Kari Macko

Problem Statement Large, complex organisations lack a reliable, centralised view of their resources, making effective planning, allocation, and cost management nearly impossible. The root cause is that resource and cost data exists in two problematic states: scattered across disconnected Excel spreadsheets owned at the team or project level and held too broadly in HR databases structured for payroll and compliance rather than operational planning. This leaves organisations wi

Problem Statement Senior stakeholders were losing confidence in programme oversight, with lack of clear progress, ownership, or what decisions needed to be made. Too many meetings and with unclear purpose, resulting in wasted executive time and monotonous sessions that ran longer than necessary Reporting was dense and verbose, leaving executives unclear about why they were in the meeting or what decisions needed to be made Messaging was inconsistent across presentations and d

The Problem: Agility Without Accountability Agile has become one of the most widely adopted methodologies in modern organisations, and for good reason. The ability to be flexible, pivot quickly, and respond to change is genuinely valuable, and for many organisations, it is the primary driver behind adopting agile in the first place. But there is a growing and deeply problematic trend: organisations that take agile principles to such extremes that the benefits begin to unravel

The Problem No One Talks About Organisational redesigns are rarely a single moment. They are a process, and often a slow one. Before the announcement comes the analysis. Before the analysis comes the strategic review. And somewhere in the middle of all of that sits your team, watching, waiting, and wondering what it all means for them. This is the limbo period: the stretch of time between when rumours of a restructure begin to circulate and when formal decisions are finally c

How can senior leaders stay on top of risks and issues that keep delaying delivery and inflating cost? That is the core problem this article tackles: a persistent gap between what governance thinks it controls and what is actually happening on the ground. The problem: invisible risk, visible delay In many organisations, delays and cost overruns are not caused by a single catastrophic failure but by a steady accumulation of unmanaged risks and unresolved issues. Risks are logg

Some people hear the word “governance” and immediately brace for impact. It sounds like more committees, more paperwork, more people telling them “no” just as they are trying to deliver something important. Governance gets treated as the enemy of momentum: the thing that slows transformation, kills innovation, and clogs the path between a good idea and real outcomes. Over time, it picks up a reputation as a necessary evil at best and at worst, a box‑ticking exercise you work

Many senior managers and leaders inadvertently bend their MI to fit a story they have already decided to tell. The charts are technically correct, but the filters, time windows and comparisons are chosen to support a preferred outcome rather than to surface the truth. When that happens, the MI stops being a decision tool and becomes a prop. The real risk is not just bad optics; it is that organisations commit to the wrong priorities, back the wrong changes, and then act surpr