Insights from 
Agilicist

Organisations often respond to delivery pressure by adding more teams - but without the right capabilities in place, this only scales dysfunction. In this article, we explore why capability must come before capacity, how to identify the real constraints in your system, and what to do instead of defaulting to headcount growth.

Agile was never meant to be a playbook - but that's exactly what it's become. In our latest article, we explore how the Agile Industrial Complex turned a mindset into merchandise, and what leaders can do to reclaim agility as a principle-driven, outcome-focused way of working. If your teams are running the rituals but not seeing the results, this one’s for you.

Most portfolio frameworks promise scale - but end up scaling everything except focus. This article exposes the traps that turn strategic ambition into delivery chaos, and shows how to shift from overloaded backlogs to outcome-driven clarity. If your portfolio looks impressive on paper but underwhelms in practice, this one’s for you.

Most org charts look like neat boxes, but the real flow of work resembles a tangled subway map - overlapping lines, hidden bottlenecks, and missed connections. To deliver at scale, you need more than structure. You need flow by design.

Step into the average digital programme, and the backlog tells a story - but it’s less of a roadmap and more of a crime scene. Bloated lists, zombie tickets, and vague tasks reveal deeper organisational issues. In this article, we’ll play detective, examining the evidence to uncover what your backlog says about your culture - and how to fix it.

In many organisations, strategy has lost its way. It’s been reduced to a budgeting exercise — a list of projects, initiatives, or key priorities vaguely tied to ambition but completely detached from strategic logic. This transformation from intent to task leaves delivery teams overwhelmed and disconnected, working through endless backlogs without a clear sense of purpose. But strategy isn’t just a shopping list of work to be done. It’s a singular, integrated set of choices.

I have a problem.  It’s quite serious and it affects me everyday.  I can’t seem to watch a TV programme without trying to find some...

Your organisation can’t move faster than your leadership’s ability to focus. While most execs chase headcount, tools, or structure, the real constraint is attention. This article explores why executive focus - not effort - is the hidden bottleneck in enterprise transformation, and how to reclaim it as your organisation’s most strategic asset.