Richard Sage

I don’t know what it is about simple geometric shapes but i keep using them to try to simply explain situations, opportunities and concepts to stakeholders (and more importantly, to myself). Here is a new one

I seem to be drawing a lot of pyramids lately. This one was drawn to help give some focus to a discussion about introducing a brand new function into an organisational unit. There was a lot of discussion around requirements at different levels of capab…

My daughter brought this picture home of a beach. There was something about the simplicity that really struck me. Sand, sea, sky and sun. The essence of a beach experience in 4 abstract components. Interesting how complex interactions and environments …

I had a conversation with a colleague the other day about change design vs delivery phases. Leaving aside the (hopefully) iterative nature of these things in practise the interesting point was around the various change ‘actors’ (in a togaf sense) in an organisation would have very different views of what the scope of the responsibility is and what other functions responsibilities are. This sort of continuum came to mind (its not an original continuum, i’m just re-jigging it). I imagined different actors placing themselves and other functions at different points across this continuum, almost like an enterprise ‘pin the tail on the donkey’.

If there isn’t clarity on the interplay and collaboration between change agents within an organisation then there will be a) more Politics, more innefficiency, more latency. Maybe using this sort of technique is a way of ‘simply’ getting to some form of consensus or, highlight the lack of consensus.