Physics — Idea to Value

Customer support is where the truth of your organisation shows up. Twelve principles for building a support function that genuinely serves customers — not one that protects management.

Images don't argue — they present. A practical essay on why visual thinking is underused at work, and how photographs unlock insights that language alone cannot reach.

Two forces shape almost everything in work: friction that slows people down, and reward that makes effort feel worth it. A practical lens — with real examples

Creativity at work isn't a brainstorm. It's a cycle of open mode and closed mode — and most organisations accidentally destroy it by never leaving closed mode.

Most good ideas die in the boardroom. Not because they are bad — but because they are told in the wrong language, connected to the wrong type of value, and presented without the translation that decision-makers actually need. This essay explores the gap — and what to do about it.

Every organisation has it. A project looks green on the outside — cut it open and it is red all the way through. Watermelon reporting is not a dishonesty problem. It is a culture problem. And the cost of discovering the truth late is almost always greater than the cost of discovering it early.

Every few years a new wave arrives promising flatter organisations and fewer managers. But most complaints about hierarchy are not about structure at all — they are about poor behaviour, weak leadership, and unclear responsibility. Removing the hierarchy rarely fixes any of those things.

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.