The pursuit of ‘balance’ seems to be an unstated objective of organisations. But what do we mean by balance?

Our innovation focus is often on idolising the role of the individual. What if we took an organisational view?

Culture is built into the systems of an organisation. It emerges from the traditions of practice and the stability of function. The 'way we do things around here' is the enemy of reform.

The Hayne Royal Commission has been clear on the effect of organisational culture on performance: “A culture that fosters poor leadership, decision-making, or behaviour will undermine the governance framework of the entity.” Will the financial sector leaders learn the lessons or show contrition while quietly falling back into old habits and routines?

Well-worn and circular discussions of visions, aspirations, culture, leadership and values often plague our discussions of change and reform. What if we were focused on how we are organised to deliver capability instead?

The collective response of public and private sector organisations to an immediate crisis is administratively, organisationally and socially comprehensive. When faced with a direct and tangible threat, the response is quick and decisive. But what if the crisis is slow-moving?

Our views on change and change management methods are grounded in a strategic and rational view of the world. They are founded on a drive for coherence and stability. This approach can work to narrow our choices early, leaving little room for adaptation and emergence later.

Disruption is a word so liberally sprinkled through management writing that it is difficult to avoid daily exposure. The focus is often on the sources and causes of disruption, with less attention paid to the necessary organisational reform that will inevitably follow disruption.