Most organisations keep two records of the same IT estate: finance’s asset register and IT’s configuration management database. They rarely agree.
This article shows how IT and finance can turn
A programme with the right parts in the wrong place.
This is a mirror, not a lecture. Anyone who has sat at the top table long enough has made
Why the way we measure people shapes how they behave, and why that matters more than ever with AI.
This is the final piece of the GITO Series by MindMagine . It examines the patterns that keep good organisations from moving forward. Ten pieces have examined ten specific stories:
The reorganisation was supposed to eliminate silos between Sales and Product. Instead, it created new ones. This article explores why organisational silos are not fundamentally structural problems, but behavioural and
A promising innovation project with real market potential spent fourteen months trapped in approvals, reviews, and governance delays — only to lose the opportunity, the employee behind it, and the
A leadership offsite can produce alignment, energy, and a brilliant strategic plan — yet still fail to create real organisational transformation. This article examines the strategy-execution gap, why most transformations
This is not a criticism of the strategy documents. It is an observation about an organisational capability gap that the documents themselves cannot close.
Shadow IT, the use of unauthorised technology tools at work, has been a governance challenge for two decades. Shadow AI is its more consequential successor, and the stakes are higher
Most AI programmes do not stall because the technology is wrong. They stall because something in the operating infrastructure was never built.
