John Featherby

What we choose to measure is a belief statement: it says “this matters, and this is success”. It is loaded with meaning - even the decision ‘to measure or not to measure’ says something about us. A...

The Status Quo 21st Century Orgs Low trust: Employees will behave selfishly without oversight and will deliver great work but only with external motivation. High trust. Employees will be...

If our organisations are going to survive and prosper in this new era of exponential change then we need to address the way they’re organised and managed. To do this our primary task, particularly ...

21st Century Orgs take a very different view of resources than the status quo. What they are and how they should be sourced and valued is reconsidered. Here we identify how across key resource area...

Overcoming hierarchy without uncertainty is not possible. But by embracing uncertainty as the norm and accepting we live in a complex, unpredictable system, we will avoid chaos. To adapt to the unc...

There is a wealth of good reasons (historic and current) to make the transition away from the status quo model, it is nevertheless, a process of innovation and adventure. It would be inauthentic to...

Hierarchies are not intrinsically bad. Hierarchies were enormously successful during the 20th Century when we needed to organise mass human effort and their negative characteristics weren't able to...

Hierarchy is not the problem. As such, a flatter structure alone won’t prepare an organisation to tackle today’s challenges because there is far more to questions of authority and power than struct...

The issue with freedom is that it doesn’t - and shouldn’t - come for free. So, if we want to negotiate more freedom from our boss then first we must consider what freedom brings and what we are wil...

People make mistakes. That’s just human nature. If we attempt to hold others to a standard of perfection then we ask for too much. But, a lot of performance issues are not down to some deficiency o...