In April 2026, I led a three-part seminar series titled “Leading Change in Complex, Resource-Constrained Health Systems: The Reality of the DRC.” Hosted by the Higher Institute of Nursing Sciences (ISSI), the series brought together healthcare professionals working in conditions that resist easy description, and perhaps easy resolution. They did

Navigating the Organisational Landscape brings together scholar–practitioner reflections on leadership, responsibility, and institutional life. The volume reflects the practical and intellectual concerns that shape much of the work gathered at That Remains: how leaders exercise judgment, how organizations endure complexity, and how authority is tested within institutions. Access the

Among Books I have walked among books for as long as I have walked among people: on my own shelves at home, in borrowed studies with their faint smell of dust and ink, in libraries stumbled upon like half-hidden wells along the road. None has matched the gravity of the

Author’s Note: This article forms part of an ongoing reading of Immanuel Kant’s philosophical corpus, exploring its relevance for organizational leadership and institutional governance. In an age that celebrates outcomes—quarterly returns, strategic wins, measurable impact—it is almost unfashionable to ask whether leadership is good in itself.

Developing the Adaptive Strategy Framework: Bridging Theory and Practice in Leadership. The creation of the Adaptive Strategy Framework resulted from an in-depth exploration of strategy, adversity, and resilience within the academic context of the Saïd Business School and the Nuffield Department of Primary Care Health Sciences at the University of

Cambridge and the Habit of Inquiry There are certain places where thought seems to linger in the air, as if ideas themselves possessed a kind of afterlife. The courts and passageways of the University of Cambridge are among them. Stone and silence, worn steps and narrow cloisters do not merely

Author’s Note: This article forms part of an ongoing reading of Immanuel Kant’s philosophical corpus, exploring its relevance for organizational leadership and institutional governance. There is a particular kind of setting in which serious thought becomes possible—not in isolation alone, but in environments where distraction recedes just

In times of political tension, most of the attention goes to what is happening on the surface—policy fights, elections, international disputes. But underneath all of that is a quieter, more important question:  Central Question What kind of right and wrong is guiding these decisions? Governance is not just about