Developing an established team — without running it over
Development starts where existing routines are questioned, not at the program decision.
INSIGHTS
Thoughts and experience from practice
Here I write about patterns I have encountered in over 25 years of project work: what works, what fails, and what I take away from it.
Developing an established team — without running it over
Established companies face a different question than startups: not "how do we build a team?", but "how do…
12. October 2026
The Golden Circle — and the most common way it gets misused
Why do some organizations do what they do, and others merely become it? Simon Sinek's Golden Circle answers…
12. October 2026
Leadership between strategy and team — three tensions that stay
Leadership in technical organizations is a balancing act. Deliver company goals without wearing the team down. Deliver operational…
12. October 2026
Building a team in early growth — four pitfalls, and what helps
Early in a young company, something decides more about later success than any technology choice: how the team…
12. October 2026
From expert to leader — a transition nobody prepares you for
The move from expert to leader is one of the turning points in a career, and one of…
12. October 2026
The Golden Circle — and the most common way it gets misused
WHY, HOW, WHAT — a useful thinking pattern, usually applied wrong. Three tests that decide.
Why processes look better on paper than in real life
A process is not finished when it is documented. What it takes to move a process from paper into daily work — and why most stall right there.
Introducing change is easy. Making it stick is the real work.
Why changes lose momentum after the kick-off, and what anchoring actually takes.
Classic, agile or hybrid — what your project actually needs
Agile frameworks don’t solve problems, they expose them. When agile helps, and when it doesn’t.
Leadership between strategy and team — three tensions that stay
The tension never disappears, but it can be led. Three fields every leader knows.
Change doesn’t start with a decision — it starts in daily work
Decision and communication are done quickly. The everyday work after that is the real effort.
Building a team in early growth — four pitfalls, and what helps
How the team works together decides more about success than any technology choice.
Why projects stall even when the expertise is there
The technology is rarely the bottleneck. Three patterns that stall projects, and what helps early.
From expert to leader — a transition nobody prepares you for
What really changes when you take on a leadership role, and where good experts stumble.