P&N Group (a leading Australian mutual) has been evolving its ways of working, from a bold Technology transformation to designing and embedding a Value Management function for the organisation. Key learnings: * Introducing Value Management with squads and traditional models co-existing

Due to <a desire for harmony at home> We believe that <not apply work concepts with one's partner> Will result in <a healthier relationship> We will know we're on the right path when: KR1: <decrease weekly eye rolls from 4 to none> KR2: <reduce weekly sighs from 6 to none>

I'm very excited to announce that Tom Skalycz, CTO of HMRC, will be speaking at Sooner Safer Happier LIVE! Tom will share how one of the UK’s most complex and oldest organisations (approx. 926 years old!) is modernising a vast, live, and safety-critical digital estate,

There are only 2 days left to submit a talk proposal for Sooner Safer Happier LIVE! The focus is on improving outcomes organisation-wide. The first-ever Sooner Safer Happier LIVE conference is happening on 9th September in London, UK

The Sooner Safer Happier LIVE conference is happening on 9th September in London, UK! The focus is on improving outcomes organisation-wide. Click here to find out more and to register: www.soonersaferhappier.com/heretogether

I'm very excited to announce that Simon Rohrer from Saxo Bank will be speaking at Sooner Safer Happier LIVE! Simon, Head of Enterprise Architecture and Ways of Working at Saxo Bank, has spent his career guiding organisations towards modern ways of working,

No ticket, no credit 😀 #BVSSH

There's 1 week left to submit a talk proposal for Sooner Safer Happier LIVE! The focus is on improving outcomes organisation-wide. The first-ever Sooner Safer Happier LIVE conference is happening on 9th September in London, UK, and

AI reduces cognitive load for synthesis, exploration, summation and creation. It increases the need for critical thinking, alignment, outcomes > output, decision-making boundaries and adaptability. Done badly, misalignment scales faster, duplication happens faster, the wrong work gets done faster

At scale (more than ~50 people), there may be 'flatter' organisations, but not 'flat' organisations. Flatter typically means less hierarchy, more federated decision making and less reliance on formal middle management roles in role-based silos. Less running decisions up and down a chain of command.

Our biological response to threat kicks in twice as quickly, lasts twice as long and is twice as strong as our response to reward. Antipattern: accidentally increasing threat (mandated re-org from above with new roles) and not intentionally aligning incentives (behavioural norms not clear,

Not everyone will be replaced. #BVSSH

The Sooner Safer Happier LIVE conference is happening on 9th September in London, UK! The focus is on improving outcomes organisation-wide. Click here to find out more and to register: www.soonersaferhappier.com/heretogether

Announcing the revolutionary new way of working framework: Stop Learning Output Wins (SLOW)! ▶️ Separate thinking from doing with the Planning Department, the Big Up Front Annual Plan and Project Managers who determine a plan at the point of having learnt the least without getting input from the

Have you read the new blog post (number 14) in the Organising for Outcomes series? In this blog post, we look at the ongoing innovation in ways of working as part of the 3rd Industrial Revolution, the more well-known Scientific Management,

Communities of Practice (CoPs) are a great way to identify and nurture the natural innovators, the crazy hill dancers, in your organisation! ▶️ Voluntary, Law of Two Feet (come and go as you want) ▶️ Two co-chairs and a small organising group, when it gets larger, to organise and chair the sessions.

The joys of agile water-scrum-fall! #BVSSH

The first-ever Sooner Safer Happier LIVE conference is happening on 9th September in London, UK, and you can buy a ticket or submit a talk proposal now! The focus is on improving outcomes organisation-wide. Click here to find out more and to register: www.soonersaferhappier.com/heretogether

New blog post (number 14 in the series): In this blog post, we look at the ongoing innovation in ways of working as part of the 3rd Industrial Revolution, the more well-known Scientific Management, as well as its lineage from the Scientific Revolution, and some of the key figures and the connections

The Scientific Revolution taught us to think like engineers of certainty. Today, we need to learn to think like gardeners, nurturing emergence. #BVSSH

The main source of failure is our failed attempts to avoid failure. Fearing intelligent failure is fearing learning. Fearing intelligent failure leads to unintelligent failure. Intelligent failure IS learning. We need to learn quickly, cheaply, uniquely and safely. #BVSSH

It was great to spend time together at the Sooner Safer Happier Advocate Day in London yesterday, sharing learnings and reflections! A particular thanks to those who travelled a long way to attend, including the US, Germany, Scotland and Newcastle!

The Force is strong with this one. #BVSSH

Call for Speakers: Share your story at Sooner Safer Happier LIVE on 9th September in London! Have you helped improve outcomes in your organisation through better ways of working? Talk proposals for Sooner Safer Happier LIVE are now open.

New blog post (number 13 in the series): In this blog post, we look at the ongoing innovation in ways of working as part of the 3rd Industrial Revolution, the more well-known Scientific Management, in order to understand why we work the way we do today and to (re)learn lessons from the past.

Today, when using the word incentives in the context of work, the vast majority of people assume that it is referring to *financial* incentives. “When you say incentives here, people will immediately assume that you mean financial incentives.

An energising day of learning, reflection and action with 230 leaders at Skipton Building Society this week! Great to see the desire to be curious, to challenge the status quo and to continuously improve.

The Formula 1 season opener in Melbourne is a reminder of how extraordinary modern F1 teams are as operating systems. Every race weekend is a masterclass in agility, experimentation, and data-driven decision-making. Consider what happens across just three days:

Start with Why. When improving 'how we do, what we do', colleagues will need to try something new and will fail. Ideally, failing fast, uniquely, cheaply and safely, with an absence of fear and blame. The Why for change needs to be clear.

I'm delighted to announce the first-ever Sooner Safer Happier LIVE conference on 9th September in London, UK! The focus is on improving outcomes organisation-wide. Click here to find out more and to register: www.soonersaferhappier.com/heretogether

Pattern: Dedicated data focus on ‘How’ measures #BVSSH

The solution to all of our Psychological Safety problems! #BVSSH

New blog post (number 13 in the series): In this blog post, we look at the ongoing innovation in ways of working as part of the 3rd Industrial Revolution, the more well-known Scientific Management, in order to understand why we work the way we do today and to (re)learn lessons from the past.

Risk: not risk averse, not the Wild West, not blind to risk. 🚫 Risk-averse bureaucracy Layers of approvals. Committees everywhere. One Size Fits All approach to risk and controls. Decisions crawl. Incentive for people in control roles, if in doubt, is to say 'no'.

Where work is unique and unknowable, in order to optimise for outcomes, there is a need for a bias to action. Make the unknowable, knowable, by acting. Especially if it's a two way door. Clear the fog. Seek progress over perfection, within minimal viable guardrails.

AI will not transform your organisation, it will amplify it. It will amplify good and bad.

When everything is a priority, nothing is a priority. #BVSSH

Organisational improvement takes time. Yes, there can be quick wins. And lasting improvement it takes years. That has always been the case and will be the case, as it is about people changing behaviour and going through fear, with real or perceived threats.

AI antipattern: sprinkling AI on top of existing processes like parmesan on a tower pasta youtu.be/11s7tqG9vuo?... #BVSSH

Why we work the way we do today: ▶️ We have come from 4 Industrial Revolutions. Cotton, Steam, Steel and Oil. The work for the majority of people has been repetitive and knowable, with people as cogs in a machine, increasingly specialised in narrow roles

As a leader, if you want better outcomes, what is needed from you is really quite simple: ▶️ Incentivise, recognise, reward everyone Continuously Improving (as measured by a balanced set of outcome metrics for the How such as Better Value Sooner Safer & Happier)

Every road leads in the right direction if you don't know where you're going. Producing the wrong thing faster makes you wronger. Outcomes > output. #BVSSH

If you don't fail, you're not learning. #BVSSH

What curling can teach us about Ways of Working: 🧹 everyone sees the same target 🧹 there is a shared goal, there are shared incentives 🧹 the leader sets the direction and the whole team constantly adapts 🧹 team members influence the outcome in real time

Capability = (Education + Experience + Coaching) x 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 To build capabilities, there is a need to nurture generative behavioural norms, translate 'failure' into 'learning' and minimise fear.

Often it’s not skills that hold teams back, it’s safety. Even the most talented group underperforms if people don’t feel safe to speak up or to experiment. Leadership isn’t about having all the answers. It’s about creating the conditions where others feel safe enough to share theirs.

Change without a clear and shared Why. #BVSSH

From reporting lines to supporting lines. ▶️ What is the desired outcome? ▶️ What have we learnt? ▶️ What will we learn next? ▶️ How soon can we learn it? ▶️ How can I help? Impediments are not in the path. Impediments ARE the path.

Optimise your approach to the work, to the domain of the work. Ask the question: "How many times have we done this exact thing, with these exact people, in this exact context?". If the answer is lots, then you can optimise for knowability. You're on the right-hand side, in the ordered domains.

Join Maria Muir, Myles Ogilvie and me at the Sooner Safer Happier (BVSSH) APAC meetup event on 18th Feb (4pm EST, 9pm GMT), 19th Feb (8am AEDT) to share and explore: ▶️ Key learnings from 2025: challenges, changes and ninja moves ▶️ What this means for 2026 ▶️ What steps you can take ▶️ Q&A