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
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...
Musing on DAOs, Cybernetic control systems and non-hierarchical structures
We are already seeing the decline of hierarchy as an organising principle for leadership in large organisations, and we have increasing evidence, such as this from Leandro Herrero, that positional authority is far less powerful than networked influence as a way to get...
Principles and Patterns over Dogma and Rules
Transforming our organisations will require huge shifts in basic digital literacy and ways of working for almost every employee outside of technology & development teams. New digital hotspots are starting to emerge, but scaling and replicating these emerging areas...