Writing
Long-form on the operational side of ATM modernisation.
The part most programmes discover they have underinvested in only after the consequences are already in motion.
No. 01
Your ATM modernisation programme doesn't need a visionary
I expected my MBA research to confirm what the change management literature treats as settled: that visionary leadership drives modernisation. The regression disagreed. Two quieter styles of leadership predicted readiness. Vision dropped out.
Read the article →No. 02
The specification review that reviewed nothing
By the time the specification reaches the operational review meeting, the vendor is selected, the contract is written against it, and the programme schedule has no room for rework. Review isn't input. Sign-off isn't authorship.
Read the article →No. 03
The training department didn't break your ATM transition. Procurement did.
When controllers resist a new system, the diagnosis is usually wrong. The problem didn't start in the training room. It started in the specification, months or years earlier.
Read the article →No. 04
Your ATM system was installed two years ago. Why isn't it operational yet?
The system gets procured. It gets delivered. It gets installed. And then it sits there, because nobody planned for what comes next.
Read the article →Originally published on LinkedIn. Archived and readable here.