Insights from 
Agilicist

Most agile transformations don’t fail because teams resist change: they fail because executives delegate transformation instead of designing it. Frameworks are scaffolding, not structures. The real work starts with reprogramming the organisational operating system: how decisions are made, how capital flows, and how learning loops back to leadership.

Most strategies don’t fail in the boardroom: they fail in translation. Across UK tech, leaders are crafting strong strategic visions only to watch them unravel during execution. The culprit isn’t ambition; it’s alignment. This article explores the four silent killers of delivery - miscommunication, misalignment, mis-coordination, and mis-adaptation - and outlines how top-performing companies turn strategy into a living system that drives real results.

When the big consultancy leaves, your real work begins. Most transformations don’t fail in the boardroom - they fail in the handover. This is your guide to turning glossy decks into operational momentum, one 90-day plan at a time.

Most organisations obsess over outputs, some have shifted to outcomes - but the real competitive edge lies in systems. Nick Saban’s “process” and Sir Dave Brailsford’s “marginal gains” both prove the same point: you don’t win by chasing wins. You win by building the system that makes them inevitable.