The Organisation Chart is a Lie
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
We blamed the executives. We should have looked in the mirror.
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.
Capability Maps don't win hearts. Decision advantage does.
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
Hybrid-Proof Governance: How to Build Decision Records, Evidence Trails, and “Audit-Ready by Design” Controls
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
AI Risk in UK Financial Services: How to stay in control without becoming an AI Expert
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