Recalibrated
Perspectives on change management, AI adoption, and the craft of leading people through transformation.
The Stakeholder Who Agrees in Every Meeting: Mapping the Hidden Resistance Your Org Chart Can't Show You
Hidden resistance doesn't show up on your org chart. It shows up in the gap between what a leader says in the room and what happens on their floor, and your stakeholder map should be built to hold it.
You Just Got Handed a Transformation
Congratulations. You are the executive sponsor of the new HRIS. Or the ERP. Here are the 5 questions a good change practitioner is answering for you, often before you think to ask.
One Practitioner, 10,000 Stakeholders: Why the Internal Change Manager's Real Job Is Equipping the 200 Who Carry the Change
One change practitioner for every 10,000 impacted stakeholders. You don't reach them. You equip the 200 who do.
The Enterprise Change Function Was Never Given a Production Layer: Why the Head of Change Is Running a Different Job in 2026.
Enterprise change functions went from supporting two or three major programs to fifteen or twenty, with teams that didn't grow. Every artifact is still built by hand. What the function has never had is a production layer.
The one change management project most CM leaders are running right now, and getting wrong.
Most CM leaders are running their organization's AI rollout as a technology deployment with training attached. The real work is a workforce-scale identity change.
The three fears keeping consulting firms off AI in change management.
Every Managing Partner raises the same three fears about AI in change management. All three are legitimate. All three answer differently when the AI is specialist rather than generic.
The Consulting Mix Shift: Why AI Finally Makes It Possible
Consulting firms have spent a decade trying to move consultants from production work to client engagement. It never happened, because the production work is where the judgment lives. Here is what finally makes the shift structural.
Where every methodology stops
Every serious change management methodology names the work but stops before shipping the finished artifact. Here is what changes when a production layer gets built on top of the methodology you already trust.
The 8 artifacts every change program produces
The artifacts every change program produces (whether your methodology names them or not).
The math boutique consulting firms don't put on the pitch deck
Every boutique change management firm sells four things: certified experts, consistent quality, fast time to value, deep bench. All four are capped by the same hidden constraint, and it never makes the pitch deck.
The Invisible Tax on Change Management Work: Why Practitioners Spend Their Hours Where Clients Aren't Paying
Change management doesn't have a time problem. It has a mix problem. Practitioners apply judgment and build the artifact by hand at the same time, and the typing is what makes the load heavy.
Leader visibility and stakeholder engagement: the two artifacts every change program rides on
Every change program produces dozens of artifacts. Two of them decide whether an impacted stakeholder trusts the change or resists it.
We've been carrying the methodology: why change management tooling never caught up to the rest of the enterprise
Every serious change methodology tells you what to do. Not one of them does the work. That still gets built by hand. By you. Every project.
What I knew before I walked in
The call came from a Product Owner I had worked with before. Global rollout, third-party vendor, big program.
I'm not a worse driver. My hands are just on the wrong side.
A month into driving on the left, I still can't park. But fumbling with new controls isn't the same as losing the skill. The same is true of AI.
It speaks our language. That's the trap.
Australia's in the World Cup and I had to ask what a "sickie" was. Sharing a language isn't the same as being fluent in it. The same trap is everywhere in how we use AI.
The move was easy. The reflexes weren't
Moving from America to rural Tasmania was supposed to be the hard part. It wasn't. What driving on the wrong side of the road taught me about why AI adoption actually stalls.
The Third Kind of Change Practitioner
The third kind of change practitioner doesn't fear AI or misuse it. They put it to work.
Painting a Tuesday
My husband inherited a painting from 1640. What its wooden panel taught me about the choice every change practitioner is facing with AI.
Two Kinds of Change Practitioners Are Using AI. Both Are Doing It Wrong.
Two kinds of change practitioners are using AI right now, and both are getting it wrong. Here's the conversation we should be having instead.
I Went Quiet for Numerous Months. Here's What I Was Building.
I disappeared from LinkedIn for months. It wasn't a slump and it wasn't burnout. It was deliberate. Here's what I was actually building.