Most stalled work doesn’t look like failure. It looks busy. Calendars are full. Documents are polished. Slack is active. Everyone involved is competent, motivated, and broadly aligned on what “good” looks like. And yet: weeks pass, decisions drift, and progress feels oddly fragile…

In a scale-up or an organisation in the middle of change, there comes a moment where the pace, pressure or ambiguity catches up with you.
A decision stalls.
A project drifts.
A team hits resistance.
You feel the weight of needing to act — but you’re not sure what the right next step is…

Founding stories get told and retold — the garage, the breakthrough, the early team. But somewhere along the way, every organisation begins accumulating layers: new markets, new people, new pressures, new habits. And over time, the original sense of clarity becomes blurred.

That’s often when a company needs a re-founding…

The design sprint has become a staple for teams that need clarity and momentum quickly. In scale-ups or organisations moving through transformation, the sprint’s structure is often the difference between circling an issue for months and moving to testable progress in days. Now we’re seeing something new: AI isn’t replacing the sprint — it’s extending its usefulness.

Why learning design makes coaching more effective for leaders in fast-changing organisations.

Coaching has become a staple for leaders navigating growth, complexity and transformation. It helps create space for reflection, builds self-awareness and strengthens judgment when everything around you is moving at pace. But coaching alone isn’t always enough…

Sometimes work feels slow not because the problem is big — but because the thinking is messy. These five super-quick activities borrow from the Sprike approach and help you get unstuck fast.

A growing body of research across cognitive psychology, skill acquisition, behavioral science, and coaching studies suggests that targeting a single, clearly defined behavior or skill—and engaging in repeated cycles of application and reflection—produces more reliable and substantial improvement than attempting multiple concurrent changes.