Business Architecture
There is a version of this story I have told at conference tables in which the lesson is about stakeholder management. The engagement succeeded. The client was satisfied. That version is true. It is also incomplete in a way that matters.
Organisational Debt
In this series I have argued that organisation debt — the accumulated cost of poor structures, deferred decisions, broken processes, and ungoverned data — is a real liability that belongs on the management agenda alongside financial and technical debt. In Part II, I introduced a practical taxonomy: Decision Debt, Control Debt, Data
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
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
Future of Work
Everyone recognises the importance of customer experience and how it impacts the success of their business. But how many businesses think about the significance of the employee experience and how that affects their organisation? As a business designer, I have come across “progressive” employers who take pride in talking about
Future of Work
Having been in the lockdown for now close to 3 months, I thought I had perfected working from home. The study has been rearranged to accommodate me 8-10 hours each day every week (compared to 1-2 days/week), external monitor in place, and an assortment of devices all at hand
Future of Work
COVID19 has taken a number of businesses by surprise. Many businesses do not actively encourage remote working and the practice is generally frowned upon. Or grudgingly accepted. Despite technical advances, there’s a pariah about remote working - people don’t work; they shirk work, etc etc. This is more
Digital Transformation
While driving a digital transformation programme, we often focus on the visible components of an operating model framework and how these elements, in their current state, are inhibitors to a successful delivery of a digital business. Too much focus on frameworks and models result missing some key elements in the