-
“Let’s follow up.” What does this mean? Time-wise? In an hour? End of day? Later this week? Next month? What does a reasonable answer to that question tell you about your organisation? Velocity is everything. Note velocity, not speed. Activity does not equal progress. The Eisenhower Matrix is used to help distinguish between tasks that…
-
We have a revolutionary opportunity to reimagine work. Organisations are balancing excess real estate with the diverse expectations of their employees. It’s outcomes-time not face-time. Technology is an enabler and should drive fundamental redefinition of job roles. Shape this future actively with imagination, initiative, and investment and produce inspired, meaningful work.
-
Embracing fear in organizational change is strategic and compassionate. Leaders who confront their fears set a tone of vulnerability and courage, turning fear into a catalyst for transformation. Recognize subconscious resistance and create an open environment for addressing concerns. By working with fear, teams become more resilient, adaptable, and successful.
-
This project should have been taken outside and killed already. Yet limps on still. The firm bleeds time, money, talent. Costs are sunk. The politically-inclined are in a tough spot. To abandon admits failure. Reputations matter. So double down, then. Sink some more. Suffocate alternative ideas. Abandon ship Find courage. Recognise this bias. Sink the…
-
The role of the CIO is to manage the technology foundations – hardware, software, compliance, security. Smooth operations rewarded. Breaches and downtime punished. But technology’s true purpose? Enabling human connections. The bonds between people, partners, and customers. An enterprise thrives through culture. Will it be curious or insular? Open or closed? Energising or stagnating? People…
-
Come? Not so fast. Enterprise tools thrive through nurture, not nature. In large, incumbent enterprises people have worked a particular way for a long time. Empathise before you evangelise. Start small, solicit feedback. Pilots can plant seeds for viral growth. Engage early adopters first. Let mavens master and share. Harness natural competition and peer review.…
-
A maven is a trusted expert, influencer and information hub within a community. They have deep knowledge and they share generously with others. Mavens act as information brokers within your organisation – enabling the flow between those in the know and those seeking to learn. They are highly connected beacons – illuminating what is valuable…
-
When manufacturing serendipity, the key is maintaining humanity. Your efforts must enhance, not replace, organic interactions. Don’t force connections. Start small – pilot low-stakes matchmaking versus organisation-wide mandates. Make participation opt-in, feedback-driven. Don’t be creepy. Prioritise privacy. Be transparent on data collected and how it’s used. Anonymise and aggregate data to uncover macro trends. Focus…
-
You have a system that learns your teams’ skills, interests, and goals and makes connections between people and ideas across your organisation. It prepares silently, analysing data like project activity, skills profiles, who’s talking with who, document shares, and searches. It surfaces patterns and opportunities for collaboration. Then it manufactures serendipity. Nudging two people to…
-
London’s 18th century coffeehouses stirred innovation by blending thinkers. Now? Creativity is either muffled in cubicles or chilled by remote work. But technology can still stimulate serendipity. Mash up minds. Spark sparks. Recommendation algorithms connect curious colleagues across siloed enterprises. Networks cross-pollinate ideas. Virtual water coolers kindle insights. It’s possible to manufacture serendipity. “Digital baristas”…