All posts by Paul Taylor

I’m a problem solver, facilitator, innovator and designer. I work with organisations to identify problems and solve them in ways that combine creativity with practical implementation. I have a track record in project delivery and service change that crosses all disciplines and has resulted in millions of pounds in business benefits. This work has resulted in numerous acknowledgements and awards. In 2013 I established Bromford Lab as a new way for the organisation to embrace challenge and adopt a ‘fast fail’ approach to open innovation. Nearly everything the Lab works on is openly accessible at www.bromfordlab.com. I'm a regular contributor to forums , think-tanks , and research reports and a speaker or advisor at conferences and events.

Why You Shouldn’t Ask Customers What They Want

The customer is always right.  If you involve customers –  you’ll make better decisions.  The only problem with statements like these is that they don’t seem to account for all those occasions when the customer wasn’t right. They don’t explain the fact that, despite high degrees of customer involvement and extensive market research, between 70-90% ...

Redesigning Organisations For Positive Deviance

What if the traditional way that we think change happens is all wrong? What if our focus on the spread and scale of innovative business solutions isn’t the answer – but is part of the fundamental problem? In 1990, an American couple named Jerry and Monique Sternin were sent by Save the Children to fight ...

The Complex Task of Simplicity

If you want to make things truly simple to use by your customers, you will nearly always have to make your organization take on more complexity – Gerry McGovern Yesterday, I delivered a talk at a conference that was aimed at getting organisations ‘back to basics’. The problem, I proposed, was that we live in a ...

How To Keep Focussed (And Remain Sane) In A World Of Complex Problems

In our heart, we know the solution does not lie in reforming silo by silo but in organizing our silos the way people organize their lives, so that the neighbourhood becomes our primary unit of analysis and change – Cormac Russell I’ve spent two days this week with both the Connected Places Catapult in London ...

An A-Z of Office Jargon

Apparently – ‘Touch Base” is the most-hated office phrase for a second year in a row. Certainly – it’s a mainstay of contact requests I get from Linkedin. And if I fail to touch base I usually get someone ‘circling back’ to remind me. But surely the most in vogue phrase is ‘we’re on a ...

How Technology Can Increase Collaboration And Build Trust

This post is an shortened version of a plenary talk delivered in Cardiff for the Wales Audit Office  Depending on your age it’s likely that the two things you were not taught in school were: a) how to collaborate effectively and b) how to use technology to connect and share with others And yet these ...

The Smartest People Will Never Work For You

Joy’s law is the principle that “no matter who you are, most of the smartest people work for someone else”. Bill Joy, the computer engineer to whom it’s attributed argued that if you rely solely on your own employees, you’ll never solve all your customers’ needs. It’s a quote that’s never been more true. Joy ...

a short post about death

Even during the most pivotal moments of our lives we are only a few minutes away from being digitally distracted. Twelve to be precise. We check our phones for new messages every 12 minutes.  Four weeks ago today we were just arriving in Ubud, Bali on day six of a planned 3 week trip. Within ...

Why Do We Hate Our Offices?

If you are working in an office today you will be interrupted – or you will interrupt yourself – every 3 minutes. And what’s worse is it will take most of us up to 23 minutes to recover from that distraction. If your boss lets you, go home. Walking out the office door is likely to be ...

What If We Replaced All Our Managers With Robots? 

Most of what we call management consists of making it difficult for people to get their work done Peter Drucker Management is the greatest inefficiency in any organisation. Many of you will be familiar with the work of Gary Hamel , but his explanation of how management ‘spreads’ is always helpful. Typically a small organisation might start off ...