Practical guides, updates and notes on making work easier to run when the structure has not kept up with the quality of the work.
Sit in on a typical small-team meeting and count the decisions. Not the discussions. The decisions. The moments where the group settled something, named who's doing it, and agreed by when. In a lot of hour-long meetings the honest count is one, sometimes zero, and quite often the group re-decides something it already decided a fortnight ago and forgot.
Someone hands in their notice. There’s a card going round, a whip-round for a voucher, maybe drinks on the Friday. Everyone means to sit down and go through the job properly before they go. Then the last fortnight fills up with the actual work, the leaver is half checked out already, and the handover shrinks to a rushed hour on the final afternoon plus a document called “notes” that nobody opens until something breaks. Then it breaks.
The environment has changed faster than most organisations have adapted
The impact sector has had a rough few years operationally, and not always for the reasons people say out loud. Yes, funding is tighter. Yes, demand is up. But the quieter problem, the one that doesn't make it into board reports, is that a lot of organisations are now running on infrastructure built for a simpler version of themselves.
