John Featherby

Hierarchy isn’t inherently bad. The issue is that, whilst bringing (a form of) order, it can fuel human weakness, including the misuse of power, ego and pride. These, in turn, can drive petty polit...

21st Century Organisations, as ecosystems, function far more like communities than they do companies (as we know them). Large companies increasingly talk about the need to model themselves on commu...

The status quo pursues a set of organisational norms that pull an organisation in a different, if not the opposite, direction to where they should be going, including: Efficiency at the cost of ada...

Hierarchical organisations during the 20th Century were fabulously successful at delivering globally scaled “mass benefits”, from medical care to regulation. This success led to the default assumpt...

The 21st Century Organisation is a learning organisation: innovation isn’t something it does, it’s who it is. But the presence of innovation is not a natural progression; it needs deliberate pursui...

Complicated systems are highly predictable; complex systems are the complete opposite. Understanding the distinction between the two is necessary for organisations because, to date, they have mostl...

The current management model exists within a workplace structure which asks leadership to use control as a means to achieve objectives. It may not be a conscious choice: to “control” workers, but t...

“Creativity” and “Innovation” are frequently used as interchangeable terms. But they are not the same thing. Creativity is about coming up with ideas. Innovation is the process that exists between ...

What do we mean by status quo? We mean the prevailing norm and idea of our time. We mean the typical characteristics born of an ingrained, unchallenged orthodoxy about how we run organisations. It ...

We’re socialised to look to leadership because we’ve spent our entire life being conditioned by patriarchy: someone else in our life that we think has more wisdom and insight than we do (parent and...