Everything published, most recent first.
AI is said to be reshaping organisational forms, rendering pyramids obsolete and obelisks ascendant. Yet the deeper truth is distortion rather than stability. The “Rhomboid Organisation” captures this skew—unstable, off-balance, authority flattened.
Johann Sebastian Bach’s “mediocre” appointment in Leipzig offers a sharp lesson for today’s hiring. Organisations often chase unicorns, mistaking signals for substance. True value lies in suitability—clarity of purpose, openness to varied forms of competence, and sound judgment—rather than surface c
Data does not persuade; trust does. Kahneman, Haidt, and Wittgenstein explain why credibility carries claims that evidence alone cannot—and why 'data-driven' decision-making is often the fiction organisations tell themselves to avoid naming who they actually trust.
Many charities hire from big-name firms expecting transformation, only to find prestige doesn’t equal performance. The real divide isn’t charity versus business—it’s creators versus passengers. Creators build momentum from scarcity; passengers coast on brand halo. Recruitment must look for scars, no
AI models often mirror our beliefs, rewarding us with agreeable but shallow answers. This sycophancy flatters rather than challenges, eroding judgment and candour. To gain true value, leaders must set incentives that favour truth over comfort, design prompts that demand trade-offs, and treat AI as a
Clicks are dying, and with them provenance, nuance, and the economics of ideas. AI summaries reward skim over substance. We need friction, attribution, and long-form thinking—treating summaries as aperitifs, not meals—so leaders decide from sources, not headlines.
Titles often serve as tools of exclusion rather than accurate barometers of capability. Skills-based approaches expand opportunity and strengthen outcomes. By rethinking hiring signals, leadership speech, and development pathways, organisations can unlock talent, foster fairness, promote moral agenc
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
The Scribbler: When Strategy Meets Stagecraft0:00/651.0961× It's month end again, and as Finance settle in with pizza and press the 'reconcile' button, it&
Assuming others see you as ethical because you believe yourself to be is a critical leadership error. Ethical leadership requires visible modelling, intentional communication, and alignment between actions and values. Without this, leaders appear ethically neutral—creating distrust, disengagement, a
When CEOs and Chief People Officers become the source of misconduct, who guards the guardians? The Astronomer scandal reveals how those entrusted with culture and ethics often shield power instead. HR curates the truth, boards hear only what’s filtered, and employees withdraw into defensive silence.
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