Thinking about how organisations perform in an AI-enabled world
Strategic leadership, practical understanding and cross-functional judgement — supported by specific work.
People, process, technology and culture interact. A change in one creates consequences in the others.
I use that connected view to ask where performance is constrained, which decisions belong together and how a proposed change will work in practice.
The five disciplines below are different ways into the same system.
Workforce priorities, skills, leadership, performance and employee experience become more useful when they connect to the work an organisation needs to do.
Shell · capability strategy and workforce experience ↗Connect learning strategy, operating services, technology, access and evidence with business and regulatory priorities.
Canon · international learning; Astellas · regulated operations ↗Bring practical understanding of GenAI, LLM evaluation, enterprise platforms, user experience and data into use-case and investment choices. My experience includes experimentation and concept development alongside established platform leadership.
Shell · GenAI and Copilot experiments; LecXie · emerging research ↗Frame investment cases, roadmaps, governance and operating models across functions. Keep responsibilities and dependencies explicit, and distinguish the design from verified implementation.
CVC Wealth · operating model; Shell · roadmap and governance ↗Connect executive alignment, stakeholder trust, communication, behaviour and business readiness. Translate technical detail into the decisions and actions each audience needs.
TTI EMEA · reporting, governance and readiness ↗A useful first conversation starts with the problem, the decisions it needs and the people who have to make it work.