Category Archives: Reform that lands

Change management, room for people to adapt, and clear decision rights are what make a new operating model stick.

The org chart is the last artefact of operating-model design, not the first — and holding it back is what makes the rest of the model work.

The discipline of OKRs works just as well on your own life as it does on an organisation.

OKRs work because they force you to decide what actually matters, and then hold yourself to it.

Desirability, viability and feasibility are the three lenses every strategy, operating model or service design has to pass.

Design the organisation so that execution happens as a function of time, rather than as a separate effort.