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06
Apr
Monday Myth: Adding People Speeds Things Up

Monday Myth: Adding People Speeds Things Up

When delivery slows down, companies hire. They add engineers, product managers, and coordination roles with the expectation that more hands will translate into more output. A few months later, nothing improves
4 min read
05
Apr
Friday Fun: The Living Nightmare We Do Not Want to Have

Friday Fun: The Living Nightmare We Do Not Want to Have

Once, I had a dream. A bad one. I dreamt of hiring practices that felt… off. In that dream, hiring followed a very particular set of rules.
2 min read
02
Apr
You Are Not Scaling. You Are Copy-Pasting Chaos

You Are Not Scaling. You Are Copy-Pasting Chaos

Most organisations do not fail at scale because they grow too fast. They fail because they replicate what already does not work.
4 min read
01
Apr
The Death of Expertise in the Age of Inflated Seniority

The Death of Expertise in the Age of Inflated Seniority

Depth feels thinner. Decisions feel softer. Systems drift more easily. The language of leadership is everywhere, but the substance of expertise becomes harder to find. Titles have scaled. Expertise has not.
5 min read
31
Mar
When Resilience Becomes a Lie

When Resilience Becomes a Lie

A system that continues to operate despite recurring issues does not automatically qualify as robust. It may simply tolerate dysfunction.
4 min read
30
Mar
Monday Myth: Improvement Comes from Adding More

Monday Myth: Improvement Comes from Adding More

Most organisations chase improvement like a machine spinning faster without producing more output. More processes, more tools, more meetings, more roles. Gears turning everywhere, energy consumed everywhere, yet throughput does not move.
4 min read
29
Mar
Starfleet Does Not Replace Agile. It Makes It Work

Starfleet Does Not Replace Agile. It Makes It Work

Agility does not start with freedom. It starts with clarity.
3 min read
26
Mar
If You Cannot Trace the Flow, You Cannot Fix the System

If You Cannot Trace the Flow, You Cannot Fix the System

Most managers try to fix outcomes. Good managers try to fix processes. Very few recognise that they are dealing with systems. Systems respond to one thing: flow.
3 min read
25
Mar
You Do Not Have a Delivery Problem. You Have a Decision System Problem.

You Do Not Have a Delivery Problem. You Have a Decision System Problem.

When execution slows down, the reflex is almost always the same: increase pressure, add tracking, introduce new rituals, and ask for more alignment. Yet very little of this addresses the root cause, because delivery is not where problems start. It is where they become visible.
3 min read
24
Mar
Beyond Transformation: Choosing the Right Level of Change

Beyond Transformation: Choosing the Right Level of Change

Everything becomes a transformation: a reorganisation, a tooling change, a process adjustment, a cost reduction plan. The word carries weight, signals ambition, and attracts attention. It gives the impression that something meaningful is about to happen.
3 min read