Capabilities
Innovation becomes meaningful when it is designed as a capability. Not when delivered as a series of initiatives, programs, or events.
My work focuses on helping organizations embed innovation into how decisions are made, governed, and executed, particularly in complex institutional environments.
Rather than offering discrete services, I work across a small number of interconnected capability areas that shape how organizations adapt, align, and act over time.
Innovation systems, operating models
Many organizations invest heavily in innovation activity, yet struggle to sustain momentum once initial energy fades. The issue is rarely a lack of ideas. It is the absence of a system that allows innovation to scale and endure.
This capability area focuses on designing and assessing innovation system; including operating models, governance structures, decision rights, and funding pathways. Innovation is embedded into the core of the organization rather than operating at the margins.
This work often includes innovation labs, but treats them as part of a wider system rather than as standalone solutions. The emphasis is on institutional fit, authority, and durability.
Strategic decision environments
In complex contexts, progress stalls not because leaders lack intent, but because uncertainty, competing priorities, and unexamined assumptions make commitment difficult.
This capability focuses on designing decision environments where leaders can navigate complexity, surface assumptions, explore trade-offs, and make informed commitments without oversimplifying the reality they operate within.
These environments are experience-led, but not performative. They are designed to support sensemaking, alignment, and action in situations where traditional planning and analysis reach their limits.
Experience-led strategy activation
Strategy often fails not because it is flawed, but because it remains abstract. Organizations understand what they want to achieve, but struggle to translate intent into coordinated action.
This capability focuses on using experience as a strategic lever, Where we design moments, interactions, and environments that help organizations internalize direction, align behavior, and move together.
The goal is not engagement for its own sake, but execution: helping strategy survive contact with scale, complexity, and everyday operational reality.
Technology as a system lever
Emerging technologies, including AI, are often introduced as tools. In practice, their impact depends far more on organizational design than on technical performance.
This capability focuses on integrating technology into decision systems, governance, and ways of working. We need to ensure that insight leads to action, accountability is clear, and learning is captured institutionally.
The emphasis is on responsible adoption and systemic impact, rather than disconnected pilots or technology-led initiatives.
How these capabilities work together
These capability areas are deliberately interconnected.
Innovation systems provide structure and legitimacy.
Decision environments enable commitment under uncertainty.
Experience-led activation translates direction into action.
Technology amplifies what the system is designed to absorb.
This work is most effective when organizations are willing to look beyond isolated initiatives and engage with the systems that shape behavior, decisions, and outcomes.