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.
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.
Corporate Amnesia: Why Companies Keep Repeating the Same Mistakes
We live in an age where access to knowledge is near-instant, but actual learning is rarer than ever. Companies pride themselves on being data-driven, yet they continue to fall for the same traps, recycle failed strategies, and rebuild broken systems with new labels.
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.
The Theatre of Delivery: Why Speed Without Discipline Is a Lie
We once understood how to build well. We understood that "Done" meant usable. That "Ready" meant shared understanding. That quality could not be separated from delivery. That value resided not in the number of features, but in the satisfaction of those using them.
