We live in a world where the rate of change, the sources of change and the potential impact of change is greater than it ever was before. Strategic decisions have to be taken in the face of a considerable degree of uncertainty, so we have to learn the art of building the management of uncertainty into our strategies.
Great theories come in two sorts: the type that is so fundamentally foreign to one’s existing worldview that it’s a major effort to get your head round it (think Special Relativity here); and the type that is so staringly obvious that you can’t believe you didn’t think of it yourself – but you didn’t.
I’ve seen quite a few discussions over the last couple of years about whether enterprise architecture (EA) is amenable to disciplined, rigorous methods – sometimes described as a scientific approach. A lot of what I’ve seen strikes me as anything but scientific.
I’m in the, for me, novel position of looking after some geese these days. This usually involves nothing more than feeding them once a day and trying to keep them out of places they shouldn’t be. But this is breeding season, so there are additional complications. One morning last week I went out to feed […]
Why is everything so damned interesting? Some social media friends and I were discussing the huge amount of interesting (and potentially important) stuff that comes our way and that we can’t keep up with. New books and articles pile up half read on our physical or virtual bookshelves. In the last month articles on cognition, […]
This started out as a photo essay on winter. And then I read an article that disturbed me. I’m a strong supporter of rewilding. I think organizations like Rewilding Britain do great work, so it may seem strange that I was unhappy with this article about them. Near the beginning there’s a quote from George Monbiot […]