We helped pioneer digital ways of working in the enterprise 20 years ago, and continue to improve organisational performance by helping firms develop their strategic digital business capabilities
We take pride in the diligent, detailed approach we take to our work, and aim to leave behind more productive, collaborative teams wherever we go.
To really improve the way an organisation works with emerging technology requires a combination of skills and knowledge that extend way beyond software features and functions – org design, agile and collaborative ways of working, digital leadership, change movements, psychology and personal productivity are also important.
It is our experience and ability to operate confidently across these domains that our clients say they find most valuable.
Some insights into our thinking:
Browse our blog and newsletter archives
Learn what we mean by an Organisational OS
Read our Smarter Simpler Social founding paper
View an interactive history of the digital workplace
Download a sample research report on Digital Strategy
Leadership Team
Explore Our History

A revelation

A new vision

Building the social web

Award-winning in Legal

Pursuing org change through social tools

Re-thinking enterprise IT & collaboration

Built a great team and learned how to pitch

We managed one of the craziest online + real-life events ever attempted

Acquisition, growth and Vegas nights

Developing social systems to identify actionable data

A long-term transformation role with Bosch

Time for another fresh start to refocus on transformation

A new space

Developed our approach to agile, distributed transformation

Exploring organisational capabilities as change goals

Re-thinking internal functions in an agile organisation

Capability Mapping for Digital Leaders

Lisbon, hybrid locations and lots of learning

Started a new long-term digital capability project

Greater focus on executive education

Expanded our curriculum for digital leadership

Platform development
Selected Blog Posts
Accelerating Towards a Future-Fit HR
At a recent event in London for CHROs, HR professionals highlighted the speed of their own function’s transformation as a key challenge. Not keeping pace with the wider organisation’s change agenda means lots of change fronts opening up simultaneously, hampering the...
Crossing the chasm: how will we get from coaching apps to sentient organisations?
The OpenAI Dev day seems to have been a genuinely important milestone in the current wave of AI innovation and exploration - see the Verge’s coverage here - offering three major enhancements to previous functionality: GPT-4 Turbo with a 128k context window, which...
Bridging the Exponential Gap Will Need Dynamic, Transformative Structures, not just AI Magic
If only 7% of organisations are dynamic, we need to focus on creating more transformative structures rather than just sprinkle AI onto existing systems. We are living through weird times in business and geo-politics, and it is hard to watch long-lived...
A New Frontier for Private Equity: Digital Transformation Accelerators
Adjusting Sails: PE Firms After the End of Cheap Money The era of cheap money that allowed Private Equity (PE) firms to acquire assets by leveraging cheap borrowing appears to be over. Jared Gross analyses the challenges and considerations for private equity...
Short and long teeth in cross-functional teams
Organisations need more and better cross-functional teams with varied experiences and skillsets to tackle the complex problems they face today. But whilst they can be a powerful resource when they are working well, some research suggests that 75% of cross-functional...
Avoiding the Upskilling Whack-a-Mole
Employees trying to up-skill face a real dilemma, one which becomes even more acute when their organisation is undergoing transformation: on one hand, they are caught in the prevailing cult of bare minimum learning, and on the other, the organisation’s ever-changing...