Points of View
An institutional journal for practical judgement.
We publish when experience has produced something worth saying, and where saying it publicly may be useful to clients, collaborators or the broader market.
Editorial standard
Published when experience has produced something worth saying.
Every idea in this collection came from somewhere: a mentor who shifted how we saw a problem, a client question without a tidy answer, or a programme that came apart under real conditions and taught something no framework could.
Bearing & Course publishes when experience has produced a view worth stating plainly. Each piece starts as an observation from inside real work: a pattern we kept encountering, or something important that was not being named clearly enough.
The collection is organised across technology and AI, delivery, risk and resilience, accountability, data, and procurement. It is not a content calendar. It is a record of judgement being made visible.
Collections
Technology & AI
Technology is no longer a function. It is the operating environment. The organisations that understand this — not in a strategy document but in how they actually work — are building advantage quietly. The ones that do not are debating it. These pieces are about the difference between moving deliberately and moving too late, and about the gap between what technology can do and the conditions required for it to actually deliver.
Delivery & Ways of Working
Most organisations are better at deciding than delivering. The gap between the two is where investment erodes, trust diminishes and capable people lose confidence in the mission. These pieces are not about methodology. They are about the conditions that allow work to actually move — and the habits, incentives and structural choices that prevent it.
Risk, Resilience & Value
Organisations spend considerable effort forecasting the value of what they build and documenting how they will respond when it fails. Both activities are less useful than they appear. These pieces are about the difference between value that is declared and value that is real, and between resilience that is written down and resilience that has actually been practised.
Accountability & Governance
Governance is one of the most discussed and least solved problems in organisational life. Most frameworks are designed to create accountability. Many of them achieve the opposite — distributing it so widely that nobody owns the outcome. These pieces are about the difference between accountability that holds under pressure and accountability that looks right on paper until something goes wrong.
Data & Information
Data has been called a strategic asset for long enough that most organisations have stopped questioning whether they are actually treating it as one. These pieces make that question uncomfortable again. Possession is not value. Publication is not usability. The organisations that get genuine value from data are the ones that have been honest about what they have, what it is actually for, and whether anyone has a real reason to use it well.
Procurement & Market Engagement
Procurement design is industrial policy. The systems organisations use to select, contract and engage external capability shape not just individual outcomes but the market itself — which firms grow, which capabilities develop, and how risk distributes across supply chains. These pieces argue that most procurement systems are producing exactly what they were designed to produce. The question is whether anyone chose that deliberately.