Defence says it wants evolution, not revolution. But is gradual reform enough in an era of rising strategic risk?

Tech projects fail without moral leadership. Leaders must accept messiness and foster adaptability in complex systems.

Enterprise change doesn’t begin with strategy — it starts with quiet dissent. So who really leads reform in the public sector?

Conformity rewards silence and punishes insight. In public institutions, clear-eyed dissent is often the first casualty.

The pursuit of ‘balance’ seems to be an unstated objective of organisations. But what do we mean by balance?

Our innovation focus is often on idolising the role of the individual. What if we took an organisational view?

The Hayne Royal Commission has been clear on the effect of organisational culture on performance: “A culture that fosters poor leadership, decision-making, or behaviour will undermine the governance framework of the entity.” Will the financial sector leaders learn the lessons or show contrition while quietly falling back into old habits and routines?

Well-worn and circular discussions of visions, aspirations, culture, leadership and values often plague our discussions of change and reform. What if we were focused on how we are organised to deliver capability instead?

Change, adaptation, evolution, revolution, development, adjustment, shift, transition, innovation, modification, and variation are all aspects of our daily lives, the lives of our families, and our relationships with others. Do we manage change?

The collective response of public and private sector organisations to an immediate crisis is administratively, organisationally and socially comprehensive. When faced with a direct and tangible threat, the response is quick and decisive. But what if the crisis is slow-moving?