iiinova — where your digital self keeps evolving

Paul Taylor @paulitaylor.bsky.social · 29/09/2026

New Post: Telling legacy organisations to think like a startup ignores a fundamental, structural reality: we are trying to force agility into an institution whose DNA was written to manage mass compliance. paulitaylor.com/2026/09/25/t...

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Paul Taylor @paulitaylor.bsky.social · 16/09/2026

"Targets can influence our behaviours long after they are withdrawn. Exploring the Ratchet Effect" lttr.ai/At8li

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Paul Taylor @paulitaylor.bsky.social · 15/09/2026

The concept of a “lab” was reborn in the 21st century in response to the accelerated pace of technological change and the threat of disruption from agile startups. Read more 👉 lttr.ai/At8lf

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Paul Taylor @paulitaylor.bsky.social · 14/09/2026

New Post: Are big problems really more difficult to solve? ▸ paulitaylor.com/2026/09/11/are-big-…

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Paul Taylor @paulitaylor.bsky.social · 11/09/2026

"Pilotitis is where promising innovations are endlessly tested in small-scale trials but consistently fail to transition into large-scale sustainable, widespread practice." lttr.ai/At9KB

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Paul Taylor @paulitaylor.bsky.social · 10/09/2026

Resilience is built through ‘people who know each other.' Read more 👉 lttr.ai/At9KF

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Paul Taylor @paulitaylor.bsky.social · 09/09/2026

If we want to have places that can actually withstand the crises of the future, bringing people together isn't a distraction from the basics. Read the full article: Community Connection Isn't An Optional Extra ▸ paulitaylor.com/2026/08/30/communit…

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Paul Taylor @paulitaylor.bsky.social · 08/09/2026

Strategic scanning cannot happen in the five minutes between back-to-back meetings; it requires dedicated, protected cognitive space free from the urgency of immediate deadlines. Read more 👉 lttr.ai/At8lv

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Paul Taylor @paulitaylor.bsky.social · 07/09/2026

New Post: The Cost Of Complaining Just Collapsed Read more 👉 paulitaylor.com/2026/09/04/the-cost…

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Paul Taylor @paulitaylor.bsky.social · 04/09/2026

‘Rogue silos' can be frustrating to deal with and even harder to connect with. Read more 👉 lttr.ai/At8lr

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Paul Taylor @paulitaylor.bsky.social · 03/09/2026

Pilots are artificial. Once the temporary scaffolding is removed, the innovation is exposed to the harsh realities of routine operations Read more 👉 lttr.ai/At8lc

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Paul Taylor @paulitaylor.bsky.social · 02/09/2026

How We Chased the Private Sector's Shadow Read more 👉 lttr.ai/At8ln

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Paul Taylor @paulitaylor.bsky.social · 25/08/2026

Community resilience has played an important role in the Ukraine conflict. "A resilient community is less easy to manipulate. A trusted local network can move faster than a distant institution. People who know each other are better able to spot problems." whatsthepont.blog/2026/08/25/n...

whatsthepont.blog

NATO Article 3. What Community Resilience means for Peace – and why we should pay attention.

Article 5, the famous promise. Until recently I knew a bit about NATO Article 5, but had never heard of Article 3. Thanks to Dave Snowden I now know more. And it’s important because Article 3 might…

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Paul Taylor @paulitaylor.bsky.social · 17/08/2026

Unlike private companies focused primarily on shareholders, public sector organisations serve a broader, often conflicting, array of stakeholders including citizens, taxpayers, and political leaders. Read more 👉 lttr.ai/AtdWT

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Paul Taylor @paulitaylor.bsky.social · 14/08/2026

While Western nations struggled to transition legacy banking systems into the mobile age, India skipped the credit card era. Read more 👉 lttr.ai/AtdWR

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Paul Taylor @paulitaylor.bsky.social · 13/08/2026

Centralisation's Immune Response to Decentralised Work Read more 👉 lttr.ai/AtdWN

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Paul Taylor @paulitaylor.bsky.social · 12/08/2026

The value of productive tension—the clashing of ideas that results in a stronger resolution—must be embraced. Read more 👉 lttr.ai/AtdWF

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Paul Taylor @paulitaylor.bsky.social · 11/08/2026

Digital transformation was a big ambition, assembled with borrowed logic that didn't fit, and then applied to the wrong model. Read the full article: AI Is Doing The Paperwork Of Centralisation, Faster. ▸ lttr.ai/AtdWH

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Paul Taylor @paulitaylor.bsky.social · 10/08/2026

An organisation's inability to distinguish between destructive non-compliance and grassroots innovation is rarely a case of intentional malice; rather, it is a structural byproduct of how institutions are designed. ▸ lttr.ai/At5I6

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Paul Taylor @paulitaylor.bsky.social · 06/08/2026

Local and personal was expensive, and centralised was cheaper — so cheaper won, again and again, until “efficient” quietly became a synonym for “further away.” Read more 👉 lttr.ai/AtO5I

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Paul Taylor @paulitaylor.bsky.social · 05/08/2026

We often fail to recognise that whilst organisational memory is short, community has a long memory Regaining trust often needs a long term strategy, sometimes lasting decades. Read more 👉 lttr.ai/AtzgV

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Paul Taylor @paulitaylor.bsky.social · 04/08/2026

"The internal system logic values precision and symmetry over an accurate reflection of the messy real world where people don't fit so easily into boxes." lttr.ai/AtyMh

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Paul Taylor @paulitaylor.bsky.social · 03/08/2026

Segmenting by Stigma: Splitting human lives into analytical buckets based entirely on what they lack—creating “High-Risk,” “ Disengaged,” or “Digitally Excluded” segments instead of mapping local strengths, networks, or assets lttr.ai/Atv99

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Paul Taylor @paulitaylor.bsky.social · 31/07/2026

The Problem-Built Organisational Chart: Designing entire internal departments, team titles, and manager roles around a failure state ensuring the team's professional identity and budget rely on the problem never actually disappearing. ▸ lttr.ai/AtdV1

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Paul Taylor @paulitaylor.bsky.social · 31/07/2026

"The traditional organisational model of functional specialisation, centralised processing, and standardised service delivery wasn't an arbitrary choice." lttr.ai/AtO5F

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Paul Taylor @paulitaylor.bsky.social · 30/07/2026

Innovation at Buurtzorg lies in its modular structure: small, self-managing teams of up to 12 nurses are responsible for the holistic care of 50-60 clients in a specific neighbourhood. Read more 👉 lttr.ai/AtO5Y

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Paul Taylor @paulitaylor.bsky.social · 29/07/2026

Accountability is diffused across multiple teams, displaced when blame is attributed to the rulebook, or absorbed into institutional processes, creating an illusion of control that masks genuine failure. Read more 👉 lttr.ai/AtmzP

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Paul Taylor @paulitaylor.bsky.social · 28/07/2026

Beyond structure and system, collaboration fails because it demands specialised skills and resources that most organisations simply do not cultivate. Read more 👉 lttr.ai/AtdV7

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Paul Taylor @paulitaylor.bsky.social · 27/07/2026

New post on positive deviants, the people who've already solved the problem you're seeking to address: lttr.ai/AtdVz

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Paul Taylor @paulitaylor.bsky.social · 24/07/2026

"Here are some of the typical behaviours and traits of ‘Organisational Main Character Syndrome'" lttr.ai/AtO5X

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Paul Taylor @paulitaylor.bsky.social · 23/07/2026

"Underneath New Public Management was a genuine belief that services would be better if they were run more like businesses — standardised, measured, centrally managed for efficiency and consistency." lttr.ai/AtO5B

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Paul Taylor @paulitaylor.bsky.social · 22/07/2026

Digital transformation was a big ambition, assembled with borrowed logic that didn’t fit, and then applied to the wrong model. Read more 👉 lttr.ai/AtO5T

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Paul Taylor @paulitaylor.bsky.social · 21/07/2026

“Don’t even bother talking about efficiency unless you know what it’s for” – Mariana Mazzucato Read more 👉 lttr.ai/AtO48

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Paul Taylor @paulitaylor.bsky.social · 16/07/2026

Human attention is a finite resource that requires active management. Read the full article: Is Our ‘Finite Pool of Attention’ Sabotaging Strategic Thinking? ▸ lttr.ai/AtMEv

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Paul Taylor @paulitaylor.bsky.social · 15/07/2026

Learning, Not Blame: Instead of endless post-mortems assigning blame, agile place fosters a culture of continuous improvement through learning. Read more 👉 lttr.ai/AtKjd

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Paul Taylor @paulitaylor.bsky.social · 12/07/2026

"Workers report spending as little as 9% of their professional time on strategy and innovation, the very activities that are essential for the kind of radical change many of our organisations yearn for." lttr.ai/AtEQl

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Paul Taylor @paulitaylor.bsky.social · 08/07/2026

" By endlessly striving to provide all the solutions ourselves, public sector institutions remove responsibility and create a dependency among those around us that is unsustainable, both financially and societally." lttr.ai/As54g

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Paul Taylor @paulitaylor.bsky.social · 02/07/2026

These modern constraints don't just slow down projects; they fundamentally filter out grassroots initiatives that lack specialised legal or financial expertise. Read more 👉 lttr.ai/AsvGO

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Paul Taylor @paulitaylor.bsky.social · 30/06/2026

Traditional public service is often bogged down by rigid hierarchies, endless approval processes, and a reliance on vast, often outdated, IT systems that dictate how things must be done. Read more 👉 lttr.ai/AsNsL

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Paul Taylor @paulitaylor.bsky.social · 26/06/2026

Despite unprecedented access to data and technology the number one self stated problem in organisations is always and only ever one thing: communication. Read more 👉 lttr.ai/AsNsN

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Paul Taylor @paulitaylor.bsky.social · 24/06/2026

"Rather than contemplating long-term goals, managers were “slaves to the moment,” constantly shifting focus between disjointed conversations and having almost every action dogged by another diversion, interruption, or telephone call." lttr.ai/AsNsV

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Paul Taylor @paulitaylor.bsky.social · 23/06/2026

The Finite Pool of Attention hypothesis partly explains why long term strategic thinking and innovation gets crowded out in the minds of many employees, even the most senior. Read more 👉 lttr.ai/Asb4D

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Paul Taylor @paulitaylor.bsky.social · 22/06/2026

"To enable long-term strategic thought, leaders must drastically reduce the sheer amount of low-value, day-to-day activity (‘busyness') that saturates the modern workplace." lttr.ai/AsZqt

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Paul Taylor @paulitaylor.bsky.social · 19/06/2026

Innovators generally have two choices: play it safe with incremental innovation inside the current Overton Window, or intentionally step outside the window to force radical innovation. Read more 👉 lttr.ai/AsNsT

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Paul Taylor @paulitaylor.bsky.social · 18/06/2026

The crucial, often overlooked, ingredient for community-led innovation is permission. Read more 👉 lttr.ai/AsNsS

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Paul Taylor @paulitaylor.bsky.social · 17/06/2026

Reducing a complex institution to a single, easily digestible number is a task fraught with statistical and ethical challenges. Read more 👉 lttr.ai/AsQNC

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Paul Taylor @paulitaylor.bsky.social · 16/06/2026

New Post: When leaders are constantly pressed by targets and lagging indicators (such as quarterly income, complaints or past safety incidents), their cognitive bandwidth for long-term strategic scanning is depleted. Read more 👉 lttr.ai/AsNsO

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Paul Taylor @paulitaylor.bsky.social · 12/06/2026

Don't bring disruption; bring solutions to specific pain points. Read the full article: How To Build A Bridge To A ‘Rogue Silo’ Team ▸ lttr.ai/AsF7j

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Paul Taylor @paulitaylor.bsky.social · 11/06/2026

Working in semi-secrecy and with immense autonomy, Skunk Works operated with a small, hand-picked team, minimal paperwork, and a direct line to leadership. Read more 👉 lttr.ai/AsDWx

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Paul Taylor @paulitaylor.bsky.social · 10/06/2026

The tomatoes Scott McTominay experienced in the UK weren't mediocre by accident; they were bad by design. Read the full article: The Watery Tomato: Why Most Innovative Practice Doesn’t Scale ▸ lttr.ai/AsBFl

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