Dr Winter examines the tensions between leadership and management, the structures that hold organisations together, and the ideas that shape organisational life. His work sits where governance, culture, and strategy converge.
Managing People Isnt a Side Hustle Time to Re Professionalise Management0:00/618.6721×
A while back I mentored a gifted software engineer—let's call her Priya. Priya
Japanese shinise firms reveal that lasting organisations don't preserve the past—they renew it. Leaders build endurance by developing talent, stewarding identity, and sustaining purpose across generations. Forget agility theatre and hype cycles. Longevity demands structure, not slogans. When leaders
In their fear of missing the AI bandwagon, many boards are blindly investing in tech they barely understand—driven more by hype than strategy. Mimicry, not discernment, has become the default. The result? Strategic incoherence, wasted billions, and millions of people thrown unnecessarily out of work
Most organisations obsess over 10-year business strategies but forget to plan for the people who'll deliver them. Strategic people architecture fixes that. It institutionalises structured chance-giving, succession scaffolding, and developmental stretch—ensuring talent is grown, not guessed at. Done
Manipulative managers reframe harm as humour and deflect accountability by focusing on employee reactions. The dynamics of bullying, silence, and moral complicity can be unpacked and counteracted through a lens of wit and discernment, challenging leadership cultures that reward performance over inte
In a world of automated hiring, human discernment is vanishing. Part III of the Talent Aperture Series explores how over-reliance on algorithms compromises diversity, adaptability, and ethics. Yet through a three step process we can restore judgement as a core capability in hiring—and outlines how o
Hiring systems still favour credentials over capability, filtering out adaptable generalists in favour of narrow signals. Yet, organisations can reverse this trend by investing in potential, re-skilling, and internal talent pipelines. By prioritise substance over signals managers don't just hire bet
Hiring systems today favour rigidity over potential, filtering out adaptable generalists in favour of narrow checklists. This misalignment undermines resilience and equity. A shift from filters to formation—assessing learning agility and investing in development—offers a more ethical, strategic path
The Scribbler: The Empire of Euphemism Strikes Back0:00/505.5361×
Hello, and welcome to this edition of The Scribbler. This month I peer beneath the polished surface of organisational
