I conduct research on the relational processes of sensemaking, strategizing and changing to understand the process of organizational becoming. My doctoral research was based on three in-depth, longitudinal case studies, with organisations in the whisky and spirits, paper, and IT consultancy industries in which I researched the impact of scenario planning as a contemporary approach to sensemaking and becoming. Key was the role of ‘transitional objects’ in the process of managing constancy and change.
My subsequent publications have developed new insights about the role of ‘breakdowns’, ‘counter-intuition’, ‘surprise’ and ‘unintended consequences’ to trigger strategic change, identifying new insights about complex relational causal thinking as a key element of sensemaking with scenarios. I am a co-author of the best-selling book The Sixth Sense: Accelerating Organizational Learning with Scenarios, published by John Wiley & Sons.
Consultancy experience and expertise:
I have been involved in designing and facilitating many private and public sector scenario and futures projects over a twenty year period of time, both in an educational and a consultant capacity. These projects have been undertaken in the UK and internationally with private and public sector organizations such as World Bank, Shell, ProRail Holland, PETRONAS Malaysia, de Beers, PayPal, DoosanBabcock, Lloyds Registry Quality Assurance, Caledonian Paper plc, the Edrington Group, Stirling Council, Dumfries & Galloway Council, and City of Glasgow Council.
I combine theoretical knowledge with this practical experience whether teaching MBA or MSc students or executives as part of executive education.