Latest Posts
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Four Picture Diary: Monkeys and Place Naming Conventions
With a “Four a Day” picture diary the idea is to keep things simple and focused by capturing just four photos that define the day, each answering a specific prompt: Where is it happening? What are we doing? Who is… Continue reading
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Four a Day Picture Diary: Elephants and Amusing ATMs
For our trip to India, I’m doing a four a day picture diary. Where is it happening? What we are doing? Who is involved? Why? Four pictures with a bit of commentary Where is it happening? Jaipur. A city I’ve… Continue reading
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Four a Day Picture Diary: Safari Bureaucracy
For our trip to India, I’m doing a four a day picture diary. What we are doing? Where it is happening? Who is involved? Why? Four pictures with a bit of commentary What we are doing? On safari at dawn… Continue reading
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Four a Day Picture Diary: The Road To Ranthambore
For our trip to India, I’m following the path of Chris Bolton with a four a day picture diary. What we are doing? Where it is happening? Who is involved? Why? Four pictures with a bit of commentary. What we are doing?… Continue reading
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Four A Day Picture Diary – Rebooted
Behind every click, discover India’s roadside chai and the evolving roadside dining scene. Continue reading
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Organisational Antibodies Reject Place-Based and Decentralised Approaches
Placed based work will actually serve people’s needs more completely and more cheaply. The consciousness of place is not hierarchical or expert. It relies on the intrinsic value of each member of the place. Any flattening is frightening to the… Continue reading
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Why Decentralised Place-Based Approaches Can Fail
Genuine place based decentralised approaches are not merely structural changes; they are assaults on the fundamental logic of the traditional organisation which is designed to minimise variance and maximise control. Continue reading
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Why Don’t We Enable More Heretical Thinking At Work?
In today’s corporate environment, the instinct of the system is to demand order, predictability, and consensus. Yet, the reality facing us is that nearly half of CEOs don’t think their organisations will survive 10 years unless they radically change path.… Continue reading
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Concentrate on relationships and metrics will improve. Concentrate on metrics and relationships will fail.
Why do so many managers and leaders expect an almost instant improvement in satisfaction results after any change is made? We often fail to recognise that whilst organisational memory is short, community has a long memory Regaining trust often needs… Continue reading
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Complaints Rise Because Our Organisations Are Designed To Generate Complaints
The purpose of a system is what it does Continue reading
Paul Taylor 