Paul Taylor

Data doesn’t say anything. Humans say things. We’ve conflated data with truth. This has dangerous implications. #data #truth

Why do organisations who say they are innovative fail to put their money where their mouth is and invest in innovation in the same way Google does?

The only way to really make decisions and to forge ahead in periods of radical uncertainty is to make headway iteratively. #decisions #lead

In complex and uncertain environments, hierarchical models of command and control simply stop working. #trust #future #forward

After the sudden and miraculous shift to remote work in March – the office fightback has well and truly begun. #work #remotework

How do new ideas and practices take hold? And why do some practices that require behaviour change get adopted more quickly than others?

In the post-normal preserving the things you truly value is more radical than constant tinkering. #business #change #financialadvisors

Normal was the problem in the first place – and we now have an opportunity to fix it. #newreality #future #workplace 

Is it finally the time that our organisations will make the shift to smaller teams, because of their increased effectiveness and productivity?

The health of our society and future generations depends on us all making ill-conceived, bad or just plain stupid ideas unfit for those who spread them.

My take on innovation is that we focus too much on adding technology rather than removing barriers to reveal the things that people truly value.

With the easing of lockdown measures now in full swing we are coming to the end of the largest global work experiment we’ve ever seen.

Our brain is constantly searching for problems to fix, even when that problem is reducing. #problems #business #performace

If we describe a group of people in a certain way it can influence the actions or decisions we take towards them. #vulnerable #inclusion

How do we prepare ourselves to make the best from a crisis? I boil it down into three points that I think may help us on our way.

Do we really know what’s happening in our own organisation? Probably not as much as we could or indeed, should. #workforce #performance

We should never assume we can survive the future with the same thinking that enabled us to survive the past. #housing #future #work

People are enjoying improved air quality, less congestion and are reconnecting with nature. #workforce #futureofwork #performance

Now is a time for the social sector to repay that trust, showing that we trust our communities to do the right thing. #covid19 #community

If ever there was a time for critical thinking to make a comeback it’s right about now. #innovation #ideas #imagination

One of the few positives of the pandemic lockdown was the opportunity to reset the way in which we spend our working day. #futureofwork

The organisations that emerge stronger from this crisis will be ones who moved to seeing themselves as equal partners with communities.

The way things worked two weeks ago are not working today. All our previous beliefs and prejudices have been thrown out the window.

In the midst of a pandemic it’s sobering to be reminded that we can look after each other best by just thinking globally and acting locally.

Despite technology which previous generations could only dream of we’ve never felt so unproductive at work. #technology #work #future #business

Coronavirus is extremely serious and could yet reach pandemic levels but it is also a good illustration of how we can overestimate personal risk.

Future ready organizations will be ones that maintain an inquisitive and outward-looking nature searching for new influences. #innovation

People Aren't Sick Of Change

Enabling A New World Of Public Service Delivery

Putting The Needs Of The User Before The System

Moving From The Reactive to The Pre-Emptive

Ending Our Obsession With Leadership

The Problem With Seeing People As Vulnerable

To support innovation, we need to create a climate that protects early stage ideas and become comfortable existing with ambiguity.