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.

Embracing Seasonality in Change Efforts

Embracing Seasonality in Change Efforts

Some thoughts on long-haul change efforts and creating a more sustainable, seasonal approach. For years whilst providing coaching & mentoring, I have encouraged a cyclical, seasonal approach to tackling goals. Matching the overall energy levels & mood to how...

Teaching Leaders Product, Platform & Portfolio Thinking

Teaching Leaders Product, Platform & Portfolio Thinking

Some thoughts on using product thinking and tools within leadership development programmes Emergent Exponential Effects One of the most exciting aspects of the digital economy is its exponential nature, and the fact that small ideas, products and teams can potentially...

Digital Adoption as a Driver for Change

Digital Adoption as a Driver for Change

Some notes and links on why top-down change initiatives still fail and some glimpses of a more emergent approach focussed on digital adoption. Plus ça change? It’s been exactly seven years since Gary Hamel and Michele Zanini argued that: 'continuous improvement...

Agile for All

Agile for All

Some reflections on the path agile is taking to adoption through organisations, drawing on some recent experiences and pain points. When organisations begin exploring agility as a key capability, there is a fairly well trodden path of discovery, until efforts stall...

Online Identity & Trust-Building 101

Online Identity & Trust-Building 101

In this edition, Livio considers some of the basic steps that leaders need to take to improve their visibility and credibility using digital workplace platforms. Friends reunited Last week, we invited our friend Katharina Krentz to introduce a selected management...