Part III in the Headcount to Hybrid series explores the importance of culture as organisational resilience and how agentic workforces may increase the risk of 'normal accidents' and 'practical drift'. At the heart of the argument is the fact that human risk must sit alongside operational, financial and reputational risk as matters for the C-Suite, not just in HR/P&C. I'll be interested to hear what you think!

In early June 2026, taking the stage at the SXSW Festival in London[1], Michelle Obama once again sparked a global conversation about her take on imposter syndrome. This time, the debate centred on her observation that she rarely hears white men talking about experiencing it. Predictably, the response in mainstream and social media was swift, and comments fell into three camps. Those who were convinced she was absolutely right, those certain she was absolutely wrong, and those confidently...

The second expanded instalment of the Headcount to Hybrid: Unpacked series The future of people and culture leadership will require a very different kind of capability. Not “traditional HR”.Not culture theatre.Not administrative compliance management. People leaders will increasingly need to understand: socio-technical systems governance architecture behavioural risk workforce analytics AI fluency systems resilience organisational redesign Because hybrid workforces are fundamentally...