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Why Do We Add Complexity to Solve Complexity?
Craig Kimball • 5 May 2026
What if your organisation responded to AI complexity the same way it responded to every other kind. By adding process. Building governance frameworks. Creating oversight structures. Will it make things worse?
Complexity science says it will - at sufficient scale, the instinct to match complexity with complexity can't succeed.
Until now, humans were the natural constraint on organisational complexity - we could only build as much as we could believe we understood. Agents have removed that constraint.
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The Overlooked Boundary of Change
Nadir Khan • 19 Nov 2025
Ever wondered why some changes land smoothly and others hit a wall?
When organisations undergo a transformation, many leaders still start with the idea that people 'resist change'. A widely cited McKinsey piece also lists “resistance to change” as a leading cause of failed transformations.
But in my travels, more often than not, what gets blamed as resistance is an optical illusion. The reality is something very different.
What we call resistance usually comes from two places;
1) Viscosity, when the pace of change exceeds the pace at which people can absorb it.
2) Distance, when the change sits too far from what people already know, value and believe.
To make things worse, the classic change curve doubles down on this oversimplification. It categorises people instead of understanding them, and in doing so, it quietly shifts the blame onto the workforce.
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