The weird people thesis
Why the most interesting organisations are full of weird people — and why their software almost never fits them.
Every organisation worth working with has a culture that is, in some specific way, weird. The weirdness is usually the point — it's the thing that makes the place work. And it's almost always the thing the software flattens.
The bridge
My job sits on a bridge. On one side: people's culture and values, which are biological, messy, and load-bearing. On the other: the digital systems that are supposed to serve them.
Most implementations win the digital side and lose the human one. The trick is to lose neither.
Movements, not rollouts
A system that fits a culture doesn't get rolled out. It gets adopted, the way a movement spreads — because people recognise themselves in it.