The Hidden Blockers: How Operating Models, Incentives, and Culture Undermine Value Before Metrics Ever Do
Most organizations don’t lose value by accident; their operating model gives it nowhere to live.
Insights
Lived experience at the messy middle between strategy and execution. These insights reflect my experience leading large-scale transformations across industries — informed by data, shaped by practice, and grounded in the realities of how organizations actually work.
Why Value Realization Fails (and It’s Not What You Think)
Value doesn’t fail in the spreadsheet — it fails in the operating model.
AI Won’t Save Your Transformation — But This Will
Extraordinary AI investment, limited output. The real unlock isn’t more code — it’s ownership, cadence, and an operating model ready for speed. Get alignment right, then accelerate.
Institutionalizing Value Realization
The final stage of transformation: embedding value so deeply into systems and rhythms that it stops needing a name — it simply becomes how the organizsation works.
Security and Compliance as a Capability
Security and compliance aren’t brakes — they’re the steering. Designed as capabilities, they make transformation faster, safer, and sustainable.
Milestones That Make Adoption Visible
How to design trust, value, and scale milestones that turn transformation from a plan into visible proof — and prevent drift before it starts.
The Clock Just Got Shorter — and That Changes How Adoption Must Start
As CEOs shorten their ROI horizon to 12–36 months, the gap between sponsorship and adoption has become the decisive space for value realization.
Making Value Real
Most transformations start with a roadmap and end with a slide deck. This piece explores how real value is engineered early—through sponsorship, trust, and the right milestones—long before the go-live banners appear.
Securing Real Sponsorship
How I make sponsorship real before the first milestone: framing the problem in the sponsor’s language, testing for true commitment, and turning limited executive attention into a rhythm of trust.
The Optimism Trap: Why Good Leaders Default to Hope—and How to Handle It
Optimism bias is rational—but costly when unchecked. Learn five daily countermeasures leaders can use to surface risks, measure value early, and avoid credibility crises.
Why Digital Transformations Succeed (or Fail): Lessons from the Frontline
Digital transformation is not a technology project. It’s a trust project.
Its More Than Go-live
While go-live is important it's only a milestone.
Rewired in Practice: What Resonates — and What’s Missing
Rewired argues that digital transformation is a way of operating, not a program. From Shell to KPMG, I’ve seen how it resonates — and where it breaks down when ownership, funding, and outcomes don’t align.