You don’t know what you don’t know, and in technology delivery that’s usually where things come undone
Most projects don’t come undone because of one big issue… it’s the things no one thought to question early enough.
In this Article, Jacinta Goldstone-Henry reflects on project delivery specifically those blind spots, where they show up, and why finding them early makes all the difference.
Minimum Viable Governance
Most organisations don’t get governance wrong by doing too little. They get it wrong by doing too much, or applying it in the wrong places.
In this article, Martin Adams breaks down why one-size-fits-all governance fails, and how to apply just enough control to manage risk without slowing the business down.
Negative testing is the discipline many projects skip and later regret
Most testing phases end the same way. Progress is strong, confidence is high, and the focus shifts to closing things down and moving forward.
In this article, Jacinta Goldstone-Henry outlines why that’s exactly when risk is highest, and how skipping negative testing leaves organisations exposed to issues that only surface once the system is live.
The Rise of the Lobster: Smarter AI, Same Failures
Agentic AI might be new. The way organisations are approaching it isn’t.
In this article, Martin Adams breaks down why the same issues that derailed RPA are showing up again, and how to avoid repeating them.
Payroll’s Hidden Role in Mergers and Acquisitions
Payroll is rarely treated as deal-critical during mergers and acquisitions, but the consequences of getting it wrong can surface long after the deal closes.
In this article, Stacey Kavanagh explores why payroll risks are often underestimated in M&A and how overlooked compliance issues can quickly turn into costly problems for organisations in Australia.
