What we do

We have deep experience across all key areas of modern, digital operations in both startups and large organisations. We work as catalysts and enablers of transformation, acting as a force multiplier to the talent and resources that already exist inside your organisation.

We equip leaders to design, develop and run their organisational operating system.

Don’t promise change. Help people.

We work with leaders at every level to connect digital strategy, map digital business capabilities and guide both transformation and continuous improvement to take advantage of digital, connected ways of working.

This requires a combination of learning, coaching, technology, org design, employee experience and practical hands-on operational improvement. We start small, find and support ‘future firm’ elements that are trying to break through, and then build a coalition of the willing to spread change.

There is no single template for a modern organisational operating system, but the most important starting point is to make emerging leaders away that it is their job to design, refine and run it, rather than try to fit new ways of working into old organisational boxes.

We leave behind confident, connected digital leadership groups that can involve the whole organisation in guiding improvement, and with clear practical goals in terms of the services and structures they need to develop to meet the challenges of the digital era.

 

At the leadership level

We work with digital leaders to map digital strategy, capability gaps, and cultivate a network of digital guides across the organisation; we also deliver in-depth digital leadership learning and development programmes.

At the platform level

We map the capabilities, services and skills of emerging agile teams, and help assemble them into a service platform that the whole firm can use. We also help design and implement key platform elements starting with a digital learning hub.

At the team level

We help switch from a process-centric work system to a more agile and service-centric approach, identify scope for automation or standardisation of these services, and then create the interfaces and connections with other teams to work better together.

The Fabric of the Org is Links Not Bricks

The Fabric of the Org is Links Not Bricks

This week we look forward to the looming battle between office and "remote" working and ask what we can learn from Reddit and gamers about collaboration. Ronald Coase Reversed Earlier this week, I completed the content planning phase for an extensive leadership...

Mind Your Language

Mind Your Language

In this edition, Livio looks at some of the subtler communication challenges we rarely focus on in digital change programmes. What's in a word? I never cease to be amazed by the speed with which certain terms spread across all sorts of business communities, eventually...

World-Building in Hybrid Organisations

World-Building in Hybrid Organisations

How can we move beyond 'managing' one-size-fits-all workplace culture and think about world-building or cultivating a hybrid ecology in the post-lockdown period? Can online working reach escape velocity? The debate about whether - and how - to return to the office...

Digital Talent: An Emergent Approach

Digital Talent: An Emergent Approach

How can HR functions adopt a more creative, targeted approach to developing home-grown digital talent? The digital people challenge The digital skills gap was already widening fast before COVID-19 struck, as this World Economic Forum report shows. Since then, the 1-2...

More Thoughts on the Digital Leadership Gap

More Thoughts on the Digital Leadership Gap

This week, Lee reflects on the leadership reform agenda we need to pursue to unlock the productivity gains we hope to see from digital innovation. Somewhere over the rainbow? It feels like there is so much potential value just over the horizon - such an opportunity to...