This blog explores the differences between the G7 countries, then considers how cleaner energy, better infrastructure, efficiency and prevention could support future growth. It also addresses offshoring, physical limits and the difference between GDP and prosperity.

Why do managers expect what worked before to work again? Explore assumptions, predictability and the value of a little chaos in organisational leadership.

What if the website was already obsolete?

If an AI agent can find information, interpret it and return exactly what someone needs, how often will that person need to visit a website?

Feeling pressure to work harder without clear buy-in? Explore how a steady pace and shared commitment can help ease workplace anxiety and move work forward.

Can you be so close to something that you stop seeing it? A process you know inside out. A problem you’ve spent months trying to solve. An assumption so familiar you no longer notice you’re making it.

Rereading an old paper I wrote about governance gave me a sense of déjà vu.

One observation stayed with me: an organisation can approve a change in one place while continuing to rely on the old assumptions everywhere else.

I wanted to have an argument with myself. I came away thinking that asking better questions, while accepting that the answers may remain uncertain, is part of how we help institutions make better decisions.

Why do we blame the person who brings difficult news? A personal reflection on change, uncertainty and our human need to give it a face.

I was sitting on a bus in Zaragoza when an advert caught my attention. It was not beautiful, subtle or particularly sophisticated. In fact, its most prominent visual was a large pile of dog mess.

The message read: “We invested €65 million to keep our streets clean. We are counting on you.” Beneath the image was a second line: “Don’t dirty what we clean together.”

It made me smile, but it also made me think.

I would like to go back and speak to the younger version of myself who entered those rooms believing that everyone else had received a handbook he had somehow missed.

People think discovery is about finding answers. In truth, it’s about learning to ask better questions. These are letters from the places those questions have taken me.

I’m not sure we Europeans are recognising that what Max Weber called ‘the Protestant work ethic’ of work hard and be rewarded, is in conflict with both the unobtainable nature of wealth for the young, and the idea that technology works instead of us. What do we get if we work hard now?

Organisations are getting excited about intelligence while often lacking agreement on process, ownership, memory and purpose. AI becomes the lens through which we discover those older problems.

An organisation may still possess the process, but it no longer knows where the memory resides.

Private credit, lending conducted outside the traditional banking system, has expanded at extraordinary speed over the past decade and now represents roughly $3 trillion globally, with projections suggesting it could reach $4.5 trillion by 2030. At first glance this sounds like an abstract concern confined to finance professionals and economists, but private credit increasingly finances deeply ordinary parts of economic life.

I think every piece of work should carry the question “why” from the very beginning. Before procurement. Before governance. Before people become emotionally committed to the shape of something that might not make sense yet.

I think we talk about pressure on organisations the wrong way.

We talk about money. Headcount. Time. Skills gaps. Systems. Demand.

But I am starting to think one of the biggest drains on human effort is ambiguity.