Practical notes on strategy, governance, funding, evaluation and getting things unstuck.
Every change programme can tell you what it produced. Ask who is holding what it learned and the answer is usually one person, and occasionally a person who has since moved on.
Twenty urgent things and no way to choose between them is rarely a prioritisation problem. It is usually a disagreement nobody has had out loud yet.
The point at which a board structure that served you well starts quietly getting in the way, and why it almost never announces itself.
Most organisations are sitting on more evidence than they believe they have, and commission new research to avoid looking at it.
The test is not whether people were in the room. It is whether anything is different because they were.
Gaps in data are usually treated as something to apologise for. A gap is a finding, and sometimes it is the most useful one you have.
The reporting templates handed over at the end of an Impact and Evaluation Review, free to use and adapt.
A short note when there is something genuinely useful: a method that worked, a resource worth having, or a change in the landscape that affects how you plan. Not monthly, not automated, and never a newsletter about a newsletter.
Practical consultancy for public systems, commercial enterprises, founder-led organisations and community interest companies.