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Most barriers to creativity in organisations are managerial — not a lack of talent or ideas. This essay explores why keeping the dream alive is a management responsibility, and what it actually takes to create the conditions for imagination to survive.

Most organisations struggle not because they lack ambition, but because they cannot translate imagined futures into focused momentum. Backcasting does the opposite of traditional planning — it starts with the future and works backwards. Here is how to run it.

The label genius is often misleading. We apply it to individuals — but when you look carefully at almost any significant creative achievement, the picture is more complicated.

There is a particular kind of exhaustion that does not come from hard work. It comes from unclear work. This essay explores why clarity, alignment, and momentum are the three forces that determine whether effort becomes value.

An extraordinary amount of work is started — and just as quietly abandoned. The problem is not a lack of effort. It is a failure to close the loop between investment and value.

Most workplace problems are solved too quickly, with the first plausible answer. The PO method — Problem + Object — deliberately disrupts that pattern. A practical guide to lateral thinking and creative problem-solving at work.

At the start of 2022, I set myself a creative constraint: one idea about creativity, every day, for a month. It failed after six days. This is what came from it

In most organisations, attention is drawn relentlessly toward problems. Appreciative Inquiry offers a different stance — not naïve optimism, but a deliberate practice of understanding where value already exists and asking how it might be amplified.

Business storytelling works when it is disciplined and grounded in evidence. When it is not, it becomes decoration. This essay — from someone who spent years in journalism before applying these skills to organisations — explains why stories move people when facts alone do not, and how to build one.