The work between teams that no system counts The symptom: the handovers that never fail The usual explanation, and why it does not hold What keeps it invisible: four mechanisms Where[…]

Every idea gets a business case before anyone understands it The symptom: the first question is about money The usual explanation, and why it does not hold What breaks: four mechanisms[…]

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[…]