Insights
Thoughts and stories on how people, technology, and strategy come together to shape better decisions.
About
High-performing organisations share one trait: their decisions move clearly, coherently, and with consequence.
Strategy expresses itself through the structure of decisions…
…Execution is a structured flow of those decisions…
…AI and optimisation amplify that structure…
…Without economic interpretability, leadership coherence, and cultural alignment, technology accelerates failure rather than performance.
Here you’ll find frameworks and grounded analysis, not slogans, to make decision systems visible, understandable, and governable.
Latest Announcement
Decision Systems: Where strategy becomes reality
Strategy becomes real when someone can decide and that decision actually holds. It doesn’t live in decks or intent. It lives in authority, sequencing, and consequence. This section explores how decisions move through an organisation and how coherence is either designed or lost in that movement.
Execution & Cost: Where work accumulates and value leaks
Execution is not a plan. It’s a structure. Decisions pass through constraints, handoffs, and thresholds. Delay, rework, and management overhead are not accidents, they are structural outputs. This section makes those outputs visible and connects them to economic performance.
AI, Quantum & Optimisation: Amplification before aspiration
AI and optimisation don’t create coherence. They scale whatever structure already exists. If decision systems are clear, they compound. If they are ambiguous, they accelerate noise. This section examines optimisation through the lens of constraint, measurement cost, and economic interpretability, not aspiration.
Leadership & Culture: Authority and Incentive
Leadership shows up as control authority in the system: who can decide, who absorbs risk, who can stop work. Culture determines what behaviour minimises personal cost. It shapes escalation, clarity, and accountability long before performance metrics do. This section looks at those dynamics structurally, not sentimentally.
Bits & Bobs
Not everything needs to be a structured argument. This is where updates, experiments, side-projects, and partial ideas live, material that contributes to the larger body of work without insisting on being the main event. Occasionally useful. Occasionally nerdy. Rarely eight parts.
