Category: Corporate Culture
COBIT and RACI: 10 Reasons They Harm Governance
Or: How Organisations Confuse Accountability with Paperwork 1. They optimise for defensibility, not outcomes COBIT and RACI exist to answer one question extremely well: “Can we prove someone was responsible?” They are almost entirely indifferent to the harder question: “Did anything improve?” Both frameworks reward traceability over truth. If an initiative fails, the organisation can […]
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How Agile Lobotomised Teams and Killed Independent Thinking
In One Flew Over the Cuckoo’s Nest, the story is set inside a psychiatric institution run not for healing, but for control. The ward is orderly, predictable, and calm on the surface. Patients follow rigid routines. Group therapy sessions exist, but nothing meaningful ever changes. Any behaviour that challenges the system is treated as dangerous. […]
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Why Agile Fails: Sprints, SAFe and Ceremonial Process
Or: How We Turned Software Development Into Ticket Farming and Ceremonial Theatre 1. Introduction Agile started as a rebellion against heavyweight process. It was meant to free teams from Gantt charts, upfront certainty theatre, and waterfall failure modes. Somewhere along the way, Agile became exactly what it claimed to replace: a sprawling, defensible process designed […]
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Intelligence vs Wisdom: Why Smart Systems Keep Failing
1. Definitions First (Because This Matters) Intelligence is the ability to acquire knowledge, process information, identify patterns, and solve problems. It answers the question: Can we do this? Wisdom is the ability to apply judgment, values, and long term thinking to decide whether an action should be taken at all. It answers the question: Should […]
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Why Technology Planning Is Fundamentally Dishonest
1. Estimation Fails Exactly Where It Is Demanded Most Estimation is most aggressively demanded in workstreams with the highest discovery, the highest uncertainty, and the highest intellectual property density. This is not an accident. The more uncomfortable the terrain, the more organisations reach for the false comfort of numbers. In these environments, estimation is not […]
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Stop Email Threads: 5 Rules for Smarter Team Collaboration
Email trees are not an accident. They are the predictable outcome of organisations repeatedly using the wrong tool for the wrong job. Despite decades of evidence, email is still treated as a collaboration platform rather than what it actually is: a slow, lossy message delivery system. The result is wasted time, fragmented thinking, and an […]
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Corporate Herding: How Bad Meetings Kill Decision Making
1. The Dead Giveaway Is the Meeting Itself There is a reliable early warning signal that corporate herding is about to occur: the meeting invite. No meaningful agenda. No pre reading. No shared intellectual property. No framing of the problem. Just a vague title, an hour blocked out, and a distribution list that looks like […]
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Why Motive Under Autonomy Reveals True Leadership Culture
Culture is not revealed by behaviour under control, but by motive under autonomy. Highly controlled environments mask intent and allow organisations to promote leaders whose inner compass has never been tested. When controls are later removed at seniority, behaviour shocks leadership and risk materialises. Durable outcomes, whether in fraud prevention, customer trust, or leadership quality, […]
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Organisational Bloat: Fix Muscle Imbalance in Your Team
1. The Question That Exposes Everything Walk into any large organisation and ask a deceptively simple question: “What does everyone do?” Not what are your job titles, not what does your org chart say, but what do people actually do all day. The silence that follows is never accidental. This blog is a reframing of […]
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Banking Complexity: Leadership Failure or Inevitable Growth?
If you look back over time at all once great companies, you will see that eventually simplicity gave way to scale. What are some of the risks that drive this? This is where many great banks lose their edge. But is this really a shared destiny for all banks, or did the leadership simply fail […]
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