The Taxonomy Nobody Draws: Four Things Hiding Under Simple and Complex
Simple and complex are two words carrying four separate operations. Organisations that cannot name the four end up buying the two counterfeits and refusing t...
decision-making
The Chain Nobody Cut
Blame is not a moral failing. It is an information-destroying mechanism, and it is the reason the same failure keeps coming back under a different name.
You Cannot Verify Your Own Interpreter
A chief executive never receives information about his own technology. He receives a translation of it, produced by the people that same information evaluates.
Your Hiring Process Is a Filter Against Your Own Blind Spot
Companies do not accidentally lose the people who would have seen the failure coming. They select against them, on purpose, using processes they are proud of.
Permission Not to Decide: The Quiet Technology of Diluted Responsibility
A process is not only a way to get things done. It is also a way for no one to have to decide, and for no one to answer when nothing does.
The Chef Never Touches the Pan: Why Leaders Confuse Mastery With Judgment
A head chef who has not held a station in years still runs the kitchen. Most leaders believe they have to master a craft before they can govern it. They have...
The Decision Nobody Reopens
A technical decision is a dated act. It survives on paper long after the ground it stood on has shifted, because nobody was ever given the mandate to reopen ...
Restoring Without Erasing
Art restorers solved a problem most CEOs do not know they have: what you are allowed to change in something you inherited. Their answer fits on one page, and...
When Organizations Believe
Some belief systems are not refuted by evidence. They feed on it. The non-technical CEO who cannot recognize the closed system inside his own organization wi...
What Privateers Knew About Tech Contracts
On October 7th 1800, in the Bay of Bengal, a French corvette boarded a British East Indiaman three times its size. The captain wasn’t a pirate. He had a piec...
Saturation Is Not the Problem
An eighty-page IT audit can be technically perfect and still leave a CEO unable to decide. Frank Herbert and four failed Dune adaptations explain why.
The Accusation Already Written
In a real trial, both parties are heard before the verdict. In most organizations, the trial of a technical decision happens with only one version of events ...
The Leica Eye
An AI trained on ten thousand cases sees the pattern. A practitioner who has lived a hundred sees exactly why this one is different.
The Pit Wall and the Cockpit
The pit wall sees the data. The driver feels the car. When these two readings diverge — and they always diverge — the quality of the outcome depends entirely...
Pekin Express
“We need more data” is not an analytical statement. It’s a political one. The truck keeps passing.
Three Seconds
A Ligue 1 referee made 300 decisions last match. Your organization can’t agree on who makes one. The authority problem hiding in plain sight.