
Organisations don't transform, they respond. For CTOs, architects, and change leaders navigating the gap between strategy and what actually happens, this series draws on new and old thinking to challenge how we talk about technology driven change
| Platform | Pricing | Only free issues | Publishes | Daily | |
|---|---|---|---|---|---|
| Issues | 111 | Founded | 9 months ago | Last Issue | 5 days ago |
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Ask a group of engineers what they make of the new operating model and you get agreement, courtesy, and two sensible clarifying questions. Ask the same people what happened to the last three, and the temperature changes. One was renamed hal...
Completion is ninety-four per cent and the satisfaction score is 4.6. Everybody can name the four principles, and two of them appear in the all-hands deck as evidence that the change is landing. Then a real problem arrives on a Thursday aft...
Two teams in the same division get the same tools on the same Monday, the same day of training, the same sponsor. Six weeks later one has rebuilt how it works and the other has not started. The explanations arrive in the usual order: leader...
Every organisation that has attempted a serious transformation in the last three years has the same artefacts. A strategy document. A programme with a name. A set of metrics that are mostly improving. A workforce that has been trained. And...
Eighteen months in, the programme has a name, a logo, a target operating model and a slide showing four workstreams in green. Attrition is flat. The metrics that were meant to move have moved, some of them considerably. Nothing anybody does...
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The writers behind this newsletter.
I write about the practice of technology driven organisational change drawing on management, philosophy and engineering concepts. I lead teams in AI, data, cloud & devOps and have done so for decades but what matters now is change.
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