Embracing Risk: Engineering With Reality
Nothing reconnects you to reality more than designing with risk instead of pretending it should not exist.
Monday Myth: Talking About Transformation Creates Transformation
There exists a comforting myth inside modern organisations: that transformation begins, advances, or even completes itself through language. Speak about scale, announce ambition, rename initiatives, refresh narratives, and reality will somehow follow
Why The Leadership Chronicles Exist
As delivery gets harder, politics fills the gap. This is not a moral failure, but a structural one.
The Leadership Chronicles exist because this pattern has become impossible to ignore.
Monday Myth: More Data Means Better Decisions
Modern organisations proudly claim to be data-driven. In reality, most are data-soothed. Data does not sharpen judgement. It often dulls it. It reassures. It calms. It creates the impression that uncertainty has been handled.
The Day IT Accidentally Started Working
Last week, we ran a simple thought experiment: what if other industries worked like IT?
The result was funny precisely because it was impossible. Bridges would collapse. Aircraft would be grounded. Surgeons would improvise mid-operation.
So let us reverse the mirror.
Epistemic Fragility: Why IT Systems Fail at Scale
Book VI of Nassim Nicholas Taleb’s Antifragile is not about chaos in the abstract. It is about non-linearity. It explains why small causes can remain harmless while slightly larger ones suddenly produce disproportionate damage.
When “Be More Collaborative” Really Means “Carry the Damage”
In theory, and when properly implemented, collaboration sounds virtuous. Teamwork. Alignment. Shared ownership. In practice, in many organisations, it has become something else entirely: a mechanism to redistribute pressure downward without redistributing authority.
Excuse-Driven Product Management
There is a recurring pattern in modern product organisations that rarely gets called out because it is uncomfortable, political, and often shielded by good intentions.
It is not bad product management. It is excuse-driven product management.
