In the world of business, leadership, and even personal growth, finding the right balance between planning for something and making it happen is always a challenge. While planning is critical in guiding decisions and setting direction, it is action that brings plans to life. 

In most organisations, people talk about processes – the logical step by step activities that go into producing an outcome.  But sometimes, we need to step back and look at the whole system of work.

Organisational redesign projects are challenging, requiring both structural changes and a deep understanding of human behavior. As a leader, your role is not only to manage the mechanics of restructuring but also to guide senior leaders in helping teams embrace new ways of working. Change can be uncomfortable, and people naturally resist it—even when the current systems no longer serve them well. Navigating both the technical and emotional aspects of redesign is key to a successful transformation.

How many times do we hear business leaders proudly say their organisational design** and ways of working as being ‘the best’, the ‘most productive’ or ‘a game changer’?  But what if we told you that what is a success for one business may destroy another?

In a fast-paced world, the importance of thoughtful, reflective problem-solving is often overlooked. Yet for complex organisational challenges—like designing new structures or aligning work to strategy—taking the time to think deeply can be the key to success. It leads to better solutions and greater stakeholder understanding and support.

AI is often seen as a tool for completing tasks, but this view overlooks the crucial role of ethics and judgment embedded within the technology. Just like humans, AI’s decision-making will be shaped by these ethical considerations, influencing how it performs work.