Analytical

Whilst Pivot is a more recent terminology often used in the context of a startup, it applies equally to many aspects of our lives, our endeavours or our own groups within companies of all sizes. We look at when, how, why and importantly if you should pivot and what the cost might be if you do.

When you're asked to direct a group of people sometimes you aren't their direct manager. In those cases you're expected to influence without authority. We look at how it's different, why it's hard and how you can go about it.

Steve Jobs once said, the best ideas have to win. We unpack what that actually means in practice and ultimately look at how you can tell what the best idea actually can look like.

When you're delivering a project understanding who the actual owner is or owners are is crucial. We look at how to figure that out, and how to tell projects that can't figure that out.

We dive into why familiarity seems to breed contempt, why first impressions are the most misleading and demonstrate my Latin is terrible.

In every broad discipline it's become impossible for one person to be competent in all aspects. Organisationally speaking, we look at how we could ensure a collective competency is maintained.

There's always something that someone expects you to care about, but the dimensions of care we put our energy into can make or break us.

Looking at how maintenance teams function can reveal a lot about the system they're maintaining. We dive in the consequences of poor design and long term operational costs.

With operational technology relying more and more on desktop computer platforms for control and monitoring, just how much can be put in the cloud safely?

Understanding yourself and self reflection can be good thing, but it can go too far. How far is far enough and how do you know when to stop?