May 2018

• The alternative Post-mortem of failed change programmes. (4 of 5): Too much vision, not lack of it
• The alternative Post-mortem of failed change programmes. (3 of 5): Antibodies to start with.
• The alternative Post-mortem of failed change programmes. (2 of 5): It was fireworks and corporate flash mobs
• The alternative Post-mortem of failed change programmes. (1 of 5): There were too many people involved, and too much debate. Not the opposite.
• In my shopping list for new leaders, circa 2018 (and 5 of 5): Mobilizers
• In my shopping list for new leaders, circa 2018 (4 of 5): Invitational people
• In my shopping list for new leaders, circa 2018 (3 of 5): Bridge builders
• In my shopping list for new leaders, circa 2018 (2 of 5): Reframing
• In my shopping list for new leaders, circa 2018 (1 of 5): Depolarization
• Organisational culture shaping. Counterinsurgency field manual (and 5 of 5): Be a bit inefficient if you want to be effective. Or you can be boring
• Organisational culture shaping. Counterinsurgency field manual (4 of 5): Structural changes hardly solve behavioural problems. It’s a trap.
• Organisational culture shaping. Counterinsurgency field manual (3 of 5): don’t do half social (unless you want to kill a project)
• Organisational culture shaping. Counterinsurgency field manual (2 of 5): Learn from mistakes (only if your manager does too).
• Organizational culture, Counterinsurgency Field Manual (1 of 5): What to do with toxic people.
• News from the front line
• The geography of change. Where to start.
• Organizational structures that (dis) aggregate by design
• Framing is a leadership must (3 of 3): ‘Intention and Outcome’
• Framing is a leadership must (2 of 3): frame the narrative before it frames you