Research papers, case studies, practitioner articles, and co-authored works published independently, or either in academic or professional outlets.
Findings from engagements are documented as applied research, and where and to the extent partners have explicitly permitted it in writing, those are published with DOI registration on Zenodo for permanent, citable access.
This case study examines the shift from traditional forecasting and budgeting to dynamic capital allocation within a mid-sized holding company. Conducted over the course of a year through an advisory engagement, the intervention sought to reduce internal political behavior and friction at the managerial level.
Grounded in applied systems science and organizational theory — and informed, among others, by the work of Ackoff, Schein, and Stafford Beer — the engagement involved diagnosing systemic constraints, exploring possibilities and their trade-offs, and making informed structural decisions on the implementation of a dynamic capital allocation model requiring a redesign of the organization's decision-making systems and governance structures.
One notable finding: on average, only approximately 2 percent of operational issues known to frontline employees were reaching executive leadership under the original system. Key insights were being filtered, aggregated, deprioritized, or lost as they moved upward through the hierarchy. The issue was not who decided — it was what the system made visible in the first place.
Open to co-authoring research papers, case studies, practitioner articles with researchers and practitioners working on systems science, organizational science, governance design, how decision-making is structured in organizations, and related fields. If you are working on a topic that intersects with any of these disciplines, and you believe a collaboration would produce something worth publishing, get in touch.