idea to value
Plans, org charts, operating models and roadmaps help us explain work — but they are not the work. This essay explores the gap between the diagram and the day, and why leadership becomes more effective when it stays close to lived reality.
Most organisations lack focus, not effort. This Cultivated Notes reflection introduces the Vending Machine Method, a physical approach to naming, constraining, and choosing problems so teams can align attention and move from noise to value.
Buckminster Fuller’s quiet decision in 1927 changed his life and influenced generations. This essay explores unseen impact, how individual behaviour propagates through systems, and why responsibility extends beyond visible outcomes.
Problems feel like cost, but handled well they become moments of trust. This essay explores why organisational failures can deepen relationships, and how attention and care convert friction into long-term value.
Meditations on Management emerged from fragments, unfinished notes, and ideas left to winter. This essay explores intellectual wintering, the persistence of certain themes, and attention as a quiet discipline of leadership and creative work.
As organisations grow, shared understanding thins. The Rule of 150 is less a number than a moment — when familiarity fades, story fragments, and value slows. This essay explores why narrative continuity, not structure, is the hidden infrastructure of scaling organisations.
A foundational Idea → Value concept: four categories of value that organisations pursue—only one of which directly generates revenue. This Cultivated Notes explainer clarifies how to distinguish effort from impact and create a shared language for teams.
Courage, in its original sense, is the willingness to listen to the heart and act accordingly. A reflection on meaning, work, and the quiet decisions that realign a life.
Ideas rarely create value on their own. They create value when we make something from them — and share that work generously. This short reflection explores how ideas spread, morph, and grow inside organisations, often in ways we never fully see.