For generations, becoming good at professional work involved doing quite a lot of work you weren’t yet very good at. You didn’t start with the most ambiguous client problem, the politically sensitive organisational issue or the decision where getting it wrong could cost millions. You started smaller. You researched. You drafted. You checked. You reconciled. […]
Middle managers are expected to lead organisational change while experiencing it themselves. Explore the hidden pressures of change leadership, workload, influence and accountability.
There is something deeply unsettling happening in artificial intelligence. It isn’t simply that some researchers believe advanced AI could eventually become dangerous. It is that people working close to the technology are publicly expressing serious concerns about where it may be heading – while the organisations and industry around them continue racing to make AI […]
Why holding managers accountable for outcomes they cannot meaningfully influence creates frustration, distorted behaviour and hidden organisational risk Years ago, I remember a manager becoming deeply frustrated about his employee engagement results. Like many managers, he was being held accountable for the engagement score of the people in his area. On the surface, that seems […]
Every organisation has a formal structure — and another system beneath it. The Hidden Ecology explains how unseen conditions such as climate, pressure, influence and capacity shape culture, performance and change.