are slow, error-prone, or full of hand-offs. Experience Architecture is a simple way to connect the journey your customer sees to the “capabilities” (the business abilities and systems) that power it—and then improve what matters
Data & Information
Stop curating definitions. Start shipping data people can trust and use. The Challenge Your business doesn’t need another glossary. It needs data that leaders can bet decisions on this quarter—fast, reliable, owned, and auditable. If your “information model” can’t help a COO decide in 60 seconds or