Four questions to ask before the next initiative The symptom: you find out late, and always the same way The usual explanation, and why another process does not help Four questions,[…]

Your pilot is halfway through and nobody agrees what it has to prove The symptom: three people, three definitions of success The usual explanation, and why it does not hold What[…]

You reorganised six months ago and delivery slowed The symptom: the same work, moving more slowly The usual explanation, and why it does not hold What failed: connectivity inside the organisation[…]

The tool was rolled out. People work the old way The symptom: usage decays at the same rate as attention The usual explanation, and why it does not hold What failed:[…]

Every project starts from zero, and a similar one already happened The symptom: somebody remembers, and nobody can retrieve it The usual explanation, and why it does not hold Where memory[…]

Everyone likes the innovation team and nobody funds it The symptom: a full calendar and an empty budget line The usual explanation, and why it does not hold What legitimacy is[…]

Your pilot portfolio is growing and nothing is in production The symptom you can see without a diagnostic The usual explanation, and why it does not hold What actually failed: predictability[…]

What Makes a New Practice Normal Two studies say what is needed; neither says how it is made Normalisation is not adoption Four conditions as dimensions of normalisation Why AI is[…]

Why Organisations Keep Learning the Same Thing Twice The condition whose absence produces no event It is not that nothing is written down Three places it is lost inside the company[…]

250 Startups a Year, Ten Partnerships: How Strong Cases Filter 250 to 10 is not a funnel Not better scouting, but structured openness Four models that work How the filter actually[…]