Tractor Pulling Hell or When Zero Leverage Becomes Fate
In healthy companies, traction comes from momentum. The term "critical mass" gained popularity during the wave of digital transformation in the early 2010s, especially as organisations began to recognise that adoption curves and internal advocacy play a disproportionate role in change success.
The Leader as the First Fractal – How Culture Replicates Through You
In every organisation, the shape of behaviour begins at the top. Leadership is not merely a matter of direction or vision. It is replication. A leader's attitude, ethics, courage, and rigour do not stay confined to the top floor. They echo. Reproduce. Multiply.
Code Without Concept or How the Absence of Thought Erodes Engineering
What happens when code is written without a concept? When frameworks replace thought? When architecture becomes nothing more than a deployment target? It means the decay of engineering practices, and the assembling of syntax on life support.
How Systems Reward the Wrong People And Why Unfixing This Is Harder Than You Think
For decades, many organisations have promoted individuals not for their competence, but for their proximity to power.
The Lie of Safe Space: Why Growth Requires Discomfort, Not Protection
Everyone today speaks of psychological safety. It appears in onboarding decks, leadership manuals, and corporate value statements. Yet few pause
The Kobayashi Maru of Modern Tech: Winning the No-Win Scenario
In the Star Trek universe, the Kobayashi Maru is a legendary test given to Starfleet cadets. It presents a no-win
When Words Break Systems: The Semantic Collapse of Modern IT
Language once oiled the machine of value creation. In well-functioning organisations, it sharpened clarity, aligned intent, and accelerated trust. Today, in many failing companies, language has turned corrosive. Misused, weaponised, or hollowed out, it no longer supports systems.
Strategy Is a Compass, Not a Map: Stoic Lessons for Building Antifragile IT
In the world of software, too many teams mistake the strategy for the destination. They hold tightly to plans, milestones, and projections as though they could predict the sea ahead. They treat delivery like a railway timetable, not a voyage across volatile waters. The result is fragility.
