Organizations invest extraordinary amounts of money, effort, and attention in projects, products, and transformations. They establish governance structures, define funding models, build roadmaps, and track […]
The Enabler Fallacy: Why Technology Investments Rarely Deliver Benefits Alone
Organizations invest extraordinary amounts of capital in technology. Enterprise systems, cloud platforms, AI capabilities, automation tools, analytics infrastructures, and digital customer platforms are funded with […]
The Cart Before the Horse: Why Most Organizations Focus on Enablers Instead of Outcomes
Modern organizations are remarkably capable of building sophisticated systems, delivering complex projects, and deploying advanced technologies. Yet despite this impressive delivery capability, many struggle to […]
The Fatal Illusion of the Business Case: Why Approval Does Not Guarantee Value
Few documents in modern organizations carry as much symbolic power as the business case. It is the gateway to investment, the justification for resource allocation, […]
Capabilities Do Not Create Value — People Do
Organizations invest in technology, infrastructure, platforms, and products with the expectation that these investments will generate measurable business benefits. New systems promise efficiency. Digital platforms […]
The Value Creation Gap: Why Successful Projects Often Fail to Deliver Benefits
Organizations invest enormous amounts of capital, time, and human energy into projects, products, and transformations. These initiatives are carefully planned, approved through governance processes, funded […]
Incentives Define Behavior: Why Compensation Models Break Agile Transformations
Most Agile transformations focus on process. Organizations adopt Scrum. They implement Product Operating Models. They introduce OKRs. They restructure teams. They redesign workflows. Yet behavior […]
Agile Did Not Fail. Your Operating Model Did
Agile is often described as a failed promise. Organizations invested heavily. They trained teams. They hired coaches. They adopted frameworks. They restructured delivery organizations. Yet […]
Enterprise Agility Is a Capital Allocation Problem
Most organizations believe agility is a delivery capability. They invest in Agile training. They adopt frameworks. They restructure teams. They implement new tools. Delivery improves. […]
Agile for Boards and Executive Leadership: Why Organizational Agility Begins with Governance
Most Agile transformations begin in delivery teams. Some extend into product management. Few reach the executive level. Almost none reach the boardroom. This limitation explains […]