Change leadership remains unfinished until it clearly explains the cause and the consequences. Only then can the organisation understand what has occurred and why.

Leaders must resist the managerial urge to control and instead foster the narrative of connection. Change, after all, is not something one “drives.”

On the cost, tme, and memory of transformation in organisational life

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

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

Culture is built into the systems of an organisation. It emerges from the traditions of practice and the stability of function. The 'way we do things around here' is the enemy of reform.