Leadership and Work in Practice

Plans, roadmaps, org charts — these are necessary objects. But the object is not the work. A thoughtful exploration of why leadership means staying close to reality rather than defending the model.

Customers whose complaints are resolved well often become more loyal than those who never had a problem. A short reflection on why problems are investments — and why trust is built not by perfection but by behaviour when things go wrong.

The Rule of 150 is not really about headcount. It is about the moment when shared meaning stops travelling naturally — when the story that once held everything together begins to thin. A practical exploration of what organisations lose as they grow, and how to protect it.

Frustration is energy with nowhere to go. Apathy is energy that has already left. One is a signal worth listening to. The other is a warning you may have already missed.

We are drawn to mechanisms. Frameworks. Methods. Processes. But mechanisms are internal cost. Outcomes are external value. A short, sharp essay on why clarity of purpose must come before any debate about method.

Rory Sutherland has a rare gift for saying uncomfortable truths with warmth and humour. One observation landed hard: creativity is scarce in organisations not because people lack imagination, but because systems quietly discourage it.

I rarely use the word "Agile." It carries too much baggage. And yet, not a month goes by without someone asking about an "Agile PMO."

In every workshop or leadership conversation, someone asks the same question: "What technology would you recommend to solve our problems?" There is always a new option. Always a silver bullet.

The economic premise beneath the Idea to Value system is simple: financial value appears only when we create something worth paying for — and someone is willing to pay for it. Everything else inside an organisation is cost.