John Featherby

In a C21st Org, people do not fit into a predetermined job description or title, they co-define their role alongside a team by taking into considering their unique skills and characteristics in the...

Making money is not the primary reason for a business to exist or be sustained. It is a natural part of the landscape for an enterprise, but it should dominate neither its sense of purpose nor its ...

We balance autonomy with teamwork by allowing individuals to make commitment bound recommendations as to their role. Those recommendations and commitments are then discussed and agreed as a group. ...

Just as authority is not a problem simply because it gives someone decision making power, management is not a problem simply because of the structure. The problem is we have built it on a set of as...

Motivation in the status quo misses the point. It strives to get the most out of people through a stick and carrot approach: incentives as a reward and punishments as a deterrent. Unfortunately, sc...

The Status Quo 21st Century Orgs Purpose is static and unchanging. Purpose likely to be evolutionary and may change over time. Purpose has probably barely been thought about until recent...

This question assumes the problems related to less popular tasks that exist within the status quo will be present within the new model. However, as C21st organisations are redesigned around trust a...

Human beings are intrinsically valuable. We need to love them. To honour them. Whilst we share a workspace we all have a duty of care to one another. For Senior Leadership, this means demonstrating...

Unfortunately, most efforts to address emotional and mental health in the workplace are focused on symptoms of stress. But this is akin to passing cold towels to someone overheating on the treadmil...

What do we mean by “culturally safe workspaces”? We are not focusing here on physical safety. The need to manage that risk is well established and well documented. What we are concerned with, is cu...