2 days ago

Steering towards success

Too often enterprises (businesses, governments, service organisations, …) constrain change to only being responsive to outside influences. Rather than being proactive and having control over their future they are reactive, consequently abrogating their control and the benefits it brings. Ideally … Continue reading

14 days ago

Documenting the Not-known

In our work on simplifying the ‘inventory’ of tools and techniques I’d developed for whole-enterprise architecture and the like, one of the challenges we keep hitting up against is how to capture ideas, information and insights, as they appear during

3 months, 30 days ago

Down the rabbit-hole with ‘evidence-based’

If we want to make something ‘evidence-based’, then what exactly is ‘evidence’? On the surface the answer might seem obvious – I mean, evidence is evidence, right? But in practice, as soon as we look a little closer, the evidence

4 months, 2 days ago

Concept-development, and our role for Patreon

“I think we’re onto something here.” That was my colleague and designer Joseph Chittenden, talking about a rethink that came up from the previous post here on ‘Hope, optimism and delusion‘, in relation to our current Patreon project to make

5 months, 9 days ago

Tools for change: Back to the basics

Keep it simple. That’s always the challenge. The themes we’re working on with that ‘bucket-list’ of tools for change, it’s all too easy to go running off down the rabbit-hole, making things more complicated and complex than they need to

9 months, 7 days ago

An inventory, sorted

I’ll try for another way to sort and describe the current state of that stack of tools and methods that I’ve developed over the past decade or so, to guide business change and transformation, and that, for various reasons, I’d nicknamed

10 months, 12 days ago

Evidence-based architecture?

Flicking through the BMJ again this week, I noticed an editorial on ‘EBM manifesto for better health’ (cite/URL: BMJ 2017;357:j2973), where ‘EBM’ stands for ‘Evidence-Based Medicine’. I’ve often noted that medicine and enterprise-architectures share several key characteristics, in particular an awkward