Change leadership remains unfinished until it clearly explains the cause and the consequences. Only then can the organisation understand what has occurred and why.

Leaders must resist the managerial urge to control and instead foster the narrative of connection. Change, after all, is not something one “drives.”

On the cost, tme, and memory of transformation in organisational life

Defence says it wants evolution, not revolution. But is gradual reform enough in an era of rising strategic risk?

Enterprise change doesn’t begin with strategy — it starts with quiet dissent. So who really leads reform in the public sector?

Conformity rewards silence and punishes insight. In public institutions, clear-eyed dissent is often the first casualty.