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The G/g Learning Paradigm: How High-Performing Teams Learn While They Deliver
Most organisations treat learning and delivery as separate activities. The G/g paradigm pairs every delivery commitment with one deliberate capability goal β practiced inside the live work, not alongside it. Rooted in a Nokia innovation studio story that eventually became the Storytelling mindset in the Five Mindsets framework.
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Your organisation has four cultures. One of them is eating the others.
Culture conflict is a purpose problem. Explore the philosophy behind organisational identity β and the four cultures every company must learn to hold at once.
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The four cultures every organisation needs β and why most only have one
Culture conflict is a purpose problem. Explore the philosophy behind organisational identity β and the four cultures every company must learn to hold at once.
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Demolition of Pre concieved ideas
Roses and Sushi β A Tale There is a particular kind of stubbornness that lives inside organisations. It doesn’t announce itself. It doesn’t show up in the risk register or get flagged in the retrospective. It wears the face of experience, speaks in the language of trust, and calls itself…
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VIBE Coding Crushes the Design Process β and Makes Real Designers More Essential Than Ever
For years, we have worshipped at the altar of The Process. You know the one. User research. Personas. Journey maps. Wireframes. All of it completed before a single line of code is written. All of it delivered in decks that travel up and down the organisation, accumulating feedback, losing specificity,…
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Customer-Centricity Is Not a Workshop: It’s a Power Shift
Why most enterprises misunderstand what customer focus actually requires. “Customer-centricity” is one of the most overused phrases in corporate life. It appears in strategies, values statements, and town halls. It features in leadership principles and onboarding decks. It is invoked at the start of transformation programs and engraved on the…
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How Wicked Problems may be the breakthrough for your transformation
Why wicked problems are not an obstacle to change β they are the precondition for it. Most organizational transformations fail before they begin. Not because the methodology is wrong. Not because the people lack capability. Not because leadership is unsupportive. They fail because the problem was chosen for convenience rather…
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Why Most Product Operating Models Fail in Large Enterprises
What Most Product Operating Models Get Wrong (And What Actually Works) A practitioner’s view on aligning UX, product, AI, and leadership in complex organizations. Most large enterprises do not lack operating models. They lack operating behavior. Over the past decade I have participated in several transformations where the structure was…
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My NewΒ “AI Product Trio”:An authentic field report
What happens when you stop babysitting an AI and start working alongside a surgeon β a field report from the past few weeks. #claudecode #notebooklm #lovable.dev