Mechanisms Exist to Support Outcomes
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.
Leadership and Work in Practice
The Ministry of Detail
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.
Agile PMO — seven principles for clarity and value flow
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."
How Ideas Become Knowledge, and Knowledge Becomes Value
Idea to Value is often mistaken for a delivery model. It is not. It does not prescribe agile, waterfall, or portfolio mechanics. It is a way of seeing.
Why technology becomes an obligation — and what to do first
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.
My analogue thinking system
I use a lot of paper. Not out of nostalgia. Not out of rebellion against digital tools. I use paper because it changes how I think.
Mistaking the Map for the Territory
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.