It’s structure, not culture, that kills change

Are you attempting a large-scale transformation, taking your organisation on a journey to a leaner, fitter future so you can deliver delightful quality customer experiences responsively, seizing market opportunities or tackling problems even before they appear? If so, then you’ve probably drunk the cool-aid that it’s all about culture, that you have to change the … Continue reading It’s structure, not culture, that kills change

Leadership capability patterns: Politics

Part of an ongoing series of articles on leadership capability patterns; this article looks at some leadership patterns that relate to politics and conflict. Let’s imagine a large organisation where you have the opportunity to introduce a significant new department or service. While your role may have some elements of delivery, you could expect that a large proportion of your time would … Continue reading Leadership capability patterns: Politics

Leadership capability patterns: Culture

Part of an ongoing series of articles on leadership capability patterns; this article looks at some leadership patterns that relate to culture and behaviour. In 2006, I joined Sky TV in the UK on their sky.com project. Sky already had over 8 million customers with satellite subscription, and had just acquired Easynet, bringing in another 1 million broadband accounts. … Continue reading Leadership capability patterns: Culture

Leadership capability patterns: Purpose

Part of an ongoing series of articles on leadership capability patterns; this article looks at some leadership patterns that relate to purpose. In 1999, with two others, I founded a web development consultancy, Base Innovate. I took the plunge to set things up, get things going, find customers, take on staff; with the plan that the others would join me as the … Continue reading Leadership capability patterns: Purpose

Leadership capability patterns: Process

Part of an ongoing series of articles on leadership capability patterns; this article looks at some leadership patterns that relate to process and tools. In 1994, I had just launched out into the scary world of contracting and took on a role with Royal Mail (the UK postal system). My role there lasted for six years, and … Continue reading Leadership capability patterns: Process

Leadership capability patterns: People

Part of an ongoing series of articles on leadership capability patterns; this article looks at some leadership patterns that relate to people. In 2007, I contracted at the Financial Services Authority in Canary Wharf, London, on a project to research and implement an enterprise document and records management system. At the same time as leading the … Continue reading Leadership capability patterns: People

Introducing leadership capability patterns

In April 2014, I was invited to speak at a conference about becoming an accidental leader, when you find yourself leading because it has to be done rather than by design or agreement. In preparing for the talk, I considered all the ways we can show leadership, and what that could look like. As the structure … Continue reading Introducing leadership capability patterns

Fifty shades of governance

This talk, which followed my article 'Bringing sexy back to governance', was presented at the 2012 BA Development Day conference, and covers what we mean by governance, what the fifty shades are, and what we can all do about it – in short, this is a call to action for lean governance. Background I worked on many early agile projects and introduced agile practices … Continue reading Fifty shades of governance

Bringing sexy back to governance

Have you had enough of bloated, slow-moving, toothless governance processes that cost more than the value they add and impede flow of good projects without intervening on bad projects? In this article, I talk about how it should be different and float the ideas that should lead to a leaner governance more fit for the 21st century.