Agile PMO — seven principles for clarity and value flow
I rarely use the word "Agile." It carries too much baggage. And yet, not a month goes by without someone asking about an "Agile PMO."
Rob Lambert
How Ideas Become Knowledge, and Knowledge Becomes Value
Idea to Value is often mistaken for a delivery model. It is not. It does not prescribe agile, waterfall, or portfolio mechanics. It is a way of seeing.
Why technology becomes an obligation — and what to do first
In every workshop or leadership conversation, someone asks the same question: "What technology would you recommend to solve our problems?" There is always a new option. Always a silver bullet.
My analogue thinking system
I use a lot of paper. Not out of nostalgia. Not out of rebellion against digital tools. I use paper because it changes how I think.
Mistaking the Map for the Territory
The economic premise beneath the Idea to Value system is simple: financial value appears only when we create something worth paying for — and someone is willing to pay for it. Everything else inside an organisation is cost.
Tone of Voice as a Leadership System
Most organisational problems are not technical. They are interpretive. People misunderstand intent, fill gaps with assumptions, and react to tone as much as content.
Jump into the void
After a keynote last week, someone approached me with feedback that was, shall we say, unvarnished. This happens. There is always someone compelled to offer what I now think of as inflicted help.