Most Agile transformations didn't make organisations lighter; they made them heavier. True agility isn't about the processes you add - it's about the dependencies you remove. It's time to talk about descaling.

Executives don’t lose control when they go agile. They lose it when they keep governing plans instead of capital. This article introduces a better control model - one based on evidence, investment, and real value.

Most transformations fail not because people resist change, but because leaders try to command systems that don’t respond to command. Organisations don’t change when you announce a new model. They change when the constraints change.

Legacy operating models slow organisations down. The product operating model reshapes how work is organised, funded, and measured - shifting focus from outputs to outcomes, and aligning every team with strategic value creation. This guide explains what the model is, why it matters, and how CIOs and COOs can pilot it in 90 days to accelerate impact.

Execution is no longer scarce - decisions are. AI reveals where leadership slows the system and shows how decision design becomes your competitive edge.

Velocity was never the goal. AI just made that painfully obvious. As execution accelerates, outdated metrics are driving the wrong behaviours - and leaders are paying the price.

Most 5-year plans in large enterprises aren’t obsolete because of AI - they were never designed to survive reality. AI just accelerates what was already broken. Learn how to stress-test your 2026 roadmap and align strategy with execution before it’s locked in.

Most enterprises confuse product strategy with a roadmap - turning sharp choices into feature lists and diluting focus across dozens of initiatives. Real strategy is a set of deliberate trade-offs about where you will win and what you will ignore. In a world of rising cost and complexity, clarity - not more features - is the real competitive advantage.

Most enterprises run on opinions, not signals. This article explains the six feedback loops that transform product strategy, improve decisions, and restore delivery predictability - giving leaders the real-time visibility they need to drive outcomes at scale.

Most UK enterprises want the outcomes of product-led growth - lower CAC, faster scaling, stronger retention - but very few want the operating-model surgery required to achieve it. PLG isn’t a tactic or a funnel. It’s a multi-stage organisational journey that demands new teams, new governance, modern architecture and genuine autonomy. Here’s how to do it properly.

People often reach for metaphors when faced with uncertainty. It is a world-old instinct: to make sense of the unknown we compare it to what we already understand. Lately, my entire feed seems to be holding onto one such metaphor - the idea that AI is a bubble about to burst. Maybe. I should say I respect the provenance of the “bubble” metaphor - it comes from decades of market cycles and hard-earned lessons about hype

For years small companies have been fast and nimble whilst larger firms are slow to adopt new approaches, but an uncomfortable truth about AI adoption is that large enterprises have the resources and dedicated teams to drive rapid transformation. The scale of benefit they can achieve is huge and has therefore made it a real focus for them. Smaller firms, by contrast, often struggle to give AI innovation the sustained focus and bandwidth it will need if they want to stay ahead

Tech debt isn’t a technical problem - it’s a business problem wearing a technical hat. Legacy systems quietly drain millions in hidden costs and capacity. This article gives senior technology leaders the playbook for making technical work "executive obvious," using hard financials and a simple three-lens model to sell platform investment. Stop asking for permission; start presenting unavoidable strategic investment.

When an agile transformation fails, most leaders respond with more control, not more trust. But rebuilding agility means restoring belief - in people, not process.

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 “delivery transformations” fail before they begin - not because of technology, but because leadership starts with the wrong question. The goal isn’t to make teams more agile; it’s to design a system that reliably converts strategic intent into customer outcomes. This is the real work of delivery transformation for COOs - less about frameworks, more about flow, focus, and leadership design.

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.

You picked a top vendor. The contract’s signed. But your roadmap still slips, customers complain, and your teams burn out. The problem isn’t price or features - it’s delivery capability. Learn how to surface it before you commit.

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.

When Europe won the Ryder Cup on American soil, it wasn’t just about golf. It was a masterclass in how culture and systems combine to create resilience. Here’s what executives can learn about building fast starts, trust, and buffers that withstand late-stage pressure.