Insights

Every organisation has experienced it. Two teams share a common objective, yet somehow, they seem to be working against one another. Sales blames Risk for slowing deals. Risk believes Sales creates unnecessary exposure. Leadership responds by holding meetings, conducting surveys, and launching initiatives designed to improve collaboration. Despite the best intentions, little changes. The problem is not a lack of effort. It’s a lack of visibility. For decades, organisati

Culture, AI, and the Forces You Don’t Control I’ve been giving considerable thought to the “dance” we are currently in with AI. This, I feel compelled to say, was not written using AI. Let me posit a hypothesis. Strategy sits atop the pyramid when it comes to effective corporate operations. While definitions vary, most strategic thinking follows a consistent pattern: strategy originates at the top of the organisation and becomes the rallying point for focus, resources

Gen AI features in many conversations I have these days, whether in formal meetings or social settings. The questions are rarely technical. They tend to focus on how organisations are using it, when they should, and what makes the difference between activity and advantage. One observation helps explain why activity so often fails to translate into advantage: Gen AI never says “I don’t know”. That is not a flaw. It is a design feature. Understanding what this characteristic en

2026 is exposing an uncomfortable reality for many organisations. Despite heavy investment, AI adoption has not delivered the transformational impact leaders expected. The issue is not a lack of tools, talent, or ambition. It is that most organisations are solving the problem at the wrong level. AI adoption is not primarily a technology challenge. It is a behavioural one. Yes, AI can drive efficiency by automating routine work. But its real value lies elsewhere. It lies in cr

High-performing organisations are shaped as much by how people work together as by the strategies they pursue. Trust plays a central role in how teams collaborate, how decisions are made, and how organisations perform under pressure. Over the course of my career, one factor has consistently stood out as critical: a genuine culture of trust, not just as a stated value, but as something experienced in everyday interactions and decisions. Trust is not a cultural aspiration. It i

It usually starts the same way. The quarter is closing, compliance deadlines are approaching, and branch audit season begins. Teams...

Organisational change often stalls because the real drivers of influence and trust are invisible. This piece explores how behavioural insights turn transformation from top-down mandates into networked movements.