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.


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.

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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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Further articles


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