David Seacombe
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Engineering
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Engineering

The term ‘engineering’ may describe our understanding of the world and ability to invent, design, and build things to solve problems and achieve practical goals. In our world we use engineering teams to create products, built within an enterprise architecture.
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David Seacombe
Products, Architecture & Value
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Products, Architecture & Value

Driven by innovation, competition and/or acquisition, the design of products has become more complicated and they are introduced to the market at a quicker pace. We need to ensure that our products are properly architected and we need to stay focused on the value that they deliver to our customers.
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David Seacombe
Organisational culture: shifting gears to accelerate change
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Organisational culture: shifting gears to accelerate change

Organisations must pivot to respond to significant trading uncertainty. Their ability to pivot may be compromised by a lack of readiness in the change team and unhelpful behaviours amongst the staff. We discuss what must change.
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Ram Ramhewa
The Universal Purpose of a Company
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The Universal Purpose of a Company

A single-minded focus on profits has caused shareholder capitalism to become increasingly disconnected from the real economy and societal impact. Stakeholder capitalism, which positions private corporations as trustees of society, is a strong response to today’s social and environmental challenges.
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David Seacombe
The Three Laws
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The Three Laws

Building a customer-centric digital organisation that is focused on delivering value to your customers needs new and agile ways of working. Let's explore the Three Laws.
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David Seacombe
The Law of the Customer
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The Law of the Customer

Customers no longer line up meekly at our shop door, impatient to buy what you have to offer. You need a team who are constantly alert to discussions about your brand or products on third-party sites or social networks, and who build connections and understand what customers truly want to buy.
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David Seacombe
The Law of the Small Team
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The Law of the Small Team

Small teams are essential to create a customer-centric company. With self-organising leadership and alignment to the overall product roadmap, they are given the autonomy to decide what to build, how to build it, and how to work together while building it.
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David Seacombe
The Law of the Network
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The Law of the Network

Work flows smoothly and continuously. Instead of major programmes of work requiring significant capital investment, we move the whole company to an agile way of working where we continually respond to customer needs, and deliver increasing customer value.
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David Seacombe
An Individual's Guide to Working Remotely
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An Individual's Guide to Working Remotely

Working at home all of the time is a lot different from staying in one day to receive a delivery. It requires some behavioural shifts, but once you realise what needs to change, you'll feel more confident.
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David Seacombe
Why Digital Transformation Fails
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Why Digital Transformation Fails

Many organisational change initiatives fail. We discuss hostility and indifference, encumbrance by the past, making the true commitment, a failure to iterate, starting with technology first, and, biggest of all, strategy execution. Knowing the reasons for failure informs what to do to succeed.
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David Seacombe
Functional Building Blocks
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Functional Building Blocks

Products each have one of more operational functions, and each function itself is made up of smaller functional parts. Benefits arise when each of these smaller parts has one distinct purpose and is capable of being built and maintained by a small team.
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David Seacombe
How to Innovate
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How to Innovate

Innovation is essential to stay relevant and to grow your business. The successful surfacing of new ideas is crucial to being able to improve ways of working, to bring new and improved products and services to market, increase efficiency and, most importantly, to give new value to customers.
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Paul Whiteside
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