Most strategies don't fail at the strategy
They fail in how the company is organised to deliver them. What I do is help leaders reimagine their operating model — defining what "great" actually looks like here, and defining the principles that mobilise the organisation around it. And then building the capacity for that organisation to keep transforming, long after I have gone.
At Telenet I led a company-wide operating model transformation, and then stayed to make the new way of working actually run. What carries over isn't the telco insights. It's that the operating model has to move before the technology can, and that someone has to stay in the room long enough to land it.
That second half is where most transformations fail. Most people who can design a new way of operating can't land it; most who can land it can't design it. I do both.
And that gap is opening in every company at once, as AI moves out of pilots and into how the work actually gets done. I set up this practice to help companies close that gap.
I bring scepticism, realism and some humour — and you can count on me for a candid opinion, including when it isn't the one you were hoping for.
