On Frames and Fences
We say we want less regulation—until we need it. The real tension isn’t between freedom and control, but between rules that trap and rules that enable.
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Naming the Camel in the Room
On inherited ambition, the pain of unlearning it, and what becomes possible when organizations - and people - start working with their actual nature.
The Tuesday Morning Problem of Foresight
Most organizations do not lack signals, they lack a pathway from signal to decision. This article explores why foresight often becomes theatre or fantasy, and why the real work is earlier relevance, decision readiness, and timing under pressure.
Growth Is Not a Strategy
Most strategies assume growth. Few examine how that assumption changes the way decisions are made.
Foresight, Time and the Problem of Timing.
We treat foresight as if it were about time and the yet-to-come. But real impact begins when we realise: foresight is about timing.