07
Jan
Seniority, Impact, and the Wrong Questions
Why hiring for accumulation keeps organisations from scaling with leverage.
3 min read
free
06
Jan
Embracing Risk: Engineering With Reality
Nothing reconnects you to reality more than designing with risk instead of pretending it should not exist.
3 min read
05
Jan
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
4 min read
02
Jan
2026: What Still Holds
A year boundary is one of the few legitimate moments to look at reality without narrative pressure. No roadmap. No promise. Just facts.
2 min read
30
Dec
Enablement Over Execution: The Real Role of SRE
This article explains why the question “Can SRE do this for us?”, is wrong. What it reveals structurally, and how organisations that genuinely scale learn to replace it with a different kind of interaction.
4 min read
29
Dec
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.
3 min read
26
Dec
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.
3 min read
25
Dec
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.
6 min read
23
Dec
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.
3 min read
22
Dec
Monday Myth: The Hands-On Executive
When this appears prominently in a role description or is emphasised during an executive interview, consider it a warning label. At best, it signals confusion about the role. At worst, it advertises an organisation that has not decided whether it wants leadership or heroics.
3 min read