Putting our insights to good use, our bite-sized blogs give leaders our latest thinking on strategy, organisation design, executive team development and culture change as well as other musings.


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Materialising the Project Matrix: 7 questions to set your new project matrix organisation design up for success

Materialising the Project Matrix: 7 questions to set your new project matrix organisation design up for success


Designing a project matrix organization requires clarity and agreement on key management roles. This post offers 7 questions to help develop clarity and agreement.

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The problem with contracting: how to get it less wrong

The problem with contracting: how to get it less wrong


While we’re all pretty well versed in contracting on tasks, deliverables and outcomes we’re much less comfortable with contracting around roles. And yet, in the absence of a good enough contracting, we are often left flailing, trying to find a safe place to work from, keen to deliver on the task we’ve signed up to, but ill-equipped to do so. Of course, contracting on roles typically requires an honest conversation about what’s needed, what each of us might be up for, and what’s possible in the current context, given power, politics, organisational culture, history and a whole load of other fun stuff.

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Starting your Re-design Process? Ask the Audience!

Starting your Re-design Process? Ask the Audience!


So, you've decided to embark on an organisation re-design – what next? Well, you are going to need to decide on a design team  to create a design, and they will need data, input and perspectives to work with.  So you although you, like many of our clients, might like to jump straight to the answer, you will need an inquiry/discovery process, which involves asking people for their perspectives and input into the current state and what could be improved. In this blog we explain why you need to interview people, who and how many to speak to, and what you should ask them.

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Participative Strategy


Stirring up our strategic thinking together – am I half-baked or did you pre-cook it?

Stirring up our strategic thinking together – am I half-baked or did you pre-cook it?


The famously eccentric inventor and philosopher R. Buckminster-Fuller (inventor of the geodesic dome and author of Operating Manual for Spaceship Earth) is once supposed to have said “Never show unfinished work”.

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Culture eats strategy for breakfast – one decision at a time

Culture eats strategy for breakfast – one decision at a time


The quote “CULTURE EATS STRATEGY FOR BREAKFAST!” often pops up (in big bold letters) on LinkedIn posts and has variously been attributed to Peter Drucker, Gary Hamel (and with more veracity) Bill Moore and Jerry Rose.

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Are we present for strategy?

Are we present for strategy?


We both attended a recent meeting which started with this exchange… John:  “Can we spend some time preparing our plan for the future?”. Pam:  “I think we spend too much time thinking about the future and the past – can we pay more attention to what’s going on for us right now?”

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Organisation Design


Materialising the Project Matrix: 7 questions to set your new project matrix organisation design up for success

Materialising the Project Matrix: 7 questions to set your new project matrix organisation design up for success


Designing a project matrix organization requires clarity and agreement on key management roles. This post offers 7 questions to help develop clarity and agreement.

Read more

Starting your Re-design Process? Ask the Audience!

Starting your Re-design Process? Ask the Audience!


So, you've decided to embark on an organisation re-design – what next? Well, you are going to need to decide on a design team  to create a design, and they will need data, input and perspectives to work with.  So you although you, like many of our clients, might like to jump straight to the answer, you will need an inquiry/discovery process, which involves asking people for their perspectives and input into the current state and what could be improved. In this blog we explain why you need to interview people, who and how many to speak to, and what you should ask them.

Read more

Ready for re-design in 2023?

Ready for re-design in 2023?


It’s the time of year when we look back and make sense of the work we’ve been doing with the benefit of a bit more perspective. Much of our focus this year has been on helping organisations more purposefully organise so they can better achieve their goals.  It’s likely that the need for restructuring and re-designing will only increase in 2023. If you think this might be in your in-tray in the new year, you might like to add our practitioner research into organisation design to your Christmas reading list.

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Culture Change


Culture change – lessons from the field

Culture change – lessons from the field


Most of our clients are engaged in attempts to develop or change their culture in some way, shape or form. They tend however to tell us they find such initiatives to be tricky, demanding and, ultimately, disappointing. To understand why this is the case, we have been inquiring with leaders and OD practitioners into their experience of trying to change culture.

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Learning from the mundane, everyday and taken-for-granted

Learning from the mundane, everyday and taken-for-granted


One perspective that informs our consulting practice at Metalogue is cultural anthropology. We see value in trying to understand the symbolic meaning of behaviour, language, artefacts, rituals and ways of working. This lens often reveals new and different ways of making sense of what goes on in organisations. 

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How do we find new ways to make sense of Organisational Culture?

How do we find new ways to make sense of Organisational Culture?


Finding new possibilities for how to enable cultural change and transformation. In our last blog, we talked about applying “a liberal dose of science and an equal measure of art” when exploring organisational culture and change. As practitioners, one frame we find helpful comes from John Heron and Peter Reason (2008), who talk about there being 4 “ways of knowing”:

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Executive Team Development


The Unspoken Life of Executive Teams

The Unspoken Life of Executive Teams


We all have opinions about our leaders. Be it on what they are doing effectively, ineffectively, or not doing at all. Some of these views are based on first-hand experience and thought-through judgements whilst others reflect projections, prejudices, or unrealistic ideals.

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Facing or sleepwalking into the future: the existential challenges facing Executive Teams

Facing or sleepwalking into the future: the existential challenges facing Executive Teams


Throughout 2021, we undertook an action research project into the ‘lived’ experience of executive teams.  This revealed how they are increasingly confronted with existential challenges.  These stretch beyond the realm of operational, performance or commercial pressures. 

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What’s the quality of your executive team conversation?

What’s the quality of your executive team conversation?


The psychologist Carl Jung asserted that one should apply to oneself the same methods that one proposes to use with others, and to do so “with the same relentlessness, consistency and perseverance.”  With this good principle in mind, the Metalogue team recently had a working session on the “Team Dialogue Indicator™”

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Change & Organisation Development


The problem with contracting: how to get it less wrong

The problem with contracting: how to get it less wrong


While we’re all pretty well versed in contracting on tasks, deliverables and outcomes we’re much less comfortable with contracting around roles. And yet, in the absence of a good enough contracting, we are often left flailing, trying to find a safe place to work from, keen to deliver on the task we’ve signed up to, but ill-equipped to do so. Of course, contracting on roles typically requires an honest conversation about what’s needed, what each of us might be up for, and what’s possible in the current context, given power, politics, organisational culture, history and a whole load of other fun stuff.

Read more

How did we get back here, again?

How did we get back here, again?


The anthropologist Gregory Bateson’s phrase “the difference that makes a difference” has a powerful and intuitive resonance.   He was talking about how a ‘difference’ can represent information that helps us see a situation from a different angle.  This can reveal new possibilities for understanding or acting. Bateson’s idea draws attention to how in a complex system a small change or shift can have a ripple effect, bringing about other shifts and changes. Even subtle differences or changes can lead to profound shifts.   

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Thinking partners and the art of micro-interventions

Thinking partners and the art of micro-interventions


As we all continue to come to terms with ‘hybrid’ ways of working, it inevitably means that we should adapt the way we enable transformation and change in organisational life. Getting colleagues – who have become even more dispersed and time poor -   to collaborate across role and departmental boundaries has become even more challenging.  In our experience, it has profound implications too for the role of consultants.

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