Category Archives: Change

Ecosystem change & Organisational Design [part 1]

Where will we go, beyond Organisations? Much Organisational Design today is based upon outdated principles of collectivism, and effect at scale, through hierarchy and control, in a world that sees the democratisation of innovation, a rebalancing of power, and evolved … Continue reading

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Organisational Culture

Culture is co-created in the moment, through the aggregated actions of every individual. But it’s not constructed in isolation: it is built within a context, a context set by the tribal structures, normalised behaviours, and landscape of consequence, that exists … Continue reading

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Gun Control: a Case Study in Authenticity

With some trepidation, i wanted to develop a narrative around the current conversation on gun control in America, in the context of the recent tragedy in Florida, and the emergence of a group of young survivors calling for change. I’m … Continue reading

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Generally Right, Specifically Wrong

I enjoyed a phrase used today in a session i attended: we are ‘generally right, specifically wrong’. I’ve heard it before, but i enjoyed the context today, in an organisation figuring out how to be excellent in a new space. … Continue reading

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A Rhythm of Change

They lifted the boat out today. It’s always a performance. For the last few days, men in fluorescent jackets (and they are all men) have bustled and flitted, clearing space, clearing the decks, preparing for the lift. Early yesterday morning, … Continue reading

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Dimensions of Disruption

Last week i shared an initial sketch of a framework around ‘dual paradigms of disruption’: the notion is that we are seeing two aspects of change, the first being disruption within our constructed systems (organisations), and the second being disruption … Continue reading

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Dual Paradigms of Disruption: System vs Ecosystem Change

This week i’ve been sharing my most recent writing around ‘Black Swans: Disruptions in Power’ at a conference in the US. This work is about types of disruption, the underlying power behind that disruption, and the inability of formal systems … Continue reading

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