• Detachment
    Why do I need process if I have good people? Detachment.
  • We
    “Never doubt that a small group of thoughtful, committed, citizens can change the world. Indeed, it is the only thing that ever has.” ― Margaret Mead
  • Juggling
    Making life difficult on purpose.
  • Profit
    Our word ‘Profit’ comes from a Latin verb proficere. It’s meanings include: to advance, make progress, to benefit,...
  • Professionals
  • Manège
  • Stakeholders
    Who gets your attention?
  • “People will always need [insert ancient profession here]”
    “People will always need [insert ancient profession here]”
  • Rules
  • Shopping
    We never buy 'just stuff'.
  • What makes the best process? Everyone.
    What makes the best process? Everyone.
    The best process is one that everyone will use and improve of their own accord.
  • Good Design makes a product understandable
    Good Design makes a product understandable
    Preventing tiny but all too frequent source of wasted energy and frustration.
  • Utopia revisited
    Utopia revisited
  • Productivity
    Books updated per labour hour. VAT Returns filed per labour hour. Annual Accounts filed per labour hour. ...
  • Gassaku
    All work is joint work.
  • Day of the Girl
    Day of the Girl
  • Overhead
  • 10 years old
    10 years old
    What happened when you were 10?
  • Spoiled
    Even the best-designed customer experience can let you down, if you get a detail wrong.
  • Wasted effort
    Wasted effort
  • Security vs Sovereignty
    Security vs Sovereignty
    What price courgette security? Give me courgette sovereignty every time.
  • Exclusivity
  • Buying Customers
    Buying Customers
    Does anyone think about customers in an acquisition?
  • Metamorphosis
    Finally, it seems, technology can enable accountants to transform themsleves into what they and most of their clients want them to be -
  • One year later.
    One year later.
    What are you teaching your daughters?
  • Missing You
    Missing You
    How to break the habit of a lifetime.
  • Constraints
  • Reconstruction
  • It doesn’t have to be like this.
    It doesn’t have to be like this.
    In fact, it already isn't.
  • Good design is long-lasting
    Good design is long-lasting
    Fashion is designed to be short-lived.
  • Mental Models
    Mental Models
  • Leverage
  • Oh no! What have I done?
    Oh no! What have I done?
    ..I thought, as the Head of Research completed his 20 minute rant on why he hated the IT department; how he thought we were all a waste of space and how he would only use us because he had no choice.
  • Affiliation
    Everything is political.
  • Tailor-made
    Bespoke is sometimes seen as a risky option, especially for software.   But it depends where the 'bespokeness' is.  
  • Leeway
  • Parasparopagraho Jīvānām
    Parasparopagraho Jīvānām
    Partial expression of the truth.
  • All models are wrong
    All models are wrong
    Some are useful.
  • Go Blunt
    Go Blunt
  • Learned carelessness
    Learned carelessness
    We've all been there - somewhere 'the satnav took us'.
  • Passive Income
    Passive Income
  • Effort
    How to get results.
  • Embracing variation
    Embracing variation
    Variation and antifragility
  • Virtual Reality
    Virtual Reality
  • Good feedback
    Good feedback
    How to give good feedback.
  • Relics
    Nobody expects to become one
  • Processes, procedures, workflows
    Processes, procedures, workflows
    To live the story, everyone needs to understand the story.
  • Taking your own medicine
    Taking your own medicine
  • Good design makes a product useful.
    Good design makes a product useful.
    You want to use it.
  • Dismantling the E-myth
    Dismantling the E-myth
  • Reification
    Other models are available.
  • Accumulations
    The driving force of capitalism is, unsurprisingly, the accumulation of capital. But what else do we pile up through our businesses?
  • Groupthink
    The consequences can be embarrassing.
  • Inheritance
  • Good design is honest
    Good design is honest
    Always the best policy.
  • Beyond Automation
    Beyond Automation
  • Performance – costs and revenues
    Performance – costs and revenues
    Profit = Revenue - Cost. But how do you accurately measure cost?
  • Autopoiesis
    I'm still recognisably the person I was 20 years ago. How self-organising systems evolve.
  • Two books
    Two books
    Two books for thinking different
  • Compliance
  • Perspective
  • Browsers welcome
    Browsers welcome
    Desperation is not a good look.
  • Infrastructure
    Expensive, but well worth the investment.
  • Freedom/Order
    We seek order and predictability.   We fear that loosening control will lead to too much fluctuation and eventually chaos, but if you're in it for the long term, the opposite is true.
  • Calculating Capacity
    Calculating Capacity
    From one simple measure - so much information.
  • Exit
  • Decisions
    Some decisions are best left unsaid.
  • Taking chances
    Taking chances
    Take care of the downside, and the upside will take care of itself.
  • Increasing revenues
    Increasing revenues
    Profit = Revenue - Cost. How to increase revenues.
  • More than meets the eye.
    More than meets the eye.
    It's always worth looking beyond appearances.
  • Questions
    People are asking big questions about accountancy.  Good.
  • Fluff
    Fluff - it's stronger than it looks.
  • Best Practice
    Best Practice
  • Second Nature
    Second Nature
  • Comfort
    "Most of us like things to stay the same, we seek order and predictability."Except that's not really true is it?   Otherwise we'd still be wearing crinolines.
  • Outside In
    Outside In
  • Sawubona
    You can't be seen until you learn to see.
  • Delegation
  • Growing up
    Growing up
    The housekeeping fairy is on strike.
  • Neighbours
    Love will save us.
  • Protection
    As every Chelsea gardener knows, the best way to protect your garden from wind is not a solid wall or fence, but a permeable barrier...
  • Lenses
    Partial observations of the truth.
  • Rest
  • Black and White
    Black and White
    Beware the lure of simplicity.
  • Do no harm
    Do no harm
    Thinking through impact.
  • Measuring what matters
    Measuring what matters
  • Significance
    Change is a numbers game.
  • Be more Pirate
    Be more Pirate
    Being necessary makes you boring.
  • Research
    What questions would you ask of Accounting?
  • Promise of Value Part 2 – The Kent Business Podcast – July 2nd 2018
    Promise of Value Part 2 – The Kent Business Podcast – July 2nd 2018
  • Reporting
  • Counting
    Tax is far too important to simply avoid.
  • Good design is as little design as possible
    Good design is as little design as possible
    Its not about you.
  • Better tools
    Better tools
    Better tools make better things.
  • Autonomy Rules
    Autonomy Rules
  • Distance
  • Structure
  • Process
    People are ambivalent about 'process'.
  • Happy Birthday
    Happy Birthday
    James Lovelock is 100 years old today.
  • Design is for people
    Design is for people
    So understanding people is the key.
  • Tinkering
    Sometimes, tinkering isn't enough
  • Resources
    The dashboard isn't the system.
  • Bananarama
    "It's not what you do, it's the way that you do it.  That's what gets results." I disagree.
  • Off the peg or bespoke?
    Off the peg or bespoke?
  • Play
    What's the point if we can't have fun?
  • Connection
    'Stuff' is a poor substitute for what people really want - autonomy, mastery, agency, purpose and above all connection.
  • Unsung Innovators
    Unsung Innovators
    Unicorns are not the only winners.
  • Possibilities
    Lets keep our options open.
  • People will always want [insert naughty but nice product here]
    People will always want [insert naughty but nice product here]
    Slave-free chocolate? Sweet!
  • Two views on franchising
    Two views on franchising
  • Rocks in the road
    Rocks in the road
    If I was an accountant, now that the first part of MTD is out of the way, I’d be asking myself:
  • Hoarding
    Money needs to move to be really useful.
  • The beauty parade
    The beauty parade
    Whose standard?
  • User-centric
  • Trust
    Making and keeping promises is an act of defiance.
  • Art and Craft
    Art and Craft
  • A short cut
    A short cut
    Not all those who wander are lost.
  • Work/Life Balance
    Work/Life Balance
  • Persuasion
    All marketing is designed to invoke action. 
  • Of course I had to try it
    Of course I had to try it
    Tony Chocolonely's 100% Slave-free chocolate is good. Phew!
  • Purchasing power
    Purchasing power
    Consumer power may be all we have left.
  • Network effects
    Network effects
  • Memory
    Why do I need process if I have good people?  Memory.
  • Asking for help
    Asking for help
    Independence is overrated.
  • Potting
  • Lifestyle
    In defense of 'lifestyle' businesses.
  • It might not work
    It might not work
    You only know by finding out.
  • “keep the human in view”
    “keep the human in view”
    Give people what they need, not what you want.
  • Resources (again)
    Resources (again)
    Resources - how do they get here? That's the question.
  • Less, but better
    Less, but better
    Possibilities for progression
  • Commuting
    Why commute?
  • The Joy of Tax
    The Joy of Tax
    The Joy of Different Perspectives.
  • Us and Them
    Us and Them
  • Good design is innovative
    Good design is innovative
    Design Principle number 1.
  • Flows
    If you want to minimise leaks and maximise the resources you collect, design your pipes to achieve that.
  • Freedom?
    Where does it come from?
  • What makes a good Process? Simplicity.
    What makes a good Process? Simplicity.
    As simple as possible, but no simpler.
  • What do small business owners want?
    What do small business owners want?
  • Not just for customers
    Not just for customers
    Killing two birds with one stone.
  • What makes a good Process? Clarity of purpose.
    What makes a good Process? Clarity of purpose.
    Dedicated to achieving a single outcome.
  • Autonomy
    Pass it on.
  • Metrics
    If a business is a system for making and keeping promises, how do you measure its performance?
  • Not doing it yourself
    Not doing it yourself
  • Pipes
    It pays to keep things flexible.
  • What makes a good Process? Responsibility and Resources
    What makes a good Process? Responsibility and Resources
    Get the responsibility and resources in place so people can just get on with it.
  • Resonance
    Turn everyone around you into a 'sympathetic string'.
  • Augmented Humanity
    Augmented Humanity
  • Systems and processes
    Systems and processes
  • Emotion
    Why do I need process if I have good people? Emotion.
  • Good design is unobtrusive
    Good design is unobtrusive
    Design Principle number 5.
  • Machine-readable
  • Consistency
    Rhyme and repetition.
  • Responsibility
    Why do I need process if I have good people? Responsibility
  • Productivity
  • Evolution
    Why do I need good people if I have process? - Evolution.
  • What makes a good Process? Let the person be the judge
    What makes a good Process? Let the person be the judge
    A process is a prompt, not a prescription.
  • Unscripted
    Consistent doesn't have to mean mechanical.
  • Who’s driving?
    Who’s driving?
    It's not about me, or you, it's about the people we serve.
  • Brave New Worlds
    Brave New Worlds
    Automating drudgery.
  • Ups and Downs
    Ups and Downs
    Algedonics - keeping track of the highs and lows.
  • What makes a good Process?  A Map and a Compass
    What makes a good Process? A Map and a Compass
    You need both to be sure of getting to the right place.
  • Laughter
    More of it please.