Practical perspectives on strategy, innovation, and how organisations actually change.
FRS Recruitment's 2026 Employment Insights Survey shows two-thirds of Irish employees now use AI at work, yet only 32% of companies have a formal AI policy. The gap between adoption and governance is where the real work sits.
Most team conflict has less to do with incompatible personalities than with never discussing how people naturally prefer to work. When teams develop a shared language for working styles, the friction does not disappear, but it stops feeling personal.
The gap between what teams agree and what actually happens is rarely a strategic problem. When brilliant people from different departments speak different languages, even the best plans get stuck. Better collaboration processes make the difference.
The very specialisation that makes departments excellent in isolation makes integration increasingly difficult. When teams that excel individually need to deliver collectively, the challenge has less to do with systems or data than with genuine understanding.
Ireland's public sector reform programme has reached a critical phase. The frameworks are in place; what determines whether the country realises the reform it has invested in is the work that converts strategy into changed practice.
Silos exist for a reason. Breaking them down requires more than goodwill. It requires structured interventions that make collaboration the easier path.
Most organisations measure what is easy to count. Innovation requires measuring what is hard to see. The difference determines whether an innovation programme survives its second year.
Most organisations produce a strategic plan every few years, present it to the board, and communicate it to staff. Within eighteen months, it is no longer driving decisions. The problem may not be execution but something more fundamental about planning itself.
