Are we seeing the world, or just the blood vessels in our eye

Are we seeing the world, or just the blood vessels in our eye? Reflections on how to make good change https://www.linkedin.com/posts/antlerboy_complexity-activity-7350828625828429826-TQdG Ultimately, if a model stops inviting inquiry and demands our loyalty, whose agenda is it truly serving? Are we seeing the world, or just the blood vessels in our eye? It's often talk of … Continue reading Are we seeing the world, or just the blood vessels in our eye →

Transduction - leading transformation - Issue #186

My weekly posts Seven ways to save and improve We've embraced agile, human learning systems, and transformation—but have we truly tackled savings? At a recent iNetwork session, I shared our ‘seven ways to save and improve’ model. It’s time to confront uncomfortable truths, think in systems, and seek real, systemic savings—not just back-end tweaks. Want the … Continue reading Transduction - leading transformation - Issue #186 →

Seven ways to save and improve

I recently gave a webinar about ‘seven ways to save and improve’ and practical public sector savings opportunities: https://www.linkedin.com/posts/antlerboy_making-savings-in-the-public-sector-activity-7348261926998536194-qaay - or drop me your email if you’d like the papers ‘We’ve done agile. We’ve done human learning systems. We’ve done transformation.’ But have we done savings? It might not be fashionable to say so – … Continue reading Seven ways to save and improve →

Transduction - leading transformation - Issue #185

My weekly posts Too often, demand management becomes a euphemism for delay, Systems thinking interest group conference productive conversations and apprenticeship I’m in Sheffield today speaking on better conversations and systems thinking with brilliant civil servants. I’m also proud to launch our new Level 7 Apprenticeship—designed for senior leaders to lead commissioning and outcomes in complexity. … Continue reading Transduction - leading transformation - Issue #185 →

Sixteen years ago, something unusual happened – a consultancy built on curiosity and purpose was born, challenging the notion that public sector change is slow or silent. 

RedQuadrant is 16! https://www.linkedin.com/posts/antlerboy_redquadrant-is-16-sixteen-years-ago-something-activity-7345802670504378368-36IN?utm_source=share&utm_medium=member_desktop&rcm=ACoAAACuq-oBecVFDW6PCf3lkoG-peMeuLBeoho Join the conversation on LinkedIn! RedQuadrant is 16!Sixteen years ago, something unusual happened – a consultancy built on curiosity and purpose was born, challenging the notion that public sector change is slow or silent. And a nice schtick – ‘the campaign against consultancy’. We knew – and we still know – … Continue reading Sixteen years ago, something unusual happened – a consultancy built on curiosity and purpose was born, challenging the notion that public sector change is slow or silent.  →

Systems thinking interest group conference productive conversations and apprenticeship

What new world do you think public services should be creating? https://www.linkedin.com/posts/antlerboy_government-productiveconversations-complexity-activity-7345700232241790995-SKgr?utm_source=share&utm_medium=member_desktop&rcm=ACoAAACuq-oBecVFDW6PCf3lkoG-peMeuLBeoho I’m in Sheffield today, speaking at the #Government Systems Thinking Interest Group – a couple hundred civil servants trying to join up, make sense, reduce the risk of doing counterproductive things. My topic is ‘Better conversations for better realities: learning loops to break … Continue reading Systems thinking interest group conference productive conversations and apprenticeship →

Transduction - leading transformation - Issue #184

My weekly posts Too often, demand management becomes a euphemism for delay, deflection, or denial. In this video, I challenge the idea that rising need or poor choices drive public service costs—arguing instead that systemic design is the root issue. It calls for strategic, systemic change over tactical fixes, shifting focus from demand management to enabling … Continue reading Transduction - leading transformation - Issue #184 →

Crisis to capability – demand management

the biggest drivers of cost aren’t rising need, poor choices, or ‘the public’ — but the way the system is set up. https://www.linkedin.com/posts/antlerboy_withyou-systemschange-leadership-ugcPost-7343392933317885952-KY80?utm_source=share&utm_medium=member_desktop&rcm=ACoAADUV_eUBZSxZvFpx70OV050F6K5HM2MhTMo How does this challenge the ways you’ve been encouraged to think about cost, pressure, and service ‘efficiency’? Too often, demand management becomes a euphemism for delay, deflection, or denial. But the biggest drivers of … Continue reading Crisis to capability – demand management →

LGR: Is it a business case, or a proposal? Is a transformational vision required, or sober analytics?

LGR: Is it a business case, or a proposal? Is a transformational vision required, or sober analytics? https://www.linkedin.com/posts/antlerboy_localgovernmentreform-lgr-strategy-activity-7343557066944372737-PlAA Actually, you need to do three conflicting things: win the campaign, be future fit, AND be technically excellent. RedQuadrant can help! LGR: a business case, or a proposal? Transformational vision, or sober analytics?Last week I took part in a … Continue reading LGR: Is it a business case, or a proposal? Is a transformational vision required, or sober analytics? →

Putting the five core practices into practice

If your organisation isn’t practising – not preaching – honest conversation, clarity, learning, culture, and purpose… what exactly is it doing? https://www.linkedin.com/posts/antlerboy_agile-digitisation-productiveconversations-activity-7343179569169899520-Wm15 Have you seen these practices impact organisations, for better or worse? Which of these five core practices is most challenging in your organisation, and how does that show up in your daily work? … Continue reading Putting the five core practices into practice →