The intangible nature of culture presents a significant challenge for leaders. When something is difficult to see or measure, it's equally difficult to justify its importance and allocate the necessary resources.

Even teams aligned on a clear mission can hit roadblocks. Despite personal connections and agreement on outcomes, they often clash when tackling complex issues, each approaching problems differently—some focus on data, others on ideas, while a few push ahead independently.

Have you heard the saying “Culture eats strategy for breakfast”? It’s true. If your culture pulls your strategy in a different direction, those social and structural cues will be stronger than any corporate document you can produce. So, what’s a leader to do to ensure they release the cultural handbrake when trying to shift to a new strategy? 

Have you ever been "Mogged" or restructured? It’s not something many people enjoy, but it doesn’t have to be a painful experience—or take forever to get through. With the right approach, it can be managed smoothly and efficiently.

Translating the pitfalls into actions agencies can take, or key points they may need to consider when determining what core work is for the APS.

AI converts are expressing their frustrations loudly across every platform, questioning why more people can't see the benefits they find so obvious. However, while the allure is strong, there are a few reasons to think carefully about how you will apply AI.

Mandating ‘core hours’ of being in the office may give managers a sense of control but it lacks so many critical elements of good management.

As we celebrate International Women’s Day, I reflect on the daily microaggressions women experience, and provides some appropriate responses – emphasising the key is to notice them and speak up if we’re ever going to see the change we so desperately need.