I can’t help it, I like to be organised. It doesn’t make me dull or uncreative, but unless we align gears and oil them once in a while, we get horrible gridding and painful jams.

So - why is it for half of the agenda items we spend debating the information not the meaning? 

I’m also one for effective meeting management. So - what is the point of having a meeting and making no decisions?

And what is the point of setting actions if people ignore them. I’m fed up of hearing “do you want me to do these actions or run xxx?” – well – we need both I’m afraid. 

And – strategic projects. We all agreed the strategy, and we published the business plan to shareholders in our names.

So why is there so much lip service done to implementing common change? It's almost as if the “Head of…” layer will only get serious about strategic transformation if it fits with their opinion.

And – maybe it's because I’m an engineering graduate – but it feels like many aspects of direction are set based on the gut feel of some directors rather than from opportunity and threat-based considerations?

It feels like some are very happy to jump to conclusions from “their experience” and “don’t ask me to justify, I’m paid a lot of money to take this sort of risk”.

I’m sure we are spending millions on projects the cause has gone away for. 



We could be so much better organised…..