Essays for boards and senior leaders, each one taking a question we are genuinely asked and answering it with a position we are prepared to defend: why transformations fail, what industrial companies really face, and how decisions travel across cultures. They are written from practice rather than assembled from the library.
The technology rarely fails on its own; what tends to give way is the human architecture around it, the ownership that was never quite real, the middle layer that complied without believing, and the advisor gap between the boardroom and the operational floor where most programmes quietly die.
Industry transforms nothing like software: plants cannot be rolled back, and the people who carry institutional knowledge cannot be rehired at speed. On multi-country modernisation, the Central European moment, and the kind of growth that is planned for rather than simply endured.
Three structurally different corporate cultures, and three conceptions of what a decision even is, which is why a framework that works in a Warsaw boardroom can quietly produce paralysis in Tokyo. On why interpretation is a long way from fluency, and where the differences between these cultures are real rather than merely superficial.
Also on this site: Why DX, two essays on running digital transformation with the full power of knowledge, covering strategy audits, boardroom auditing, and AI literacy.
Then it is worth one conversation, the first of which is free and confidential and comes with a considered position rather than a pitch.
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