In organisational life, we often talk about creativity, innovation, and problem‑solving as if they are separate skills. But beneath all of these sits something deeper and more fundamental — a capability that determines whether an organisation can adapt, evolve, and move into better futures. That capability is generative thinking. Generative thinking is not brainstorming. It’s…
When organisations change, what actually changes? Most leaders answer with familiar categories: behaviours, culture, processes, systems, structures, strategy. But beneath all of these sits something more fundamental — something that explains why change succeeds in some organisations and stalls in others: functional information. Functional information is the patterned, relational information that shapes what a system…
In my work on organisational readiness, I often talk about functional information — the kind of information that actually shapes what a system can do. But leaders frequently ask a deeper question: How do you judge how functional information is? It’s a crucial question, because not all information is equal. Some information changes nothing. Some…
For years, many of us have repeated the optimistic mantra that “anything is possible.” It’s an appealing idea — energising, liberating, and emotionally uplifting. But when we look closely at how real systems work, especially organisations operating under pressure, the statement doesn’t hold up. In fact, it obscures something far more important and far more…
Every organisation, whether it realises it or not, lives inside a field of possibilities. At any given moment, there are multiple futures available — some near and actionable, others distant and requiring more capability, alignment, or courage. This field is not static. It shifts constantly as markets move, technologies evolve, policies change, and social expectations…
Why some systems transform — and others stay stuck One of the most powerful insights I’ve gained over years of working with organisations is this: agency isn’t the ability to choose; it’s the readiness to choose. That distinction changes everything. We often assume that if people have options, they’ll take them. If they have solutions,…
When Kaplan and Norton introduced Strategy Maps, they gave leaders a way to make strategy visible. For the first time, organisations could see their value‑creation logic laid out in a clear, causal chain: how people, processes, customers, and financial outcomes connect. It was a breakthrough. And it still is. But in the years since, something…
Healthcare teams work in an environment defined by pressure, uncertainty, and constant change. New models of care, new technologies, new compliance requirements, new patient expectations — the landscape never stops shifting. But readiness doesn’t come from telling clinicians to “embrace change.” It comes from helping them navigate the limits they face every day. At The…
Organisations don’t change because leaders announce a new direction. They change because people learn how to navigate uncertainty, complexity, and pressure. At The Change Gym®, we call this readiness — the capability to move forward even when the waters are unfamiliar. But readiness doesn’t come from confidence alone. It doesn’t come from motivation, charisma, or…
In every organisation, people face limits: limited time, limited resources, limited certainty, limited clarity, limited confidence. Most leaders see these limits as barriers to change. At The Change Gym®, we see them differently. Human limitation isn’t the enemy of change. It’s the source of change readiness. This idea sits at the heart of our work…