Systems, Resilience and Change
I work with executive teams, regulators and leaders to understand how systems really function, why change stalls, and how governance, coordination and decisions can be redesigned to improve resilience under stress.
About
I am a Professor of Leadership and Organisational Change at Cranfield School of Management, with over 25 years’ experience spanning research, consultancy and senior advisory work. I am a Fellow of the Academy of Social Sciences, the British Academy of Management and the Chartered Institute of Personnel and Development, recognised as one of HR Magazine’s Most Influential Thinkers, and a contributor to UK and international standards on organisational resilience, including BS 65000 and ISO 22316.
Clients
I work with executive teams, system leaders and regulators whose decisions shape major organisations and essential services. This work is undertaken in partnership with major organisations, including Shell, Siemens, Network Rail, EDF, HSBC, ITV, TJX, Markerstudy, Handtmann, L&Q, the NHS, the Civil Aviation Authority, the Care Quality Commission, the Scottish Housing Regulator, the National Preparedness Commission, Deloitte, and the European Commission.
Three enduring problems
Three persistent system-level problems continue to shape — and limit — organisational performance
Fragmented direction, authority and accountability
Direction is unclear, authority is dispersed and accountability is diffused. Leaders optimise locally, decision rights are contested, and no one owns outcomes end-to-end. The result is inconsistent decisions, weak coordination and reduced enterprise performance.
Operating models that don’t execute strategy
Strategy is agreed, but the operating model has drifted. Work is organised around functions rather than outcomes, coordination breaks down across boundaries, and effort does not translate into results. Execution becomes fragmented, reactive and unreliable.
Hidden fragility and change that doesn’t stick
Weaknesses remain hidden in steady state and only surface under strain. Change increases activity but not capability, as underlying behaviours, routines and incentives remain untouched. The organisation becomes busy, but not more resilient or adaptive.
The result is misalignment, avoidable harm and strategic drift.
Four Areas of Focus
My work focuses on four areas where organisational capabilities most directly shape outcomes in complex and disruptive environments.
Leadership
How leaders create clarity of purpose, align people, and mobilise collective action within teams and across organisations.
Resilience
How organisations anticipate, absorb and adapt to strain and disruption in complex and turbulent environments.
Change
How organisations turn intent into sustained behavioural change and strategic transformation.
Governance
How governance systems distribute authority, structure accountability and enable coordinated decision-making.
Diagnostic-led
Evidence informed
Insight before action
When performance falls short due to fragmentation, fragility and stalled change, the priority is to understand what is really shaping how the organisation operates. I begin by tracing how outcomes are produced in practice, using evidence and experience to distinguish causes from symptoms and to avoid interventions that add activity without making a meaningful difference.
How I work
Discovery
I work alongside leaders and teams to develop a shared understanding of how decisions are made, how work is coordinated and how behaviour shows up day to day.
Insight
Evidence and experience is used to create a common, actionable understanding of what is driving outcomes — and therefore what really needs to change.
Focus
The key issues and choices that matter most are identified, rather than diffusing effort across multiple initiatives.
Co-creation
Work is done with leaders to reshape resilience, change and governance mechanisms in ways that improve performance.
Impact
The aim is lasting improvement in how the organisation acts, adapts and delivers outcomes as circumstances change.
Independence
Engagements are designed to leave organisations clearer, more confident and less reliant on external support.
Availability
I work with a small number of organisations each year through focused, diagnostic-led consulting and advisory engagements.
My availability is intentionally limited, and work is undertaken where there is a clear need for system-level insight, senior judgement and shared ownership of outcomes.