idea to value
So much organisational effort is quietly wasted. This essay explores why work so often fails to translate into value — and why disciplined reflection may be the most underused management practice of all.
Creativity in organisations is not about generating more ideas. It is about seeing problems differently. This essay explores lateral thinking and Edward de Bono’s PO method as a practical way to unlock new paths to value.
Appreciative Inquiry is not about ignoring problems. It is about understanding what already works, amplifying it deliberately, and using success as a foundation for meaningful progress.
Business storytelling works not because it is persuasive, but because it helps people make sense of complexity, evidence, and change. When grounded in facts, stories move people where data alone cannot.
The Cornell note-taking method endures not because it is clever or efficient, but because it mirrors how we actually think: separating information from meaning, and capture from interpretation.
A quiet lunch at a local pub revealed a familiar organisational failure: cutting costs without understanding purpose. When efficiency undermines experience, the real costs show up elsewhere — in trust, reputation, and long-term value.
Customer service is not something organisations add on. It is what emerges from how work is designed, how people are treated, and how decisions are made.
Change doesn't happen because it is announced. It happens when people choose to move. Learning how to create motion — without force — is one of the quiet arts of leadership.
Learning is not about consuming more information. It is about changing behaviour. At work, the most effective learning happens when information, action, and teaching come together.