Articles
Our practitioners’ thinking on the system of work
Discover some of the thinking behind our mission to help organisations grow, scale and adapt by improving their system of work: the ideas and frameworks we use, first-hand accounts from our own practice, and points of view on the questions leaders are wrestling with.
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On “Setting Direction”
A leadership team that already knew what OKRs are still found most of what we covered in “Setting Direction” new to them. Paulina and I delivered the first module of the INCEPTI Leadership Bootcamp, with the leadership team of a major Warsaw organisation. The module is built around 4Cs: Connections, Concepts, Concrete Practice and Conclusions,…
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Delivering Tailored Transformations that Stick
As a fast-growing 400-person company gathered for its quarterly leadership offsite, the founders still remember when the whole team fit in one room. It was back when growth itself felt exciting and no challenge felt too overwhelming. Now there are functions, layers, and a steady wave of tensions, small and large and they seem to…
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Change Delivery Turns a Plan into Practice
“The plan looked solid three months ago, and it’s quietly stalling now.” “We agreed on what needs to change, but nobody’s actually driving it, day to day.” Structural tensions do not disappear once a plan exists or is getting delivered as project do. For leaders and teams in motion, the same action items get carried…
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A shared Bootcamp sets the Plan
“Decisions now require more layers and more meetings.” “Our priorities compete, but there is no clear way to arbitrate between them.” These are the tensions that surface once leadership teams have a clear picture of their system of work. However, seeing the problem is not the same as knowing what to do about it. The…
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Discovery is the First Step
“Ask five people in the organisation why this is hard and you’ll get five different answers.” “We are busier than ever, yet the impact does not scale with the activity.” These are the moments before a leadership team has a shared, evidence-based view of what is going on. Discussions stay anecdotal, and each leader carries…
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Why We Started INCEPTI: three decades in the making
Why three senior practitioners left established careers to start INCEPTI, and the three-decade pattern of misdiagnosed problems that convinced them to build a different kind of practice.
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The Dangerous Cocktail: when sensible decisions solve the wrong problem
Return to the office, adopt AI, cut headcount: three decisions that each make sense on their own. Piotr Sydor on why their combination quietly degrades the system, and how to see where the real problem sits.
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Flow and Risk: a structural issue in disguise
Everyone said a small software team needed more discipline. The real problem was an operating model that concentrated all the project risk at the end, on the people least able to carry it.
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AI Does Not Create Value: your system of work does
Twenty-five years of data say technology rarely delivers at the scale of the effort. AI is no exception. Paulina Kotowska on why value is a decision to make before implementation, not a result to hope for.
