From my experience, if you want to lead an unsuccessful digital product, the first thing to do is write a specification document with a tight deadline.

When I started with the idea of the Changeable Company, it was to help shine a light on how organisations, teams and people can use mindsets and methods to make tomorrow better than today. What I didn’t realise is how hard it is to change. On a very personal level, it can be horrifying, anxiety-inducing and flat-out exhausting. And that’s all without leaving my own mind.

Ultimately, water is change.

How can you tell when it’s not just theatre?

If you wait until the platform is burning, and your only option is to jump, you’re too late.

Organisms and organisations aren’t really that different.

I am not a delivery person. There is an endless list of things to read that will expound on every method and way to deliver. The key thing for me is that delivery is not about the how; it’s about the what.

How often have some initiatives moved forward even under the knowledge they will be stillborn or of little value when they’re done?

Do the most important and valuable work first.

Solutions are only as good as your definition of the problem.

All change starts with understanding.

Whenever we consider change on a personal level, or find ourselves part of a broader organisational transformation, we naturally begin to think about intentional change; or rather, how it should be designed.

Projects in the context of organisations are funny things.

It seems obvious to say, but something that transforms does not end up in the same state as when it starts its transformation: a caterpillar doesn’t go into a cocoon only to come out... a caterpillar.