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Purpose

Purpose-driven strategy for business architects: how to connect an organisation's why to strategic choices, capability investments, and daily operations.

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The Same Force Is a Threat and an Opportunity
Purpose

The Same Force Is a Threat and an Opportunity

Two institutions read the same demographic data and reached opposite conclusions. Both were right. A force has no valence until you say what you exist to do.

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The Thermostat Is Not the Problem
Purpose

The Thermostat Is Not the Problem

Double loop learning asks whether the governing assumption is right. The harder question is why organisations rarely run it, and the answer isn't ignorance.

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Goodhart's Law: When the Right Metric Goes Wrong
Purpose

Goodhart's Law: When the Right Metric Goes Wrong

When a metric becomes a target, it stops measuring what it used to. Five real examples of Goodhart's Law, and how to catch it before the dashboard does.

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The Phase Every Management System Skips
Purpose

The Phase Every Management System Skips

OKRs, benefits tracking, and capability maturity fail the same way, in the same place: none of them does the one phase where you actually choose.

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Forty-Seven Ideas on a Whiteboard. Zero Way to Choose Between Them.
Purpose

Forty-Seven Ideas on a Whiteboard. Zero Way to Choose Between Them.

Before deciding what to do, it helps to be honest about where you stand. Organizations exist at different levels of maturity when it comes to shared vocabulary, and the right next step depends on the starting point.

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Your Organisation Doesn't Have a Strategy Problem. It Has a Purpose Problem.
Purpose

Your Organisation Doesn't Have a Strategy Problem. It Has a Purpose Problem.

Ask five leaders in your organization a single question: "Why does this organization exist?" You'll get five different answers. None of them wrong. None of them specific enough to guide a single decision.

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