Lessons, mistakes, and realities from leading complex transformation — not theory, not frameworks, not the latest trends. What actually happens, and why.
Over the past five decades, I have had the opportunity to work across a wide range of industries and roles — from real-time systems and enterprise architecture to leading large-scale transformation programmes in financial services, aerospace, healthcare and automotive. Technology has changed dramatically during that time. What has not changed nearly as much are the underlying challenges: how organisations make decisions, how complexity builds and is managed, and how transformation succeeds — or quietly fails.
This series is not about theory, frameworks, or the latest trends. It is a collection of practical reflections from someone who has been in the room — and often at the front of it — when things went well, when they went wrong, and when the difference between the two came down to factors that no methodology ever fully captures.
All 13 posts published across 4 themes
Posts in this series will publish throughout 2027. Leave your email and I will notify you when each new piece goes live — no newsletters, no marketing, just the posts.