Complex change
Why complex change goes wrong when the facts arrive too late
A plan built on weak assumptions will usually show the problem later, when it is harder and more expensive to fix.
Insights
Notes on making hard work clearer
Short, practical writing for people trying to understand what is happening and what to do next.
Placeholder article
Common mistake
A map of what the business does is not an org chart
The point is to understand what the organisation needs to do well, not to redraw the management structure.
Decision making
Decision checks should help, not slow everyone down
A good review makes the choice, the evidence and the trade-off visible. It should reduce drift, not create ceremony.