When all your competitors have AI,
technology alone won’t help you win.
Understanding behaviour will.
A clear path from individual use to organisational practice.
Organisational Development - System Thinking
Leaders and teams build awareness of their coginitive capital.
Learning & development- behavioural science
Where and how AI is changing your market and the value it opens.
Strategy based on systems thinking and behavioural science
Analysing how AI is influencing relationships and how this may affect results.
organisational network analysis (ONA)
-25%
Within six months of ChatGPT’s release, knowledge-sharing on Stack Overflow fell by a quarter. People asked the machine instead of each other. When 3-5% of employees create 20–35% of value-added collaboration, that isn’t just an operational problem it’s a revenue loss.
del Rio-Chanona, Laurentsyeva & Wachs, PNAS Nexus, 2024, Cross, Rebele & Grant, Harvard Business Review, 2016
ONA maps the real network of trust, advice, and influence beneath the org chart.
Aligns how you think with how reality works — a skill the WEF names as essential for the age of AI.
An evolving field — building your own lab to leverage AI value for clients, partners, and employees.
Adopt, Protect, Discover and Connect say what needs to change. These three disciplines are how we work on it. I bring them in as methods your people learn to use, so the work carries on after our engagement ends.
Organisational Network Analysis maps the real network of trust, advice and influence beneath the org chart: who people actually turn to, and how knowledge and decisions really move. Organisations use it to find hidden leaders and key connectors, spot collaboration overload before it becomes burnout, keep knowledge when senior people leave, and design restructuring around how work actually gets done. In AI adoption, it shows which trusted connectors will carry new tools through the organisation and how agents are changing networks within the organisation.
Because when every organisation has access to the same AI tools, the difference lies in how people use them. Adoption spreads through trust and informal influence, not rollout plans, and AI also changes behaviour in ways that are easy to miss. After ChatGPT’s release, knowledge-sharing on Stack Overflow fell by a quarter, as people asked the machine instead of each other. Behavioural science helps you design for those effects, so that AI creates lasting value rather than quietly eroding the capabilities you rely on.
Social capital is the value embedded in relationships: the trust, access and knowledge that flow between people and drive innovation, retention and growth. You invest in it the way you would any asset, by first making it visible. Network analysis shows where relationships are strong, where teams that should be talking aren’t, and where a few people carry a disproportionate share of collaboration. From there, you can direct investment where it will genuinely move the needle.
I complement them rather than compete with them. Your technology partners build and deploy the system; I make sure your organisation creates value from it, by preparing leaders and teams, identifying who will carry adoption, and protecting the capabilities AI can erode. The two work best in parallel, from the start of a programme rather than after rollout.
I work alongside your technology partners: they build the system, and I make sure your organisation creates value from it.
A monthly briefing on people, networks and AI transformation, for leaders who want evidence-based perspective, not another thought piece.
Social Capital Investment
Social capital, the value embedded in relationships, drives innovation, retention and growth. Network analysis makes it visible, and shows you where to invest.
Design Work
See where restructuring would genuinely help, and where teams that should be talking aren't.
Identify Leaders
Find who's already operating above their title, bring new hires into the real network, and reach specialists that job boards miss.
Identify Talent
Spot where collaboration has become a burnout risk, and whether access to influence is truly shared.
Offboarding
Assist senior employees and keep knowledge and relationships in the organisation when senior people leave, and when AI replaces the conversations that used to carry them.
Growth
Map the partners, clients, users and residents your growth depends on, and find what actually moves the needle.
AI Adoption
Identify the trusted connectors who will carry AI through your organisation, so adoption follows real influence, not just instruction.