Dr Winter writes on leadership, governance, and the conditions that determine whether either is practised well. His work draws on classical sources, organisational scholarship, and two decades inside the institutions he writes about.
Six new names for old wounds. The 'psychological debt' said to accompany AI is neither novel nor peculiar to the technology—it is the perennial business of managing people through change. The first of five essays on what the diagnosis gets right, and what it conveniently overlooks.
There is a familiar shape to the discussion of artificial intelligence in Australian enterprises. Adoption figures rise. Pilot counts rise. Licence spend rises. Somewhere in the annual report a paragraph
An executive search brief gets the diagnosis right: the constraint on value is not technical. Then it advertises a vacancy. The authority to prioritise, to fund, and to stop already sits with someone. Creating a post rather than confronting an incumbent is a governance evasion.
The leadership literature, and the organisations that consume it, share an unexamined assumption about direction. Progress means ascent. One begins as an individual contributor, demonstrates competence, and is rewarded with
Australia already has the machinery for real accountability—Hayne's findings, the Financial Accountability Regime's own published design, et al. What it lacks is the will to switch it on, because the people who can are the very people it would bind. On the law we possess but struggle to use.
Every serious corporate failure of the past two decades has been examined, in retrospect, by people who found the frameworks in good order. The risk register existed. The policy was
Most conversations about corporate governance begin with structure—committees, charters, the machinery of oversight. This one begins on the side of a dirt road in Nepal in 1999, and I
The demand to measure the return on our ethics is not a problem to be solved but a symptom to be read. On why pricing virtue corrupts it—and why a firm that can measure the return on its integrity has already begun to spend it.
Generative AI has made plausible ideas nearly free, and a fashionable argument says this changes everything. It doesn't. Ideas were never scarce—judgement was, and remains so. On Grub Street at industrial scale, AI slop, and the only mile that was ever hard.
The fraud doesn't end at appointment—it must be maintained. The people best placed to name it are the people whose interests depend on not naming it. Part two of two on who keeps the corporate con moving, and the one question that stops it.
Boards keep hiring the executive who says yes. An entire market—search, remuneration, coaching, consulting—now manufactures the corporate saviour and has no mechanism for telling the truth about what he can deliver. Part one of two on the fraud that begins at appointment.
Most conversations about artificial intelligence and the product manager begin by asking whether the role survives. This one begins somewhere more useful: by asking what the role was ever actually
