I’ve been by turns amused and horrified by discussions recently of the proposed WeWork floatation, and the apparent hubris running through it. WeWork runs co-working spaces with the kind of … Continue reading Leadership and continuity
I was having a discussion with someone recently about using open source software and making an organisation’s own software open source. The most significant example of this that I’ve had … Continue reading When an organisation’s software is open source
Some time ago I wrote about the error of slavishly following “best practice” without asking why. And I was reminded of this again the other day when a friend forwarded … Continue reading An example of the errors of “best practice”
I’ve said before that the word “maturity” raises my hackles, and in particular when people talk about their organisation needing to be “mature”. This is not the only word that … Continue reading What does it mean to be a mature organisation?
I’ve always seen strategic decision-making as consisting of a large element of guesswork. It’s educated guesswork, but it’s very much taking a punt on what we want to achieve based … Continue reading Balancing strategic guesswork with tactical evidence
The other day I was listening to BBC Radio 4’s Thinking Allowed, which on this occasion focused on “Platform capitalism”. This is the world of Uber, AirBnB, and TaskRabbit, in … Continue reading Feedback happens, whether we respond or not
My colleague Nic Price pointed me to a page on the BBC GEL site, which talks about the value of standardisation and consistency. GEL is the BBC’s “global experience language” … Continue reading Innovation from standardisation